Introduction

Most of this book is about the how and why of wellbeing at work but this chapter will look at the when and where of work. A key to wellbeing is developing a partnership between people and, often, an organisation's attitude to the when and where we work and how it is implemented is fundamental to this. If you don't trust your staff to manage their own time (beyond the structure of rotas), you will find it hard to say you trust them elsewhere. This chapter will explore the future of work, looking at flexible, remote and hybrid work.

I was lucky that in my first library role at the University of Brighton, we had true flexibility (we could accrue flexitime and use it how we wanted) and it applied to all, so I have always struggled with the arguments that flexibility isn't able to work in libraries because the frontline teams can't do it and so it won't be fair. We did and loved it; it was fair and nobody took advantage. Stepping from a presenteeism culture of 9–5 to total flexibility is a big step. The compromise which we had at Royal Holloway and which I introduced at the University of Westminster was to have core hours (10–4) and then people had flexibility on how they managed their 35 hours over the week; there was also Time off in Lieu (TOIL) that could be accrued for work-related extra time, although unlike how we managed it at Brighton this TOIL had to be pre-agreed and generally related to events/teaching/projects.

Introduction

Case Study 3.1: The library as community hub

I’ve worked at my library for 22 years. In that time, I have seen lives changed and enhanced by our services. A bulk of my working day is spent within the children's library. I deliver two sessions a week for preschoolers and each of the groups are very well attended by committed children and parents. Some of the children I sang to when they were babies still come into the library each week and are engaging, bright, happy young adults. Recently, during a session, a child took his first steps. His mother and I were both thrilled and it was such a joyous moment to share. I’ve also been told by parents that their children took their first steps TOWARDS the library because they were so eager to come in. It's a hub for the community, a warm, welcoming, safe and friendly place for so many.

I love working on the registration desk. It's the first port of call for many new visitors and I enjoy welcoming people and signing them up. Whether it's a student new to the area, a long-time resident of Norfolk or just a holidaymaker needing to access the internet, we can help.

I serve people who have been made redundant after many years in the same job who are utterly petrified of applying for a new job. I try my best to put them at ease and give them the confidence to get on to a computer.

Introduction

Before we go any further, it is important to understand that kindness is not the same as being nice. Kindness originates from a place of authentic care and concern for others, often involving a deeper comprehension of someone else's needs and a proactive willingness to meet those needs. In contrast, niceness may be surface-level courtesy or politeness, carried out without deeper emotional investment. When it comes to long-term impact, acts of kindness often leave a lasting impression and require emotional intelligence and empathy, whereas being nice tends to make the immediate situation more pleasant but is generally forgettable. Kindness may necessitate personal sacrifice or risk, such as defending someone being mistreated, even when it's uncomfortable. Being nice seldom involves any significant risk or personal sacrifice, focusing more on keeping a pleasant atmosphere. Kindness is usually selfless and unconditional, devoid of expectations for something in return, while niceness can be more transactional, performed with the expectation of future reciprocation.

Kindness often has underlying moral and ethical dimensions, urging us to do good even when it's difficult. On the other hand, being nice is more about adhering to social norms and etiquette rather than making a strong moral or ethical stance. So, while it's beneficial to be nice, striving to be genuinely kind offers a deeper and more meaningful way to engage with the world.

In a workplace setting, the distinctions between being ‘nice’ and being ‘kind’ manifest in various ways. Being nice typically involves engaging in pleasant small talk with co-workers, sending courtesy ‘thank-you’ e-mails after meetings as a matter of etiquette or holding the door open for someone right behind you.

In this section, we explore the pivotal role leaders play in creating and maintaining an atmosphere of kindness and wellbeing within library settings. It emphasises the unique challenges and opportunities that library leaders face in fostering a culture that values and promotes these ideals. Through exploring various strategies and practical examples, this section aims to equip library leaders with the tools and insights necessary to effectively integrate kindness and wellbeing into their organisational culture, thereby transforming libraries into more nurturing and positive environments for both staff and patrons.

