Am I

How customer service principles ensurethe library’s relevance

By Mark P. Bernstein

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Let me take you back in time (so to speak) to a 1961 episode of “The Twilight Zone.” In this

episode, Burgess Merideth plays a manwho, when called before the tribunal of a totalitarian state, is told he is to be exterminated. Why? Because he isobsolete. Why is he obsolete? Because he is a librarian!

The show does not go on to explainthe specifics of why the librarian isobsolete. But don’t worry—in typical ironic “Twilight Zone” fashion, thelibrarian is ultimately spared as the dictatoris instead deemed outmoded.

Newspaper readership is declining,and online shopping is increasing. Oneof the great names of libraries, AndrewCarnegie, has seen most of the steel millsthat helped build his empire go the wayof the dinosaur. As our use of technologyexpands and increases, more than everpeople question whether libraries will be necessary in the future. How do we as librarians ensure that we and ourlibraries do not become obsolete?

I believe the question can beanswered in two words: customer service.Without the service mission and thepeople who provide that service, thelibrary is nothing more than a warehouse.As service organizations, libraries mustadapt, evolve, and change as userscontinue to learn to use new tools andways to communicate and receiveinformation. Service is what will allowlibraries to not only survive, but thrive.

Exemplary Customer ServiceWhat are the keys to providing goodcustomer service? Many of them arediscussed in Robert Spector and PatrickMcCarthy’s The Nordstrom Way (Wiley,1999). As it traces the history andmission of retailer Nordstrom, this bookdiscusses service principles applicable toany organization whose primary role iscustomer service, including the library.

While some may question comparinga library to a department store, and somemay shudder at using the word customerinstead of patron, keep in mind that our users are our customers. Whetherthey are taxpaying members of thepublic, attorneys in a firm, or faculty and students of an academic library, theyare still our customers. Here are some of the Nordstrom principles that librarystaffs can apply to enable their librariesto meet challenges and seize opportun -ities in coming years.

1. Product Knowledge. Researchlibrarians, technologists, catalogers,clerks: Know your stuff! Know thecurrent—and anticipate the future—needs of your customers. As moredatabases and digital products develop,

we need to know which of these willbring the most value to our users. We do this by attending conferences,keeping abreast of literature, and, mostimportantly, talking with our users.

Take advantage of trial offers fordatabases, and test them with yourprimary users. Even if your budget maynot cover the databases at the moment,appropriate administrators will often find the necessary funds if importantcustomers deem them useful. We mustanticipate the future, for changes willcontinue at a pace we can only imagine.

2. Courtesy. Quite simply, thinkhow you react as a customer at a store,your physician’s office, a restaurant, or atheater. Treat other customers how youlike to be treated. It may be a cliché, butby doing so, you will bring customersback to your library—and that is theprimary goal of any service organization.

Recently, a graduate told our careerservices office that he could not havegotten through law school without thelibrary staff. If and when he ever hadmoney (after paying off his debts) to giveto the law school, he said that he woulddesignate it for the law library.

3. Solution Oriented. Know andrecognize a problem or question andfocus on its solution. Don’t think “couldhave” or “should have.” Don’t just try to meet users’ needs—exceed theirexpectations. Use your network ofcontacts to obtain a title on interlibraryloan, or expedite an article from a non-legal database through document delivery.

4. Follow Through. Communicate!This is probably one of the most widelyheard concerns in libraries. Make sureyour customers’ requests are beingaddressed. Provide the maximuminformation by going the extra mile.

5. Coordination. This is the meaningof follow through. It requires workingwith colleagues who are perhaps moreproficient in an area than you might be. There is no harm in saying, “I don’tknow, but let’s check with someone else.”

Ideally, customer service should beseamless and efficient, giving the usermaximum satisfaction with minimalanxiety or stress. If one of your researchlibrarians is a specialist in foreign law or tax law, refer your customer to thatperson. Directing the customer to theright specialist should be no differentthan your internist referring you to aspecialist or your attorney referring you to another attorney who has theparticular area of expertise you require.

6. Professionalism. Be confidentand take pride in what you do; each job is essential to the entire enterprise.

Managing Customer ServiceThe service principles that Nordstrom

espouses must be combined with relatedmanagement principles that increase the quality of customer service. Allowpeople to make decisions when possible,and back those decisions. This willmotivate your staff and allow for moreopen communication, perspective, andviewpoints. In turn, your library staffwill work more collaboratively andcooperatively in fulfilling its mission.

