Caring is the Difference

There is a great post in the PLA blog that spells out what I think is the most crucial ingredient in running a library--or anything, really. The concept is that we must care. Very simply stated, huh?

Well, it isn't so simple in practice. While I know that we do care about making sure customers' needs are met, and we do care about being accurate and competent in what we do, we do need to do more to find out what those needs are. Many of us approach providing service with a huge set of assumptions. We know what they want and we know how to get it for them. However, customers behaviors are changing, and so are their options.

We are seeing more and more customers who are able to use the computer to find information. It will be a losing proposition trying to convince them that Googling the answer is not always the best approach. How do we bridge this perceptual gap? Customers are wanting to IM and chat questions (really looking for the 24 hour convenience model?). How do we meet this demand in a way that is attractive to them and effective for us? How do we go about developing an online community that engages customers and makes them feel like they want to spend time with us? What do we do to compete with the Amazons and Borders? We are no longer in a field of one.

Libraries have plenty of competition for the most important commodity--time. Customers will choose to spend their valuable time in places that make them feel good. They will want to return to places that get it right. In my opinion, the only way we are going to show that we care, and get it right, is to have a consistent dialog with customers to find out what they want.

What are some things you are doing to learn more about your customers? Are you approaching service in a different way? I'd love to hear about it. Maybe you're doing something that will help us all demonstrate just a little better that we do care.

Again with the Presentations

At the risk of being redundant, as I've delved into the subject on numerous occasions, I want to talk about a couple of seemingly minor, yet crucial, things to remember when making presentations: timing and equipment.

First, let's talk about timing. Simply stated, if you have been alloted 15 minutes, then you MUST complete your presentation, with built-in time for questions, in that 15 minutes. You should never go over your time. Recently, I was in the audience at a program where one of the speakers nervously spoke for about 15 or 20 minutes longer than his alloted time. As a presenter, I couldn't help but notice the body language of the audience. As he continued talking well past his time, the audience was shifting, yawning, looking at their watches, and mentally checking out. I believe his nerves got the best of him, because he didn't even notice. The sad truth is that he lost this audience.

Why do you think presenters exceed their time limits? Many times it is lack of preparation. Most people are going to be nervous when making a presentation. If you not properly prepared, nerves will take over and you run the risk of rambling. I've done it, and its a killer. You are hating being the speaker, because you know you're not connecting with the material or the audience, and the audience hates it because they are captives.

The key is to rehearse. Rehearse in the mirror, rehearse with a friend, or have your child be your audience. Tape record yourself doing the presentation. Whatever it takes--learn the material and be prepared. It eases the nerves and lifts your confidence.

Now, what about equipment? Let's assume that you've worked diligently to put together a very visually appealing powerpoint presentation. You have made sure it is well structured, on point, and is designed to motivate your audience. You are ready to make this presentation and win over this group. When you get there, with your jump drive loaded with your presentation, you see that the hosts have arranged a Mac PowerBook for your talk. Nice computer! Wrong computer! If you don't have a back-up plan, your toast. (Always have a back-up plan!) Make sure you get these details straight when you agree to a presentation. Think about these things:
type of computer
type of software
projector issues
Internet capabilities (if relevant)
audio issues (if relevant)

Are there any equipment questions you can think of?

By the way, here's a tip. We've all seen the person fumbling with the mouse to try to go the previous slide when they have accidentally advanced the presentation. On PC's loaded with later versions of PowerPoint, there's no need to right-click and select "previous." Just use the forward and back arrow keys. It's that simple.

Mea Culpa...And Here's What I'm Going to Do about It

There is an excellent theme running today among several posts I read. The theme is that there are many ways to formulate an apology, with many wrong ways and only a few right ways. The gist is that an apology must be complete. So, you must apologize, take responsibility for the wrongdoing, and ask how you can regain trust. This is great. It will go a long way toward rekindling communication and getting all parties back to the business at hand. Here are some other things to consider:

Make your apology and have a clearly defined resolution.
If I have committed the mistake, wrongdoing, grievance, oversight, etc., I must be prepared to address the concerns and have measures in place to offer my customer. For instance, if I've overcharged a customer, I need to be ready and able to offer recompense and some incentive to regain the loyalty of that customer--at the time that I'm offering the apology. My apology will not have the same impact if I must receive permission to offer a refund and a coupon for a free whatever.