Introduction

As we continue our exploration of kindness and wellbeing in libraries, this chapter turns its focus to the linchpins of a nurturing library environment: self-care and self-compassion. Within libraries, the wellbeing of our staff is paramount. This chapter shows how prioritising self-care and fostering a compassionate culture can transform our libraries. It's about ensuring those dedicated to serving the community are supported and empowered in their personal and professional growth.

Changing the world of work into one of kindness is not always easy. In some organisations, you will challenge a status quo that has served those in leadership well and given them power. That is why embracing a holistic approach to self-care that includes self-compassion is essential. Dr Kristin Neff's (2003a and 2003b) pioneering work on self-compassion provides a particularly resonant framework for library professionals who strive to be change-makers.

In this context, self-care and compassion emerge as essential tools. Self-care involves taking deliberate actions to care for our mental, emotional and physical health. It's about recognising our own needs and taking steps to meet them. Compassion, especially self-compassion, is about treating ourselves with the same kindness and understanding we would offer a friend in distress.

Why are these concepts crucial in libraries? Because they help staff manage stress, adapt to change and maintain a high level of service. When library staff feel supported and cared for, they are better equipped to serve the community effectively and contribute to a positive, innovative library environment.

Introduction

Kindness and wellbeing are interlinked and their practical applications in a library workplace setting are critical. Given the high-stress environment often prevalent in libraries, kindness becomes an ethical imperative and a significant contributor to organisational success. Kindness is now viewed as a critical component of leadership and team performance that positively influences wellbeing. A study by Harvard Business Review (Seppälä, 2014) suggests that leaders who exhibit kindness are more likely to boost employee engagement and productivity. Libraries are a microcosm for exploring these themes in depth, given their unique blend of organisational and communityserving roles.

This chapter will follow the journey of integrating kindness and wellbeing into library environments. We begin by exploring the crucial step of establishing kindness-centric policies and procedures. Regardless of the library type, be it public, business, corporate, health or university, the principles of promoting ethical conduct, inclusivity and standard operating procedures (SOPs) that prioritise kindness apply universally. This chapter explores the essential elements of creating such policies and procedures for libraries.

Once created, we focus on how these policies are translated into tangible actions and the everyday fabric of library life. From the theoretical foundations, we will seamlessly transition into the practical applications of these policies, providing a comprehensive view that encompasses everything from policy creation to real-life implications.

Introduction

Libraries are uniquely positioned to benefit from and contribute to the evolving focus on wellbeing and kindness. Central to this is the concept of finding meaning and purpose in one's work, an idea eloquently explored by Viktor Frankl. Frankl, a renowned psychiatrist and Holocaust survivor, posited that the primary human drive is not pleasure but the pursuit of what we find meaningful (Frankl, 1946). This perspective is especially relevant to library professionals whose roles often transcend mere occupational duties, touching the lives of individuals and communities in profound ways. Frankl's insights suggest that by finding meaning in their work, library professionals can not only enhance their own wellbeing but also significantly contribute to the wellbeing of their users.

The application of Frankl's philosophy in library settings is complex. It encompasses the personal fulfilment that library staff derive from their work, the sense of purpose found in aiding users’ quests for knowledge and the broader impact of libraries as community hubs. In essence, libraries offer a unique confluence of personal and professional fulfilment, aligning closely with Frankl's views on the importance of finding meaning and purpose in life.

Thus, the integration of kindness and wellbeing into the fabric of library workplaces is not just a trend but a critical component of ensuring that these institutions remain vibrant, effective and meaningful places of work and community engagement. This chapter aims to explore these concepts further, delving into practical strategies and philosophies that can enhance the experience of both library professionals and their users.

Introduction

During my career, I have been part of many changes, including major restructures, huge building redevelopment projects and everything else in the environment of flux in modern libraries; change is not only inevitable but essential, from policy changes in government and technological advance - ments to shifts in user behaviours. No matter what our role in libraries, we must continually adapt to meet evolving needs. However, change can often be challenging, fraught with uncertainty and resistance from staff and the communities we serve. This chapter examines how libraries can navigate these inevitable transformations, not with trepidation but with an approach rooted in kindness and wellbeing.

The chapter's principal goal is to guide library staff at all levels in understanding how kindness and wellbeing can act as essential tools for implementing and accepting change. It is not a complete change management guide; many are out there. However, it offers practical strategies and insights derived from research and lived experience to ensure that change is managed and welcomed as a positive force for growth and service improvement.

