extreme customer service · 6/15/2011 · standard extended innovative individual customer service...
TRANSCRIPT
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South Central Regional Library Council June 15, 2011 Alan Kirk Gray
21st Century Customer Service
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Schedule
• “Simple, but not easy” One hour
10 minute break
• The Service Matrix One hour
10 minute break
• Team Support One hour
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Things I expect we can
agree on:
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Customer Service
• All libraries say they provide good
customer service [and most intend to]
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Customer Service
• All libraries intend to provide good
customer service
• Our patrons know what good customer
service is
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Customer Service
• All libraries intend to provide good
customer service
• Our patrons know what good customer
service is
• They have learned to expect good customer
service
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Customer Service
• All libraries intend to provide good
customer service
• Our patrons know what good customer
service is
• Our customers expect good customer
service
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Can we agree on this?
Saying “No” with a smile is not customer
service, it’s gate-keeping
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Gate-keeping isn’t an employee’s fault
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It’s an administrative responsibility
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If you are working with staff on how
to say “no” you need to figure out
how they can say “yes” more often.
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So what is customer service?
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“Service is:
•A flawless product
•Delivered exactly as a member wants
•In an environment of caring”
Joseph Michelli
OCLC Symposium
July 10, 2009
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And
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Setting the Table
Hospitality
is the
Watchword
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And
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Apple’s Store Philosophy
Approach customers with a personalized warm welcome
Probe politely to understand all the customer’s needs
Present a solution for the customer to take home today
Listen for and resolve any issues or concerns
End with a fond farewell and an invitation to return
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21st Century Customer Service
•Is all about the basics of
–Quality
–Hospitality
–Comfort
–Convenience
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21st Century Customer Service
Requires active staff engagement
To enlist patron respect
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21st Century Customer Service
It’s not defensive and careful
It’s proactive and positive
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21st Century Customer Service
It’s thoughtful and engaged
And requires full buy-in to succeed
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21st Century Customer Service
It redefines success as the result of staff initiative rather than the defense of administrative policies
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The customer service hierarchy
• Relationship between a customer and a library employee
• Services provided by the library to all customers
• Services provided to the community as a whole
• The Library as a good citizen of the community
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The Customer Service Matrix
Standard Extended Innovative
Individual Customer Service
The Library as Service Provider
Service to the Community
Leadership in the Community
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The Customer Service Matrix
Standard Extended Innovative
Individual Customer Service Waive fines
The Library as Service Provider
Service to the Community
Leadership in the Community
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The Customer Service Matrix
Standard Extended Innovative
Individual Customer Service Waive fines
The Library as Service Provider
Service to the Community
Leadership in the Community
Stay open until 11 pm
for three nights when
half of the Town’s
residents were
without lights or
power.
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The Customer Service Matrix
Standard Extended Innovative
Individual Customer Service Waive fines
The Library as Service Provider
Day of grace on due
dates
Service to the Community
Leadership in the Community Stay open until 11 pm
for three nights when
half of the Town’s
residents were
without lights or
power.
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The Customer Service Matrix
Standard Extended Innovative
Individual Customer Service
Any staff member can
override any Library
rule at any time
The Library as Service Provider
Day of grace on due
dates
Service to the Community
Leadership in the Community Stay open until 11 pm
for three nights when
half of the Town’s
residents were
without lights or
power.
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The Customer Service Matrix
Standard Extended Innovative
Individual Customer Service Waive fines
Extend due dates
Online reserves,
renewals and
payments
“Break the rules on
Express books”
Accompany patrons
to the stacks
Call other libraries to
reserve items for
customers
Any staff member can
override any Library
rule at any time
Arrange Non-fiction
collection in “glades”
to make browsing
easier.
The Library as Service Provider 24/7 Book return
Remote access to
data base resources
Accept on-line
reserves for on shelf
items
Day of grace on due
dates
Order any book a
patron requests
Circulate laptops
Reference by
appointment
Provide resources to
95 book groups
Get just-returned
items as patron waits
Service to the Community Widespread
children’s programs
adopted by schools
Host for local
Genealogical Society
collection and
databases
Homework
assignment forms for
use by teachers
School reading lists
posted on web site for
on-line review and
reservation
Develop website-
based children’s book
review and
commenting software
for use by elementary
schools for summer
reading tracking
Leadership in the Community Host weekly early
morning networking
and job search group
with all library
employee time
volunteered.
Provide technical
support to community
groups, and host the
web sites of 45 of the
organizations
Stay open until 11 pm
for three nights when
half of the Town’s
residents were
without lights or
power.
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The Customer Service Matrix
Standard Extended Innovative
Individual Customer Service
The Library as Service Provider
Service to the Community
Leadership in the Community
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Where does the matrix lead you?
• Measure success in every transaction with a customer
• Assess the performance of every employee
• Ask every customer to evaluate service
• Determine priorities and resource allocation
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Working with patrons
Every engagement between a staff member and a library user is a once-in-a-lifetime opportunity
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Today10 5 3 2 1
Years
Services Model Planning
Planning for Staffing
Funding Plans
Resources
veryDeli
Pre
sen
ce
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How Do You Implement Extreme
Customer Service?
