A few weeks ago, as part of a post about exhaustion in marketing, I asked you to share your experience with burnout on the job.
To be honest, I didn’t want to get any responses.
I was hoping my fears about the prevalence of burnout were totally unwarranted and off base.
But….
I received more than a dozen anonymous messages. All were thoughtful. And incredibly heartbreaking.
My readers love their job. They love the library. They are trying their best.
But…
They are freaking tired. They are overworked. They feel disrespected and unappreciated.
There was a common denominator in all the responses. Many of my readers are dealing with unrealistic deadlines and results expectations.
Here is a sampling of responses.
“I have observed a lack of comprehension among management regarding the substantial time investment necessary to fulfill their expectations. It is crucial that we cultivate a deeper understanding of the challenges faced by library marketing professionals and foster a supportive environment that prioritizes their well-being.”
“If a program or event is a success it’s the people who ran the program that made it a success. If it’s a flop it is because it wasn’t marketed well.”
Libraries in general do not respect marketing. They look at us as glorified flyer makers. If you aren’t a librarian, then your opinions and recommendations on how to best promote something are not as valid as theirs. Regardless of how many years of professional experience you have, it doesn’t matter.”
Oof.
I know you are not a miracle worker. You know you are not a miracle worker.
But…
You are expected to be a miracle worker.
And while I cannot promise you that I can completely fix this issue, I can relate. I faced these same issues in my time at a library.
I do have a 5-step guide, created from my experience.
This will not erase your burnout. But it can make your work environment more tolerable. It will do that by building respect and understanding of your library marketing position.
Step #1: Erase the mystery of your job.
I’ll never forget a conversation I had at the Library Marketing and Communications Conference. One of the attendees told me she was so happy to be amongst people who understood her job.
“I feel like I work on an island,” she told me. “Everyone just thinks I sit around playing on social media.”
Your co-workers, supervisors, and library administrators don’t understand your job, just as you might not fully grasp what it means to work in collection development or cataloging.
So, the first step in managing their expectations is to give them an idea of what it is you do every day. Create an internal communications plan to explain, in simple terms, how promotions work to make their job easier.
You can do this by writing a post for your internal staff website, sending an email to staff, in casual conversations with your co-workers, and requesting time at the next staff meeting, as Chris Boivin of the Jacksonville Public Library did.
I’d also suggest you consider allowing co-workers to shadow you for a day, I did that during my time at the Cincinnati and Hamilton County Public Library and it was incredibly effective.
In each of these interactions, explain to your co-workers the timeframe a good library marketer needs to:
- Research a target audience for a library program or service.
- Create promotions, including writing creative, impactful copy, making graphics, creating an email newsletter, etc.
- Tell them about the Marketing Rule of 7 and how you compete with all the other content in the world.
- Show them how you set success measures for your promotions.
You might also think about creating an infographic or a timeline chart to visualize the process for them. And then, invite them to collaborate with you. As one of my readers said,
“Marketing is not a solitary endeavor but rather a collective effort that benefits from the ability to bounce ideas and thoughts off one another. Encouraging teamwork not only enhances the quality of marketing initiatives but also fosters a sense of camaraderie and support among library professionals.”
In your conversations with co-workers or supervisors, ask for their ideas. Can they picture a certain graphic? Do they think the audience on a certain social media channel will align with the promotion? What would they write about it if they oversaw the copy?
Step #2: Consider their needs and fears.
Let your staff members and supervisors tell you what they need from promotions.
Much of the criticism of library marketing comes from a place of fear.
Is your co-worker worried about losing funding? Is program attendance tied to their job performance-rated problems? Is the director worried about losing a ranking or their job due to low circulation numbers? Are they worried about being embarrassed when no one shows up for their promotions?
In all your conversations with your fellow staff members, make certain you ask them what a successful promotion would look like to them. That gives you a chance to understand how to explain how doing library marketing right will help them to avoid bad outcomes.
Step #3: Set promotional guidelines.
Now that you and your staff have a clear understanding of each other, it’s time to set expectations.
As you do this, be sure to explain that these guidelines are in the best interest of both you and your fellow library staff members. You are all on the same team and working for the same goals.
Set a clear timeline for when information needs to be submitted to create effective promotions. If your library allows your co-workers to review work related to their department, let them know when they can expect those drafts and what the timeline is.
In every back and forth with co-workers, repeat these expectations and make sure your deadlines are clear. In my job, I use email to ask for review and feedback and I set a day and time, which I highlight in bold lettering.
Step #4: Share your successes AND failures with context.
Reporting is one of the clearest ways to demonstrate to your co-workers why a promotion does or does not work.
You don’t have to share the results of every promotion you do for your library. Pick two each month to highlight: one that was successful, and one that didn’t do as well as you hoped.
“Wait, you want us to talk about our failures?”
Yes. I do.
Share the basics of the promotion. Where did you release it? Was there any positive or negative feedback from the community? How effective was it? What would you do differently next time?
Step #5: Repeat.
The Marketing Rule of 7 also applies to your internal audience. And turnover is heavy at libraries. You’ll need to keep working on erasing the mystery of your work, talking with your staff about their needs and fears, explaining your guidelines, and sharing your successes and failures, every month.
More Advice
Hats Off to Great Library Marketing
Kudos to…
York Public Library for this email.
Public Library of Cincinnati and Hamilton County for this blog post.
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Super Library Marketing: Practical Tips and Ideas for Library Promotion 