Interview with the Editor: Bobbi L. Newman on Well-Being in the Library Workplace

As Bobbi L. Newman states, in her forthcoming book Well-Being in the Library Workplace: A Handbook for Managers from ALA Publications, “By fostering a healthier work environment, managers can better support themselves and their staff in navigating whatever challenges arise, whether those challenges are unique to a specific field or more universal, such as burnout, low morale, or stress.”  My interview with Bobbi L. Newman is below.  

Please introduce yourself to our readers. 

I am Bobbi L. Newman, a librarian and Certified Wellness Practitioner dedicated to fostering healthier, more inclusive, and supportive workplaces. With over a decade of experience in workplace well-being, I bring an evidence-based approach to helping organizations foster environments where individuals and teams can thrive. 

As a speaker, coach, and consultant, I focus on the research around workplace well-being and organizational culture. I’m the author of Fostering Wellness in the Workplace: A Handbook for Libraries and editor of the forthcoming Well-Being in the Library Workplace: A Handbook for Managers. I have presented at national and international conferences on psychological safety, burnout prevention, and workplace well-being and I share insights on these topics on my blog, Librarian by Day. My mission is to help organizations prioritize their teams’ mental and physical health, fostering environments where everyone feels valued and supported. I also coach leaders to create psychologically safe workplaces by combining evidence-based strategies with empathetic guidance, helping them address challenges, support their teams, and lead with confidence and authenticity. 

Briefly summarize Well-Being in the Library Workplace.  

This collection explores workplace well-being in libraries through various perspectives and strategies. Each chapter delves into themes such as setting boundaries, improving communication, addressing emotional labor, and fostering inclusive environments. The authors share insights and practical approaches, including creating limited-funded wellness programs, promoting ergonomic practices, and encouraging trust and recognition. 

Topics like combating anti-fat bias, supporting employees with disabilities, and mitigating moral injury highlight the importance of inclusive and compassionate leadership. Other chapters focus on redefining professional development as part of wellness, addressing loneliness through social connections, and emphasizing the role of managers in preventing burnout. 

The overarching message underscores that fostering employee well-being requires intentional policies, open communication, and cultural shifts prioritizing inclusivity and support. Together, these strategies create healthier, more productive library workplaces that empower staff to thrive. 

Why did you decide to produce and edit this book? 

After the first book, it became apparent that the profession needed additional resources on workplace well-being; many library staff I spoke with shared challenges around the issues I had raised. I opted to pitch the second book, Well-Being in the Library Workplace: A Handbook for Managers, as an edited work to get additional perspectives and ideas from the field, bringing additional experts. While individual efforts, such as practicing self-care, are important, they only address the symptoms. Lasting change requires shifts in policies, practices, and workplace culture—areas where managers and leaders hold significant influence—and I wanted to create a resource that would empower them to take action. 

This book gives managers a practical, evidence-based guide to fostering well-being at both the team and organizational levels. It includes actionable steps, real-world examples, and insights from contributors who bring diverse perspectives on how to create inclusive, supportive environments. My hope is that it inspires library leaders to recognize their role in shaping workplace culture and empowers them to create spaces where they and their teams feel valued, respected, and supported. 

Ultimately, workplace well-being is not just a nice-to-have. It is essential for building strong, thriving organizations. By giving managers the resources they need, we can move closer to creating workplaces where everyone can flourish, and that benefits not just the staff but the communities libraries serve. 

Special librarians may not deal with the same types of issues seen in other libraries, such as book bans, but well-being is still a very important topic in those settings. How can special librarians use the information in the book? 

While special librarians may not face the same issues seen in other library settings, the topic of workplace well-being is just as critical in those environments. Well-Being in the Library Workplace: A Handbook for Managers does not focus on specific challenges like book bans or other external pressures. It is a guide to creating healthier, supportive workplaces in any organization. The principles and strategies in the book are applicable across all library types, including special libraries, and even extend to other organizational settings. 

By fostering a healthier work environment, managers can better support themselves and their staff in navigating whatever challenges arise, whether those challenges are unique to a specific field or universal—such as burnout, low morale, or stress. The book focuses on actionable steps leaders can take to improve psychological safety, address structural barriers to well-being, and build a culture in which staff feel valued and know they are empowered to succeed. 

For special librarians, this could mean addressing the particular stressors of their environment, such as high expectations from specialized clientele, tight project deadlines, or managing complex research demands. By implementing the practices outlined in the book, managers can ensure that they and their staff have the resources, support, and work conditions they need to thrive, no matter their workplace’s unique challenges. 

Ultimately, the book’s framework is about creating a solid foundation of well-being that can help teams weather any situation, from day-to-day stressors to larger industry-specific challenges. It is about giving managers the tools to prioritize their people and build workplaces that are prepared to adapt, respond, and support staff through whatever comes their way. 

What are two suggestions you have for positive staff communication? 

Two key suggestions for fostering positive staff communication are creating a psychologically safe environment and assuming good intentions—while taking the time to understand the “why” behind someone’s actions or words. Both these strategies contribute to a workplace culture where communication thrives, trust deepens, and conflicts are resolved more effectively.

