Online/Virtual Event

Wednesday, September 8th 2021 from 4:00pm to 5:00pm

The following is a summary of the event by Mary Bakija, Program Manager, METRO, published September 27, 2021.

How can institutions reopen with care, consideration, and empathy for staff and patrons? Susanne Markgren, Assistant Director, Head of Technical Services at Manhattan College, and Linda Miles, Assistant Professor and Librarian at Hostos Community College, shared their experiences and advice in a conversation on Zoom with Traci Mark, METRO's Program Manager - Equity, Archives & Media Preservation, on Wednesday, September 8, 2021. 

Classes at Manhattan College were hybrid last year, and the library was open 24/7 with scaled back services, so Susanne has been navigating partially reopened spaces for a while now. Facing budget challenges, the school felt it was best to have students fully return to campus this semester, which meant a complete reopening for the first time since early 2020.

"The school decided we have to be fully open, with no distancing but masks required in buildings, and everyone is required to be vaccinated," Susanne said. She's pushing for the ability to continue working from home some days, though the school is requiring staff that's been fully remote to work in person now. Amid the ongoing pandemic, these policies are causing varying levels of anxiety and displeasure for those working at the school. The result has been several retirements, a resignation over the vaccination requirement, and layoffs and reductions in hours over the past year. 

Managing Anxiety from the Top Down

Of course, none of this is unique to Manhattan College. Libraries of all types have been expanding services, and librarians have to manage the stress that might entail. For Linda, the most important things that help her and those she supervises through the anxiety is a clear path of communication.

"Information, information, information," she said, stressing that institutions need to be open and clear about as much as they can, preferably disseminating information straight from senior leadership. "I would appreciate the maximum transparency from the very top, so that I don't have to wait for my supervisor's supervisor to tell them something that my supervisor will eventually tell me. I think that shows a lot of respect for the people who work for you."

Transparency can, and perhaps should, come in many shapes. "To get people's individual concerns, have as many open meetings and discussions as you can," Susanne recommended. "But also offer private meetings for those who don't feel comfortable talking in a bigger space."

"Managers should be as flexible as possible," Linda agreed. If there's a reason a supervisor can't be flexible, like red tape or policies from higher up, be honest about that. "It's good to be up front with the people you're supervising about the constraints you're working within." 

Managers might have an opportunity for flexibility in scheduling staff for public-facing work, which is often also an opportunity to address equity issues. Who has been able to work remotely, and who's been spending more time at the reference desk? 

"Managers should think about how roles and workflows and tasks could possibly change," Susanne said. "Ask yourself, 'Do I have the power to give my staff more power to take control of their own schedules, their own time, and their own work?'"

"Always advocate for the people you supervise, to the extent that you can within the parameters you've been given by the institution," Linda said.

Navigating Tensions Between Coworkers and With Patrons

Openness shouldn't stop at the higher ups in an organization. Your coworkers and patrons are dealing with different degrees of anxiety over the return to in-person activities, and it will help if everyone feels comfortable sharing their concerns.

"It's good to talk to colleagues about how they're feeling," Linda said. "And if you're feeling uncomfortable with how your colleagues or patrons are behaving, if that is making you more anxious, it might be good to have a conversation about it."

If a situation makes you feel uncomfortable or unsafe in any way, and it's not possible to talk directly with the person that's involved, Susanne recommends finding whoever you can to discuss it with. 

"Start a conversation with colleagues, supervisors, your director, someone at HR, or your union," she said. "It can be tricky for some people to start conversations with their supervisors or their directors if they don't have a relationship, or they don't have a good relationship, or they don't feel comfortable. But it is very important to reach out to someone. So if you can identify someone that you could talk to confidentially, then try to get advice about how to approach the supervisor." 

Susanne concluded by reminding supervisors to be visibly willing to listen to the people they manage. "There are a lot of ways to show empathy," she said. "If your supervisor isn't doing that, then try to seek out other ways for communication to get your voice heard."