Understanding the motivations for change and having a clear sense of reality is essential. It's important to recognise when something meets the threshold of ‘good enough’ and to take pride in reaching that point. Focus on measuring what truly matters. The success of any change is ultimately determined by the people it affects, as change is a profoundly personal experience, as are the emotions it generates.

Introduction

Daniel Goleman's assertion that ‘A manager's leadership style is responsible for 30% of the business's profitability’ highlights the profound effect leadership has on organisational success. This is especially true in libraries, as they are made up of a variety of functions and greatly benefit from a variety of leadership styles. Each style brings unique strengths and influences to the workplace, impacting staff morale, motivation and the overall atmosphere. Before we go on, take a moment to think of all the different types of leader you have either currently in your organisation or have encountered throughout your career. Do any of them match these key types of leader?

Transformational leadership (Downton, 1973)

This style focuses on inspiring and motivating staff to exceed their usual limits and think innovatively. Transformational leaders in libraries encourage a culture of continuous learning and adaptability, essential in an environment where technology and information needs are constantly evolving. They focus on developing a shared vision, fostering an environment where creativity and problem-solving are highly valued. This approach helps library staff to adapt to changes and to be proactive in driving positive change within the organisation and the community it serves.

Transactional leadership (Bass, 1999)

While often contrasted with transformational leadership, transactional

leadership has its place in libraries, especially in maintaining day-to-day operations. This style is based on clear structures and systems – rewarding staff for achieving specific goals and adhering to established procedures. In libraries, where organisational efficiency and adherence to policies are important, transactional leadership can ensure a well-structured and consistent service to the community.

Introduction

Conflict is inevitable in any workplace and libraries are no exception. Staff and users’ diverse needs and expectations can often lead to misunderstandings and disagreements. This chapter explores effective conflict resolution strategies explicitly tailored for library environments. I aim to provide librarians and library staff with the tools and understanding necessary to address conflicts constructively, fostering an atmosphere of cooperation and respect. By prioritising kindness and wellbeing in our approach, we resolve disputes and strengthen the community bonds within the library setting. This is essential for creating a positive and productive work environment, ensuring that libraries continue to be places of learning, discovery and peaceful co-existence.

Overview of conflict in libraries

Conflicts in libraries can manifest in various forms and stem from many sources. Some of the most common types of disputes include:

■ Staff conflicts; these arise from interpersonal issues between colleagues, differences in work styles or disagreements over responsibilities and duties. Such conflicts can stem from miscommunication, competition or varying professional opinions.

■ User–staff conflicts: libraries serve diverse users, each with unique needs and expectations. Conflicts can occur over library policies, user behaviour, service quality or resource availability. These situations often require staff to balance policy enforcement with customer service and diplomacy.

■ Policy-related conflicts: libraries operate under specific policies and guidelines, which sometimes can become sources of conflict. This includes disputes over censorship, privacy issues, resource allocation or service access. These conflicts often involve balancing the needs and rights of individuals with those of the wider community.

Introduction

As the world evolves, so must our libraries and how we support our staff. This final chapter explores the essential role of kindness and wellbeing in libraries as we move forward. By focusing on these values, we can enhance library staff's lives and positively impact the communities they serve.

As we conclude our book with this chapter, we understand that introducing kindness and wellbeing into libraries isn't just about changing routines but a more profound shift in mindset and culture. It challenges traditional methods and asks us to rethink how library staff work and interact. Though this journey has challenges, it leads to a more empathetic and supportive workplace, with benefits beyond the library's walls.

Looking to the future, this chapter not only reflects on what has been discussed throughout the book but sets a vision for the evolution of libraries. It's a call to action for libraries to pioneer a work culture where kindness and wellbeing are at the forefront, paving the way for a more inclusive and vibrant future for all who step through their doors. It guides library leaders and staff through the complexities and nuances of this transformation. It explores the shifting needs and expectations of a diverse, multi-generational workforce, the role of transformational leadership and the practicalities of implementing kindness initiatives in a dynamic environment. From understanding the unique perspectives of different generational cohorts to navigating the challenges of cultural change, we will provide insights and strategies to foster a culture where kindness and wellbeing are deeply ingrained values.

