The Six-Step Guide to Library Worker Engagement

by Elaina Norlin

Gallup’s 2019 State of the American Workplace Report found that 70 percent of employees are disengaged at work. Why is worker engagement so important? Engaged workers lead to engaged libraries — vibrant institutions that nurture their workers’ dedication, creativity, and innovation so they can serve their communities most effectively. This guide walks library managers and administrators through concrete steps to change their organization’s culture so that it fosters worker engagement, using first-hand accounts from library staff to illustrate both successes and failures. Readers will discover

Genres: Nonfiction, Librarianship, Business, Library Science, Professional Development

144 pages, Paperback

Published September 30, 2021

Reviews

[Emily · Rating 5 out of 5]

As a manager, I reflect a lot on what I’m doing and how I’m doing it. How can I improve? Where are my blind spots? This was a really helpful resource for me to see what leaders in other libraries have done to promote healthy work environments.
There are interviews and anecdotes throughout the book that highlight what types of attitudes and behaviors can cause both positive and negative work environments. The author often references Maslow’s hierarchy of needs and how those are paralleled in the workplace.
I thought the book’s focus was reasonable and empathetic, and there are sources for further reading at the end of each chapter. I have more reading and thinking to do, and lots of notes and references to follow up on after reading this. I found chapter 2, “Trust,” and chapter 6, “Diversity, Equity, and Inclusion,” the most instructive and thought-provoking, but the whole book is worth reading and rereading.

[Beth · Rating 5 out of 5]

Balancing general management research from other fields with examples drawn from interviews with a variety of library staff, The Six-Step Guide to Library Worker Engagement is a thoroughly readable and speedy guide to engaging library staff by creating a positive and inclusive workplace culture. It is highly recommended for new library managers, but experienced managers can still benefit from being reminded of best practices.

[Ruby · Rating 3 out of 5]

"According to the 2019 report, over 70 percent of employees are disengaged at work (Gallup 2019). In terms of employee retention, more than 50 percent of employees are actively looking for a new job by reviewing job ads, engaging recruiters, or networking on sites like linkedIn. Gallup distinguishes between employees who are "actively engaged" 9loyal and productive), "not engaged" (average performers), and "actively disengaged" (checked out). If the percentage of people who are disengaged is over 60 percent, then the organization is moving toward a dysfunctional, static, or stagnant work climate."

"Employees who have the best experiences at work feel connected, feel a strong sense of purpose, receive recognition for their individual talents and contributions, and believe that their workplace is moving forward in a positive direction."

"My original intent was to focus solely on success stories in libraries. I envisioned a book that would be a sort of "Chicken Soup for the Soul for Libraries," full of feel-good stories from libraries that are transforming their culture. However, after putting out the call for "sucess stories" from the field, something unexpected happened; the success stories were fewer than I had hoped. Instead of success stories, I received tragic stories from people who felt lonely, isolated, and traumatized at work. Some of these people are still in their organization trying to figure out ways to cope. Others are actively looking for another job. Other have left the profession altogether with no plans to return."

"The road to employee engagement and a healthy workplace always starts and ends with good management."

"Managers who create a sense a belonging for everyone in the organization regardless of the hierarchy within the organization. Managers who are open and flexible, and who encourage new and exciting ideas and allow people to fail forward. Leadership that celebrates accomplishments both large and small so that everyone feels they are part of a successful team. A management team that truly advocates for the staff and always has their best interests at heart. Managers who truly value diverse perspectives and lead with empathy, compassion, and kindness."

"The best leaders are ones who people gravitate toward because they genuinely like people-the ones who are eternally positive and who know how to bring people together to resolve conflicts."

"...the questions an organization selects can tell you a lot about that institution."

"Extinction is where there is no reinforcement (either positive or negative). Not addressing the negative behavior in the workplace allows that behavior to continue, which does not benefit the employee. Or it can cause disengagement because the employee is not receiving direction or guidance on management's expectations of the employee's work or job performance."

"The time that leaders take to motivate and support their employees will pay off in creativity, innovation, project management, and organization stability."

"The culture of a library will determine the amount of conflict that will exist in an organization. If the culture is negative or there is a hostile work environment, the library is going to be a contentious and highly stressful place to work."

"Encouraging innovation means accepting failures and learning from those as well."

"...overall advice for achieving success in DEI is to create an environment of mutual trust and respect in which the staff feel free to talk through prejudices, stereotypes, and misconceptions."

