What does leadership mean to you?

Leadership, to me, means taking the time to develop a deep and nuanced understanding of the industry you work in, and then using that knowledge to help your team excel alongside you. It’s about setting direction and standards through expertise and curiosity, while continually pushing yourself and others to grow. True leadership requires resilience and determination; it means never taking “no” as the final answer, but instead seeing obstacles as problems to be solved creatively and persistently.

At the same time, leadership is deeply human. It means always having your teams back, creating a sense of trust and psychological safety, and advocating for them even when it is uncomfortable. It requires you to be open to criticism, acknowledging mistakes, and modeling accountability rather than perfection. In my view, the strongest leaders are those who combine conviction with humility—who listen, learn, adapt, and keep moving forward—bringing their teams with them every step of the way.

Is there a particular ������Ƶproduct/program/article that was especially helpful to you as you developed as a leader?

Rather than a single product or article, it has been ������Ƶas an organization that has been most influential in my leadership development. From early in my career, ������Ƶprovided opportunities that allowed me to grow by doing—most notably when I had the chance to help create and present at an Annual Meeting & Conference workshop on EU regulations while working as a foreign and international law librarian. That experience gave me early exposure to leadership through collaboration, public speaking, and contributing subject matter expertise to the broader profession.

Equally impactful has been my involvement in ������Ƶcommittees, where I have had the privilege of working alongside inspiring, knowledgeable, and genuinely kind leaders in our field. Serving on committees has taught me how thoughtful leadership operates in practice—through listening, consensus‑building, and shared accountability—and has reinforced the importance of service to the profession.

What resources do you recommend for those looking to build or improve their leadership skills?

There are countless leadership resources, from books and magazines to podcasts and programs, but the two I consistently return to are Adam Grant’s Think Again and the Harvard Business Review (HBR). Think Again challenges leaders to rethink assumptions, stay intellectually humble, and adapt their thinking in a rapidly changing world, while HBR offers research‑driven, practical insights on leadership, strategy, and organizational effectiveness that are immediately applicable to real‑world challenges.

What leadership skills were the most difficult to develop?

One of the most challenging leadership lessons for me was accepting that I would not excel equally at every admirable leadership trait. Early in my career, I deeply admired leaders who were exceptional writers, those who could distill complex ideas into elegant, persuasive prose. Writing did not come as naturally to me, and for a long time I viewed that as a deficiency I needed to correct. Over time, I learned that effective leadership is less about mastering every possible skill and more about understanding your strengths and leading authentically from them.

That realization allowed me to lean into and further develop the skills I do have—being a clear, confident speaker and a high‑level, strategic thinker. By focusing on these strengths, I was still able to communicate vision, align teams, and drive outcomes, even when the medium was not always the written word. Leadership development, for me, became less about emulating others and more about intentionally sharpening the abilities that come more naturally, while building systems and partnerships to support the areas that do not.

What is something you wish someone had told you about leadership early on in your career?

You are never “finished” as a leader. There is no point at which you arrive fully formed or feel complete, there will always be a new challenge, a new direction the organization needs to take, and another obstacle that requires you to rethink how you lead. Leadership is not a static skill set; it evolves constantly as people, priorities, and circumstances change. You have to regularly examine your assumptions, decisions, and impact, even when things seem to be going well. Like a muscle, leadership needs to be trained and exercised to stay strong through reflection, feedback, and a willingness to adapt. Accepting that continuous growth is part of the role makes leadership more sustainable, resilient, and ultimately more meaningful.

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What does leadership mean to you?

For me, leadership is about sharing our community. When I was starting out in my career, more established librarians like Erin Waltz and Stephanie Ziegler helped me gain experience and make connections. I didn’t learn about the or ������Ƶby Googling—I learned because Erin was hosting ORALL’s Annual Conference and encouraged me to help out and attend. Being active in ORALL helped me build the connections I needed to get my first job, which taught me the skills I needed for my second job, and so on. I want other new law librarians to be able to find mentors and feel supported in the profession.