In this section we explore the transformative power of kindness and wellbeing in library settings. Offering a blend of practical strategies and thoughtful practices, aimed at creating a supportive and nurturing environment for both librarians and library teams, each chapter is dedicated to balancing operational demands with the wellbeing of staff. Emphasising the importance of compassionate communication, advocating empathetic and non-violent interactions. Additionally, we highlight the significant benefits of flexible working, demonstrating how it can enhance both wellbeing and productivity. This section embodies the philosophy that a library's greatest strength lies not only in its books but in its commitment to fostering a culture of wellbeing, growth and kindness within its community, especially its staff.

Introduction

I have found prioritising kindness and wellbeing the most challenging thing I have done in libraries, both because of the myriad interpretations of what kindness and wellbeing mean and because people think it should be easy, when it is hard. This chapter looks at some difficulties libraries face when making their workplaces kinder and more focused on wellbeing. While it's a great goal, this book has identified many positive reasons. Several challenges can make it hard for libraries to do this successfully. We will explore these challenges and discuss ways to overcome them to help libraries be places full of books and where people feel supported and cared for.

We’ll look at how the behaviour of others and the role of leaders in the library can affect bystander syndrome (Latané and Rodin, 1969) and suggest ways to help staff feel more confident and responsible, such as through mindfulness and promoting supportive leadership. We will discuss what causes the burden of caring for others and how libraries can help their staff through training, balancing personal interests with care for others and creating a work environment that supports their staff's wellbeing. We’ll examine how wanting to succeed can sometimes lessen compassion and look at ways to encourage a more caring approach, including training for emotional skills, creating a culture that values kindness and changing how the library operates to support this.

Libraries, significantly smaller or less-funded ones, often need more money or staff to start wellbeing programmes. We will explore the effects of these limitations and suggest solutions like using their resources wisely, getting the community involved, developing low-cost wellbeing programmes and thinking carefully about how to use their funds.

Introduction

Kind communication, closely linked to concepts of civility and non-violent communication, is a way of interacting with others that emphasises respect, compassion and empathy. It's not just about what is said, but also how it's said. It's essential in any workplace, but it's vital in libraries. In a library, staff work together to help a wide range of people and manage lots of information. Talking to each other and the people who come into the library in a kind way makes the library a better place to work and visit.

Library staff often have to work as a team, help people who come in and keep learning new things. All this depends a lot on how well they communicate. Communication can help staff in different parts of the library work better together, make the library more friendly and create a welcoming environment.

In this chapter, we will look at why kind communication is so important in libraries. We’ll focus on non-violent communication as a structured way of being kind. We’ll see how it can make the library a better place to work and make the people who visit it happier. We’ll also share some good ways for library staff to communicate kindly daily. We aim to help everyone in the library – staff and visitors – feel more welcome and happy. This chapter is here to help library workers and leaders understand how to make their library a place where kindness is a normal part of everyday life.

Introduction

The start of everybody's journey working in a library is the recruitment process. Traditionally, this will have been stress-inducing, candidates unable to show their best side as they are trying to navigate unkind processes where adverts may close early, job application forms are all different, interviews are arranged at short notice with no idea who they are meeting or where to go. They are expected to be at their best when faced with questions they have no idea about and then, after all that, they wait days to find out if they have got the job. This can hugely impact the wellbeing of the candidate by stressing them out, especially as there may be many reasons that they are looking for a new job, some of which could be fundamental to their lifestyle such as financial or family needs.

We will address post-recruitment practices, highlighting the importance of feedback and relationship-building with candidates. Challenges and practical solutions to help implement kind recruitment in various organisational contexts will be discussed. The chapter will conclude with methods to measure the impact of kind recruitment on the organisation and its employees, ensuring that the practice of kindness remains a core element in the recruitment strategy. Additional resources and reflective questions will be provided to encourage the reader to engage actively with the concepts and integrate them into their own recruitment practices.

Reflective questions

■ How does your current recruitment process align with the principles of kindness and fairness?

■ Reflect on a recent recruitment exercise you conducted or participated in. In what ways could it have been more candidate-centred?