Set goals through strategic planningor a similar staff development program.Planning allows an organization toadapt, evolve, and successfully take on new challenges, thus preventingstagnation and apathy. Change isconstant; continuing to do somethingsimply because you have always done itthat way can often lead your customersto turn elsewhere for information.Consider using a library e-newsletter,blog, or intranet as a current awarenesstool to keep clientele abreast and reflecta proactive stance.

Another key component in theservice equation is the environment, or,more simply put, the library as a place.Create a setting with an attractive andinviting layout, amenities, collection,and resources. Ensure convenience foryour customers; suggestions for thisinclude an integrated catalog, researchguides, and a comprehensive Web site.Whatever setting you choose, try toensure one-stop shopping in yourlibrary. In each personal transaction, getyour customer to the person or resourcesmost pertinent to his or her questions.

As a manager, keep a great staff. One of Nordstrom’s principles is thatyou can teach some skills, but you can’ttrain or teach attitude. Too often I haveseen members of search committees lookonly at experience; be sure to get toknow the potential employee’s attitude.A positive attitude will ensure that theemployee completes projects, that thecustomer will return, and that anongoing relationship between librarianand customer will be created.

Expectations at the RitzIn the May 9-15, 2008, St. Louis BusinessJournal, Hal Becker wrote a column that discussed customer service using theRitz Carlton hotel chain as an example.The Ritz focuses on 20 basics in itscustomer service formula. While manywould appropriately deem the Ritz andNordstrom upscale, these concepts willwork for any type of service organization,including the library, because theseprinciples focus on people rather thanthings. A summary of the principlesevery Ritz employee is expected to knowand adhere to are as follows:

1. Know, Own, and Energize theCredo. The Ritz’s highest priority is

© 2008 Mark P. Bernstein • image © iStockphoto.com/Ryan Lane

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personalized customer satisfaction. Likelibraries, it wants to anticipate and meetcustomers’ needs. The focus here is on being proactive, not reactive.

2. “We are Ladies and GentlemenServicing Ladies and Gentlemen”—Practice Teamwork and “LateralService” (to Internal Customers orOther Employees). As I stated earlier,we are all customers to each other. Notonly does this attitude lead to morepositive working relationships, but it also creates the overall impression forexternal customers that an organizationis efficient and service minded.

3. Know the Likes and Dislikes ofRepeat Customers. How often in ourlibraries do we have the same faculty,attorneys, students, or public use ourcollections and ask us questions?Knowing customers’ personalities,expectations, and temperaments can help us better serve their needs.

4. Complete Training Certification toEnsure Hired Staff Members Understandthe Job. While many libraries haveorientation programs for new staff, it isequally important to ensure staff membershave opportunities to attend professionaldevelopment meetings and training sessionsso that they may continue to be ahead ofthe curve. If you acquire a new database,take advantage of the vendor’s offer to trainstaff or provide a demonstration. Hopefully,any questions that arise may have alreadybeen answered by the trainer.

5. Understand Work Area Goalsand the Strategic Plan. As I mentionedabove, planning is key. All new employeesshould know what is expected of themupon hire so that no unfair surprisecomes when it is time for evaluation.This will also alleviate any anxiety in new employees. They will know what isexpected of them; if they have questions,they will feel comfortable approachingtheir supervisors to learn about anythingnot covered in the training or plan.

6. Know the Needs of Customersso that Services can be Delivered asExpected.

7. Continuously Identify Defectsin the Organization. Basically, this isthe concept of continuous improvement.If a process is in place and isn’t workingto achieve the maximum result, thenbrainstorm new ways to fix the defect or problem. This may require a changein workflow or responsibilities orpotentially a discussion with the personproviding the service. Identify theproblem, and find its solution.

8. Own a Customer’s Complaint.If you receive a complaint, follow theproper protocol to fix the complaint andsolve the problem. This may requireadhering to a strict policy or adapting apolicy on a case-by-case basis. The keyhere is to weigh the cost and benefit ofremedying the situation with a “tailoredto the customer” approach as opposed to“the rules are the rules.” Flexibility is a

key factor in providing excellentcustomer service.