"Most people in organizations say that they are usually ignored at work or very occasionally get a cursory "great job" for their efforts."

"Dysfunction in teams, if not properly addressed, can lead to stress, low job satisfaction, low engagement, poor productivity, anger, and eventually personnel turnover."

"The failure to vent relevant frustrations and argue intelligently results in guarded comments and unproductive discussions."

"In order for EDI to advance and be sustainable, EDI efforts, like anything else, are dependent on people and resources to make the change."

"EDI work is not the work of Black and Brown people; regardless of our identity and background, we all have something to contribute to this space and to learn."

"DEI cannot thrive without doing the hard work of changing the foundational structure of an organization."

"The library profession, like other professions, has spent millions of dollars on inclusive recruitment, training, and consulting, but in the past thirty years, the profession's overall diversity numbers have remained static and, in some cases, have gotten worse."

"I am quite sure the statistics will say that I left for a higher-paying job, but in reality, I never felt welcomed in the library profession, and I felt more like a statistic than a human being. Now I realize that there are so many other options available that don't involve being disrespected for low pay and no recognition."

"Diversity is not beneficial until the organization truly embraces the uniquely valuable skills, talents, and abilities of the person being recruited."

"Trust me, it is easier to have people of color write diversity statements, create diversity plans, and talk about antiracism than it is to make decisions that will make others uncomfortable. Although in most cases it is bad for morale and inclusion, the status quo feels like a worn but comfortable pair of shoes that you don't want to take off under any circumstances. Yet an organization will not benefit from DEI until it is not only open to diverse perspectives but truly understands that by embracing new voices, the organization's culture itself will change for the better. The organization will continue to have problems until the workplace understands that DEI is a crucial part of a transformational culture rather than just a stat, a check-off list, or a recruitment plan."

[Murray · Rating 3 out of 5]

As with most work management type books. There are some good and applicable things to use and some not so helpful. My main takeaways with this book are to only use positive and negative reinforcement with employees and not punishment and penalty to help with worker motivation. Also, to have continual open communication with employees and that just using annual reviews is not helpful. To recognize workers achievements and efforts when they occur. Allowing employees to have a voice in their job design and their work patterns and habits. The final chapter focused on developing a DEI environment but that can only happen in a healthy workplace environment. What I did appreciate that DEI does not only mean for people of color but for employees that don't fit library employee norms (white, middle aged, and women dominant).

[Andrew · Rating 3 out of 5]

Only two things I'm going to say about this book:
Every Library Administrator, Director, Manager, and HR staff of said Library (Public, Academic, etc.) needs to read and ingest this.
The second thing, there are major points (not just the six) that Hiring Managers, those who hire Managers and leaders, Branch Managers and Directors, etc. should read and take away from this book.

Best of luck to all of the new Library admin and managers. This book will serve you as a good beginner's guide.

[Riegs · Rating 5 out of 5]

Incredible. I listened in on Elaina Norlin's presentation at Computers in Libraries 2022 and knew I HAD to read this after the comments section went wild during the discussion. Our professional is in a morale slump and is faced with gnarly issues ranging from terrible DEI work to entrenched hierarchical systems that prioritize the LIS degree as a form of classism. It's an important topic to interrogate and I highly recommend reading this if you're in a management role.

[Richfield Branch · Rating 4 out of 5]

First, what struck me right away is that she was unafraid to surface the managerial dysfunction (hey- we are just like any other profession) in this field. There is unkindness to down right cruelty in places. As librarians you can face unpleasantries at the front of the house, but also back of house.

Second, it was well researched- and she used research outside the profession to support.

It is my hope that those reading this can start the change to fix., or at least make it better.

[Bobbi Galvin · Rating 2 out of 5]

"...the questions an organization selects [for interviews] can tell you a lot about that institution."
This is laid out nicely, but there really isn't any new information. Managers should listen and be kind to their employees. That's really it. I don't think I had seen a library-specific book like this (although there are many, many library management books). Quick read with good reminders.

[Nikki · Rating 3 out of 5]

Could use a section on handling relationships with organizations outside the library that have some control over decision-making. But some good, aspirational, idealized pieces that can help create a foundation for engagement philosophy.

[Amanda · Rating 5 out of 5]

The management book I wish i had when I started in management. All people in leadership roles should read this.

[natalie · Rating 3 out of 5]

Picked up a few useful tips

[Megan B · Rating 3 out of 5]

A decent guide to library worker engagement.