Librarianship has long been perceived as a profession of introverts. Most of us are all too familiar with the stereotype of the librarian as meek and bespectacled, committed to maintaining order in a preferably quiet environment. While this image may be exaggerated, the underlying premise is not completely off base. Data indicate that as many as 63 percent of librarians may be introverts, compared with perhaps only one-third of the population as a whole.1 The portfolio of academic library directors typically includes responsibility for fund-raising. In fact, development work can extend to associate administrators, heads of departments and archives, and other library leaders. Given the staid leanings of the profession, it is probably safe to say that many in the library world do not relish this type of engagement. For some, the expectation to cultivate donor relationships can be uncomfortable, if not outright daunting. As two deans who place solidly in the introvert camp, the question we raise is “why?” Mind you, we both have struggled with the interaction rituals associated with development work,2 though admittedly more in anticipation than in reality. In truth, each of us has successfully engaged with alumnae and library friends, leading to various commitments of their time, talent, and treasure to our respective institutions. Yet despite our solid track records—and our professional grounding in the outward-facing work of public services librarianship—we still do not feel quite comfortable with philanthropy. That disconnect led us to explore the association between introversion and advancement, to try to better understand the interplay.3 What we discovered bolstered our confidence and validated our sense of what we bring to the development equation.

中文翻译：

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安静的发展

长期以来，图书馆员一直被视为内向者的职业。我们大多数人都太熟悉图书馆员的刻板印象，他们温顺、戴着眼镜，致力于在一个最好安静的环境中维持秩序。虽然这个形象可能被夸大了，但潜在的前提并非完全偏离基础。数据表明，多达 63% 的图书馆员可能是内向的，而整体人口中可能只有三分之一。1 学术图书馆馆长的职责通常包括筹款。事实上，开发工作可以扩展到助理管理员、部门和档案馆负责人以及其他图书馆领导。鉴于该行业的沉稳倾向，可以肯定地说，图书馆界的许多人并不喜欢这种类型的参与。对于一些，培养捐助者关系的期望可能会让人感到不舒服，如果不是完全令人生畏的话。作为坚定地站在内向阵营中的两位院长，我们提出的问题是“为什么？” 请注意，我们都在与开发工作相关的互动仪式上苦苦挣扎，2 尽管不可否认，更多的是在预期中而不是在现实中。事实上，我们每个人都成功地与校友和图书馆朋友交往，导致他们对各自机构的时间、才能和财富做出各种承诺。然而，尽管我们有良好的业绩记录——以及我们在公共服务图书馆对外工作方面的专业基础——我们仍然对慈善事业感到不自在。这种脱节导致我们探索内向和进步之间的联系，试图更好地理解相互作用。