9. Pacify the Customer Instantly.While this may not always be possible, be sure to communicate and follow up to verify that a problem has been solved.The worst thing is not to get back tosomeone with a response, even if it meanssaying, “I may not have an answer foryou for a day or until I speak to someoneelse with decision-making authority.”

10. Record Every Incident ofCustomer Dissatisfaction. While thismay seem a bit overwhelming in concept,the hope is that if a pattern appears, the supervisor and employee can worktogether or with the customer to see ifthere are common threads or patterns.

11. Be Responsible forUncompromising Levels of Cleanliness.While libraries may be less formal thanthe Ritz hotel chain, there is still noreason not to look presentable and haveyour workplace organized. While somepeople feel comfortable in a clutteredoffice, the impression this provides thecustomer can be one of disorganization,potentially leading an initial customer toseek assistance elsewhere.

12. Smile, Be on Stage, andMaintain Eye Contact. Use phrases like “good morning” and “my pleasure.”How often have you, as a customer,experienced a service employee simplywaiting for you to say something? Initiatethe transaction so the customer knowsyou are there to help and that you are notbothered by his or her question or visit.

13. Always Refer Positively to Your Organization. This may bedifficult at times, but while there willalways be things to complain about,these complaints can be kept in house—don’t air your dirty laundry in public!

14. Escort Guests Rather thanPoint out Directions. Obviously, this is often difficult, especially in a largelibrary in which one is the only referencelibrarian or a small library in which one is the only staff member available. In either case, you can provide maps or guides to direct customers morespecifically. Consider providing virtualtours on your Web site.

15. Know General Informationand be able to Answer InquiriesDirectly. Again, try to create one-stopshopping. If expertise is required, ensurethat signs direct the person to the rightparty. For example, if someone has aquestion regarding her laptop, make sureshe is directed to the technology staff.

16. Answer the Phone wheneverPossible. Ask permission to put yourcaller on hold and try to answer thequestion without transferring, if possible.As we all know, receiving automatedmessages and being told to hit buttonsbecomes frustrating. Ensure that yourmain service phones are answered a great majority of the time.

17. Have Immaculate Groomingand Uniforms (this repeats an earlierprinciple; perhaps the Ritz wanted tomake it an even 20!).

18. Know Your Role in EmergencySituations. This point is becoming more critical in this day and age. Eachstaff member should know his or herorganization’s emergency and/or disasterplan; if you don’t have one, assemble atask force to create one. There are manymodels available for reference—one doesnot have to reinvent the wheel. If chaosdoes erupt and customers observe panic,they will panic. While all scenarioscannot be prevented, planning can movethe situation from chaos to calm.

19. Notify the Supervisor of anyHazards, Injuries, or Need to ChangeEquipment. If you do not have the tools ofthe trade to do your job, not only will youbecome frustrated, but so will the customer.

20. Protect the Organization’sAssets. Ritz points out that 96 percent of its employees identified “excellence in guest services” as a top priority. In a sense, this gets back to a missionstatement; ensure that your library staffknows what the common goals of yourlibrary are and how to meet them.

These customer service principlesapply to all users, including faculty,students, alumni, the public, attorneys,and others; they also apply to yourlibrary staff. We too are dependent uponeach other through our collaborativeprojects, turning to our colleagues with expertise, and having an open and trusting avenue of communication.

While Nordstrom and the Ritz-Carlton are clearly “upscale”establishments, their basic customerservice principles are easily adaptable toany library. There is much overlap in theprinciples they use, mainly because theyare largely common sense. Still, in thebusy days of work and personal lives,common sense can slip through the cracks.

Because these organizations holdthese principles so high, they maintaintheir high standing in their industries. A library of any type or size can followmany of these principles, and by doing so will increase its visibility andappreciation, an appreciation that canoften translate into economic benefitsthrough gifts and donations.

By using customer service principleslike those I’ve mentioned, one can ensurethe library remains relevant regardless of changes in technology, budget, hardtimes, good times, changing times, orany other variable you can think of.Then, unlike Burgess Merideth in the“Twilight Zone,” no one could everdeem any of us obsolete. ■

Mark P. Bernstein (bernstm2@slu.edu) is assistant library professor anddirector of the Saint Louis UniversitySchool of Law Omer Poos Law Library.

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