This year, I’m viewing “traditional” New Year’s resolutions through a library lens. So far, we’ve explored ways to exercise more, live life to the fullest, eat healthier, lose weight, save money, get organized, learn a new skill, and reduce harmful habits. This month, we’re focusing on reducing stress. While stress is an unavoidable part of library work, the systems and supports we put in place make a tremendous difference. Working harder isn’t the only answer. Instead, let’s look at ways that thoughtful planning, balanced workloads, and clear communication can create healthier, sustainable staff and programs.
Why Reducing Stress Matters
Whether in the library or in our lives, stress often doesn’t come from one big thing. Instead, it comes from lots of little things happening at once, or the cumulative effect of those little things over time. To reduce stress, we need to identify and address those causes. Programming should be exciting, not exhausting. Time spent at the desk should encourage connection, not avoidance. Healthy, balanced staff create better patron experiences. Well-rested staff bring more creativity and enthusiasm. Sustainable systems keep staff and patrons engaged and appreciative. When we can reduce stress, we improve consistency, and everyone wins.
Focus on what matters most.
The first step in reducing stress is identifying your priorities. If you try to do everything, overwhelm is easy. First, focus on your library’s priorities. Consider your strategic plan, community objectives, or identified goals. Then, think about your personal goals. List where you want to grow, new ideas you want to try, or things working well that you want to continue. Finally, note programs with the greatest impact and protect what’s already working well. From there, identify one or two stretch goals where you can improve or expand. Priorities help reduce stress by simplifying your decision-making. Each year, our Programming Manager meets with each programming focus area to identify goals. Then, we develop strategies for program planning and projects from those priorities and create checkpoints to guide work throughout the year. Clear priorities help staff know where to expend energy. When everything is a priority, nothing truly is.
Communicate early and often.
Clearly communicate identified priorities, what progress looks like, and who is responsible for what. First, set clear expectations. Then, use consistent documentation and transparent timelines. Uncertainty often creates more stress than workload alone. Whether it’s covering two desk hours each day or presenting one program a month, staff should know what you expect. From there, they can plan their workload effectively. Shared calendars, planning timelines, and feedback loops help keep everyone on track. Make time to check in and clarify. A Monday.com task tracker outlines responsibilities, timelines, and deliverables in our program scheduling. The Programming Committee has a deadline to schedule programs, while all staff have deadlines for ordering supplies. Knowing who does what and when means you don’t have to worry about something falling through the cracks.
Match workloads to capacity.
Not every project requires the same effort. Every program carries its own hidden workload. Look at preparation time, communication and collaboration, cleanup, and program evaluation, among other factors. Similarly, the emotional work of programming varies. For some, weekly storytimes are rejuvenating. For others, the energy used requires substantial time to recharge. Stress starts when our workload overwhelms our capacity. Equitable distribution of work isn’t just about the number of service areas or programs. As you match workloads and capacity, ensure your conversations give you a full picture of what’s on someone’s plate before adding more. In my library, programming expectations have several options, with different expectations for full-time and part-time staff. Staff choose those options that best align with their interests and capacity while still supporting building needs. Those who are not in programs support service areas. We find a collaborative balance to ensure workload and capacity remain aligned.
Build recovery and flexibility into your programming calendar.
Whether you schedule programs throughout the year or include intentional programming breaks, build both recovery and flexibility into the calendar. Without space to reset, stress multiplies. First, create intentional seasons. Within those seasons, alternate busy and lighter periods. Then, add a balance of passive programming to support staff-led initiatives. Make sure your schedule also makes time for preparation and reset. If you have a major program initiative, offer a light programming schedule ahead of it to give staff time to prepare. Then, look for opportunities to build flexibility into the programs themselves. Can you offer more kit-based programs during a busy season? Does scheduling the same program across multiple buildings reduce planning stress? In my system, we plan three programming seasons. Each includes one signature event and a mix of other programs. We’re busiest around school breaks, which creates natural slower periods to reset for the next initiative.
Picture Book Tie-In: The Rabbit Listened
As we’re reducing stress, it’s important to support staff based on their unique needs. The Rabbit Listened by Cori Doerrfeld is a great example of supporting others with exactly what they need. When Taylor’s tower doesn’t work out, each animal offers a solution: talking, yelling, and even making someone else feel sad. No one understands what Taylor really needs to feel better until the rabbit shows up. This title works great in storytime or one-on-one and gently reinforces the ideas of listening, supporting others, and not rushing solutions. The simple but expressive illustrations show what it feels like to be unheard and the power of personalized support. As you think about supporting staff, consider the animal each person needs most.
As you work to reduce stress, remember it isn’t always about doing less. It’s about creating sustainable systems that help staff do their best work. By intentionally balancing workloads, communicating clearly, and focusing on our priorities, we build healthier, happier libraries for both staff and patrons. For more inspiration, check out this post on setting realistic expectations for summer programming. Even outside summer, there are some great tips to keep in mind! Stay tuned next month as we spend more time with family and friends by intentionally curating programs for all ages. What will you do to reduce stress this month?
This post addresses ALSC Core Competency #3: Programming Skills and ALSC Core Competency #6: Administrative and Management Skills. Featured image created by Jaime Eastman, ALSC member.
Jaime Eastman is a senior Public Services Librarian and Early Learning Coordinator at the Harrington Library, one of the Plano (Texas) Public Library locations. Jaime is also working on at least two ambitious cross-stitch projects, dreaming of future travel plans, and reading far too many books. As a child, she wanted to grow up to be an author. Writing for the blog and publishing with Children and Libraries feels like a good start, and she regrets nothing about her adult decision to be a librarian doing storytimes, who didn’t have to grow up too much.
The post Reduce Stress: Building Sustainable Library Workloads appeared first on ALSC Blog.
Discover more from DrWeb's Domain
Subscribe to get the latest posts sent to your email.