1. Creating a Psychologically Safe Environment

Psychological safety is the foundation of positive communication in any workplace. When team members feel comfortable expressing their thoughts, concerns, or ideas without fear of judgment, ridicule, or retaliation, they are far more likely to engage openly and honestly. This sense of safety fosters collaboration, creativity, and stronger working relationships.

Managers can promote psychological safety by modeling the behaviors they want to see. This means practicing active listening, being open to feedback (even when it’s critical), and responding with empathy and understanding. For example, instead of dismissing a staff member’s concern outright, validate their perspective by saying something like, “I can see why that might feel frustrating. Let’s work on a solution together.” Small acts like this build trust and encourage others to speak up in the future. 

In team meetings, make it clear that all voices are welcome and valued. Encourage participation by inviting quieter team members to share their thoughts while ensuring that dominant voices do not overshadow others. Over time, these practices create a space where communication flows more freely and staff feel genuinely supported.

2. Assuming Good Intentions and Getting to the ‘Why’

Misunderstandings in the workplace often arise when we jump to conclusions about someone’s motives or actions. Assuming good intentions means approaching conversations with curiosity and a willingness to understand the other person’s perspective rather than making snap judgments.

Assuming good intentions allows you to pause and ask, “Why might this have happened?” Was there a miscommunication? By asking questions instead of assigning blame or assuming motivation, you demonstrate empathy and show that you are invested in finding solutions rather than pointing fingers. By addressing the “why” with compassion, you pave the way for mutual understanding and resolution. 

The Positive Impact of These Practices

By combining these two strategies, managers and staff can create a workplace where communication is both practical and supportive. Psychological safety ensures that people feel secure enough to express themselves while assuming good intentions builds a culture of empathy and trust. These practices help teams navigate challenges with less conflict, foster healthier relationships, and empower everyone to focus on shared goals. 

Positive communication is not just about avoiding misunderstandings; it is about creating an environment where every team member feels valued and heard. These strategies lay the foundation for a workplace where collaboration, respect, and connection become the norm. 

What are three things you hope all readers take away?

1. Workplace well-being is a journey, not a destination.

Creating a healthy work environment is an ongoing process that requires time, commitment, and continuous effort. There is no one-size-fits-all solution, and no organization will implement every possible strategy overnight. Instead, the focus should be on taking consistent steps forward, whether through improving communication, revisiting policies, or offering more support for staff. Recognize that progress, no matter how small, makes a meaningful difference. Workplace well-being is not a box to check; it is a culture to nurture.

2. It involves challenging social norms about working environments and examining your biases and beliefs.

Achieving workplace well-being often means questioning long-standing assumptions about how work “should” look and feel. Many of us have internalized beliefs about productivity, resilience, or what it means to be a “good” employee—beliefs that might not align with a truly healthy workplace. For example, the idea that employees should always “push through” stress or sacrifice personal well-being for professional goals is deeply ingrained in many organizations. I encourage readers to reflect on their biases and beliefs about work and explore how those might unintentionally contribute to unhealthy environments. Growth starts with self-awareness.

3. Diversity, equity, inclusion, and accessibility (DEIA) are core components of workplace well-being.

Workplace well-being cannot exist without a strong commitment to DEIA. A healthy workplace is where everyone feels respected, valued, and supported, regardless of background, identity, or abilities. This means actively addressing inequities, fostering inclusivity, and ensuring accessibility for everyone. It also means understanding how cultural humility, trauma-informed practices, and equity intersect with well-being. Managers who prioritize DEIA lay the foundation for a workplace where everyone has the opportunity to thrive.

By embracing these three ideas, readers can start building workplaces prioritizing their and their teams’ mental, emotional, and physical health. I want to encourage readers to think critically, act compassionately, and lead with purpose on their workplace well-being journeys. 

What conversations do you hope the book sparks in individual libraries? 

I hope this book will spark meaningful conversations about the roles and responsibilities of workplaces in fostering environments where staff can genuinely thrive. I want readers to explore concepts like vocational awe and critically examine how these beliefs may inadvertently contribute to unhealthy work environments. By deconstructing these ideas, I hope library teams and leaders begin to see workplace well-being as an organizational responsibility, not just an individual one. 

I also want this book to encourage discussions about creating spaces designed to prevent burnout and support psychological safety. Libraries should be places where staff feel valued, respected, and empowered, not environments where well-being is sacrificed for the sake of work. Workplaces have a responsibility to be good stewards of the time, energy, and commitment that employees bring to their roles. That means fostering environments that honor those contributions by supporting health, balance, and professional growth. 

I hope this book inspires people to expect more from their workplaces, advocate for healthier cultures, and prioritize their mental and physical health. Ultimately, I want these conversations to lead to action, tangible changes that benefit both staff and the communities they serve. 

Is there anything else you would like to share? 

I want to emphasize that research consistently shows that creating a healthy workplace environment does not just benefit employees. It improves productivity, engagement, and patron relations as well. A healthy workplace is not just a “nice-to-have”; it is essential for an organization’s overall success and sustainability. When staff feel supported, valued, and empowered, they are better equipped to serve their communities and bring their best to their work. 

By prioritizing workplace well-being, libraries and organizations can create a ripple effect that enhances team morale, strengthens organizational culture, and fosters better connections with the people they serve. Well-being is not an extra; it is a foundational component of a thriving workplace and a critical investment in the future.