Now that ORALL and MichALL have merged and rebranded as the Great Lakes and Ohio Valley Association of Law Libraries (GLOVALL), we have the opportunity to welcome members across a larger area. Ohio has one library science school, but GLOVALL has at least six, meaning many more MLIS students will be looking for practicums, mentors, and jobs.

What advice would you give someone going into a leadership position for the first time?

Know your organization. When I first joined ORALL (now GLOVALL), I wanted to be president right away because it seemed like it would be fun—I was very young. Our nominations committee found the right balance between encouraging my aspirations and helping me gain experience on the road to leadership. They persuaded me to serve on committees, chair committees, run for the executive board, join the executive board, run for president, and then run again after I lost the first election. Over all those years, I’ve been learning about the organization and what members expect and want. I’m grateful that no one encouraged me to run for ORALL president in my second year of law librarianship.

Now that ORALL and MichALL have merged into GLOVALL, I am learning the strengths of our combined organization. I know we’ll need a renewed focus on welcoming new members, particularly those who are furthest from the Ohio-Michigan border. Our next few Annual Conferences will be an opportunity to get to know each other and strengthen networking bonds.

Is there a particular ������Ƶproduct/program/article that was especially helpful to you as you developed as a leader?

The most helpful ������Ƶresource I keep returning to is an article in ������ƵSpectrum from nine years ago: January/February 2017, “” by Anna Russell and Ingrid Mattson. The article discussed student loans, job satisfaction, and relocating to advance a career, noting: “Most law librarians are geographically restricted, whether for family or financial reasons. This leaves the seemingly endless opportunities for advancement falling far short of the expectations many had when entering the profession.”

I have been fortunate that each of my job changes has been motivated by internal rather than external reasons. Still, I have complex feelings about my geographic restrictions and anxiety about my student loans. That article has reassured me more than once that my financial concerns and worries about geographic limitations are shared by many other law librarians. I think it’s very important to speak honestly about our fears and limitations, in addition to our accomplishments and dreams.

What has been one of your biggest challenges as a leader?

I sometimes procrastinate, and committees and procrastination don’t mix well. I’ve had to learn when it’s appropriate to ask someone to do something as soon as possible and when I need to accept that if I wanted it done earlier, I should have asked earlier. I’m coping with my procrastination by keeping better to-do lists, so that even if I don’t get to a task right away, I don’t forget it’s there. Sometimes I tackle smaller tasks first to build momentum; other times I set a timer to focus for a short period, even if it’s not enough to finish the task. I’m hopeful that being aware of this shortcoming will help me apply coping strategies and mitigate the impact on others.

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What does leadership mean to you?

For me, leadership means discerning the context of the work my team is asked to do and enabling my team to make the best decisions in light of that context. We are in a dynamic time of change, to put it lightly. Our attorneys, management, vendors, and colleagues are all facing these changes but in different contexts. A good leader has to be a connector and a good communicator to get the job done.

Is there a particular ������Ƶproduct/program/article that was especially helpful for you as you developed as a leader?

I first started working in law firm libraries in 2008 as a research assistant. I spent a lot of time filing updates, but it was enough to spark an interest in me, and I went to grad school for my MLIS. I attended the Conference of Newer Law Librarians (CONELL) in 2011 as a newly minted librarian. It was at CONELL that I truly got a sense of the profession I had joined just a few years earlier. I met librarians from different types of libraries and with different backgrounds, and I still count one of the attendees as one of my closest law library friends of all time (that’s you, Kate, if you’re reading this). As a leader, I’ve made it a priority to send all my new law librarians to CONELL. It provides a strong foundation for working in law libraries and for becoming a leader in this field.

What is the best advice regarding leadership or being successful in your work that you’ve ever received?

“Find the pause.” One of the office administrators I used to work for gave me this advice. Law firms live on responsiveness, which, early in my career, I interpreted to mean “fast,” and only that. Now I recognize the value and effectiveness there can be in finding the pause. Not all questions need a fast answer. I believe most don’t. Take the time find the best answer. Sometimes that means hitting pause.