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You get to “yes”
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By getting rid of “no”
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Face to Face with Patrons
• EVERYONE is “frontline staff”
• Success depends on first-time actions
• Take responsibility for the solution of the problem, don’t hand it off
• “It’s not your fault, but it IS your responsibility”
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Lesson learned digging ditches
“Look around, and if you see something that needs doing, and if you know how to do it, do it.”
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It starts with wanting to…..
• Hold a two-way conversation with your customers
– At the Circulation Desk
– At the Reference Desk
– In a sustained reference research project
– On the web or OPAC
– On IM, Twitter or Facebook
– On this webinar
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Leadership Planning
• Set staff members up for success by allocating resources effectively:
– Desk time is for contact with patrons
– Task off-desk staff to respond “virtual” reference queries when you can schedule so [Think “butt in seat”]
– Off-desk time is for program planning and journal reading
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Leadership Commitment
No staff member will ever, ever, EVER be
criticized if an action they take results in
better customer service.
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Focus staff on success
No staff member will ever be criticized if an
action they take results in better customer
service.
– Front line staff take the safest option when they
don’t know what to do
– Library leaders need to make sure that the
safest option is the one that results in better
customer service
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An Overall Policy
• Make customer service the most important
element of your library activities
– Then….look at any policies that require the
staff to say no, and change them
– And…..keep looking!
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Policies and Practices to Change
• Creating policies that affect all users when only a
few abuse the system
• Rules on limits of service
• Rules based on the fact that “it’s our library, not
yours”
• Rules just because we’ve always done it that way
• Putting out signs to substitute for staff
management of library activities
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Customer Service doesn’t need
to cost money….
• Use positive language
• Do not reprimand users
• Listen to users and be flexible
• Place customer needs first
• Don’t substitute signage for personal
engagement
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Customer service builds
appreciation in your
community, and results in
more support……and more
funding.
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Esprit de corps – your “corporate
culture” • Staff meetings
– Cite examples of good customer service by
staff
• Bad examples from other organizations:
– “We would never do anything like that”
• Change agents
– Leadership by key staff, role playing,
videotaping
• Who is the keeper of your “culture”?
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Customer service: the basis for
every decision:
• Remind yourself: “Whose library is it?”
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Whose library is it?
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My Mother-in-law’s Rule
People enjoy themselves at a party if the
hostess is having fun
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Power
Power is 80% taken, and 20% given
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OK, now your policies are in order….
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Questions to ask yourself
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Danny Meyer’s 5 A’s
• How to Address Mistakes
– Awareness
– Acknowledge
– Apologize
– Act
– Additional Generosity
“Alibi” is not one of the 5 A’s
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Power to Front-line Staff
Administration needs to organize activities so
that front-line staff can provide service to
each person they meet
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Power to Front-line Staff
Then allow front-line staff to make decisions
based on what is best at that time.
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Power to Front-line Staff
Don’t set up front-line staff by requiring them
to multi-task*
* The other way of defining multi-task:
“continuous partial attention”
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Power to Front-line Staff
Set up desk schedules so that staff are doing
one job and one job only: face-to-face with
users
In my experience, most problems are caused
by too many staff scheduled on desk
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Power to Front-line Staff
Don’t set up public-facing staff schedules so
they have to answer emails, twitter, read
journals, do book selection, etc.
Schedule that for off-desk hours
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Power to Front-line Staff
Count your “butt in seat” reference stats and
you’ll be surprised by how large the
proportion is of queries that don’t need to be
answered at the public reference desk.
In our experience, 24.5% of “touches” are
virtual
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Front-line staff in position to
Make a difference when they understand they
will be the prime engines of success.
They will then take the initiative
And, by the way, there’s been a study on how
to do that.
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Effectiveness
Effective team members have nine skills
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Citation
Harvard Business Review
“How Bell Labs Creates Star Performers”
by Robert E. Kelley, Janet Caplan
12 pages. Publication date: Jul 01, 1993
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The Nine Skills
1. Initiative
2. Networking
3. Self-management
4. Perspective
5. Followership
6. Leadership
7. Teamwork
8. Organizational Savvy
9. Show-and-Tell
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Credit for the bridge metaphor:
Jack Dorsey, founder of Twitter and Square,
speaking to the Square “TownSquare”
meeting on his 34th birthday.
http://techcrunch.com/2011/03/24/jack-
dorsey-golden-gate-bridge/
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What do we know?
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Thank you
Alan Kirk Gray Chief Administrative Officer Darien Library Darien, CT 06820 (203) 669-5224 [email protected]
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Dewey Reorganization
• Children’s Groups
– Concepts – Favorites – Growing Up – Nature – Celebrations – Transportation – Folk and Fairy Tales – Rhymes and Songs – Stories – Learn to Read
• Adult “Glades”
– Art – Literature – Body&Soul – Finance – Home – Lives – Nature – Places – Play – Times – Work
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