What has been one of your biggest challenges as a leader?

Letting go of processes that no longer serve the business. It’s a challenge to know when the work you are doing is no longer needed or effective because it’s not always obvious. I used to provide quarterly reports to management, but they were in a format that no longer worked here. I’ve had to change that process to something less formal but more effective. Somewhat related, it’s also been challenging to give up work I loved doing in my previous roles as the research services manager. I miss being closer to the research like I once was, but that’s not my job anymore.

How have you remained resilient in the past year?

I started running again. I used to run half-marathons, but quit in 2013. Last year, I signed up for a 5k with some friends and rediscovered my love for the sport. I ran two half-marathons in 2025. Running helps me prioritize myself by carving out time for the training and reminds me that I can still do hard things!

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What does leadership mean to you?

Leadership means bringing people together and inspiring them to be their best selves and do their best work in service of others for the benefit of the collective good. It is not a mere title or position, but rather a commitment to serving others, adding value to those they have been entrusted to lead, and accomplishing their shared vision and goal. A good leader is someone people follow not out of obligation, but out of trust—not because of title or rank, but because they feel safe bringing their authentic selves, are trusted to serve, and are empowered to achieve shared goals. A leader must possess knowledge and experience in their field of work, effective communication skills, the ability to see the big picture, emotional intelligence, and keen self-awareness. In addition to all these qualities, a good leader practices humility and leads by example.

Is there a particular ������Ƶproduct/program/article that was especially helpful for you as you developed as a leader?

The Annual Meeting & Conference has consistently supported me throughout my career and was key to my development as a leader. In particular, the Conference of Newer Law Librarians (CONELL), not only set me on the right track toward a rewarding career but also provided me with a meaningful and lasting positive impression about our profession and ������Ƶas an organization. This proved it was a worthy investment of my time, energy, and money. CONELL is a full day preconference workshop that provided me with a solid foundation upon which my career was built and has led me to where I am as a leader. Since my first ������ƵConference, held in Anaheim, California, the network of colleagues and friends that I began with at CONELL has grown and lasted many years. CONELL offers new law librarians’ opportunities for committee involvement, leadership development, and ultimately, career advancement. It is the one program that I highly recommend to someone going into the law library field for the first time.

What is the best advice regarding leadership or being successful in your work that you’ve ever received?

“Go out there!” is the best advice I have ever received. For someone with an INFJ (Introverted, Intuitive, Feeling, Judging) personality, going out there without overthinking, acting without planning, and approving without analyzing is a challenge and does not come naturally to me. Early in my career, I was given the advice to ‘go out there,’ explore, try new things, and not be afraid to make mistakes or fail! This advice led me to seek volunteering opportunities, which then opened doors to networking, learning, and leadership experiences. As I took on these opportunities and served on ������Ƶand committees, I learned that it doesn’t matter so much what position I held or what experience or skills I lacked. What matters is the desire and willingness to learn, to serve, and to commit to work you are passionate about—these are what ultimately lead to success. Do not let fear of the unknown—whether because you haven’t done it before or don’t know where to start—stop you from saying yes to opportunities to serve and contribute to the collective good. When faced with adversity or a new challenge, see it as a chance to learn a new skill or strengthen an existing one. A wise woman once said: ‘If you are not learning, you are not living.’”

What advice would you give to someone going into a leadership position for the first time?

My advice is to set aside time to get to know your people, take a genuine interest in learning about them as a whole person, both professionally and personally. Learning each other’s personality types, communication styles, and unique personal preferences/biases takes time, and the earlier you begin this process, the earlier you will discover the efficacy of your leadership style. Keep in mind that people have lives outside of work and as a leader, you should articulate in no uncertain terms the importance of achieving a quality work-life balance.

What are you doing to ensure your continued growth and development as a leader?

In addition to attending regular conferences and webinars, subscribing to email news and podcasts, and staying involved in professional activities, I continue to serve in my local community, city commission, and church ministry.

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