If it is a more complex issue, such as a failure to meet a product delivery deadline due to unforseen technical issues, and some clear failures to communicate these issues, simple apologies and incentives are not enough. Make sure to have a clear outline of the steps you have taken to resolve the technical issues, communicate the timeline for completing the steps, and select a mutually agreed date for delivery. At this point, the only way to regain the trust of the customer is to keep the lines of communication open and, by all means, deliver a quality product on the selected date.

Be aware of your procedures when "making it right."
When it is your mistake, don't put procedures in place that burden the customer in order for them to receive the resolution they seek. For instance, I've purchased defective electronic items from a well known electronics retailer in the past. When I have returned those items, I have always been offered a refund or exchange. In every instance the Sales Associate has been pleasant and apologetic for the inconvenience I might have experienced. However, and here is what gets me every time, in order to receive a refund, I must give them quite a bit of identifying information. I then have to sign some form. I feel a little like they are doubting my integrity, even implying that I might be cheating them. And, it just takes longer to get my refund than it did to purchase the product originally. Should that be the case?

An Appeal for Good Service

I was listening to the morning drive time radio program today. It was pretty much the usual stuff--lots of humor, weird news, interviews with stand-up comedians, and the occasional smattering of rock-n-roll. To me, one of the appealing qualities of these kinds of programs is that the hosts can become very familiar and will be very open about any and all things, even very personal matters. This morning was no different.

But, something interesting occurred. One of the hosts began to complain about not receiving his morning paper, repeatedly. He suggested that the delivery person had forgotten where he lived. As is often the case with radio personalities, he used his forum to rant about his poor experiences. Mind you, he described himself as a newspaper lover and does not like to receive his news in other formats. So, he is the core newspaper audience.

Because this program has a very large audience, it took no time for someone at the Newspaper Company in question to send an e-mail to the program. The hosts read the e-mail on the air. Guess what? No apology for the break in service, no offers to correct the problem in a personal way, only the standard corporate spiel about having over 1M readers, a delivery failure rate of less than 1%, and a better performance rate than the industry standard. Then the e-mail went on to offer the 1-800 number to call when you do not receive your paper.

Can you guess how the radio personality responded to the e-mail?

Is this a missed opportunity for the Newspaper Company in question?

What could have been done differently?

(By the way, someone at the Newspaper Company in question gets it. They e-mailed 15 minutes later to personally apologize, provided their direct number and told the host that they would personally take of the problem and ensure that it does not happen again. Was this too late? Had the opportunity already passed?)

Great Presentations

Yesterday was the first LEAP presentation opportunity. While I was unable to see all of the presentations due to a schedule conflict, I was very impressed with the five I did observe. It was evident that everyone put a great deal of effort into making the presentations engaging and informative. In particular, everyone seemed relaxed and comfortable while in front of the group. This is an important hurdle for many when faced with the prospect of public speaking, but it does get better and easier the more you do it.

A couple of specific positives that I observed:

1. Leann's flannel board presentation was creative, engaging and so on target given that she was presenting about the Youth Services Coordinator's role. I loved the flow and the "story book" approach. And, it was short, but powerful. Shorter, focused, high impact presentations leave the audience with exactly the message or information intended. This is something to strive for!

2. While all of the presentations effectively told either the story of the role their mentor plays or about their mentor as a person, Nathan's presentation was very effective in bringing those stories together. When he was finished, we knew what was involved with being a Regional Manager, and we also gained a lot of understanding about how his mentor invests himself into the role. Nathan did this with humor and a very comfortable conversational style. Many, many seasoned speakers work for years to achieve that conversational tone. Employed correctly, this presentation style really connects with audiences. However, one drawback is that it is easy to lose focus. Keep that in mind.

Take the peer evaluations very seriously, as they are critical to improving your presentation abilities. Integrate them with how you felt while making your presentation. Reflect on the style and pacing. Think about your observations of the audience as you were presenting. Doing these things will help each of you improve on already solid foundations.

I am really looking forward to seeing the next round of presentations.

What to Do about Burnout?

What would you, as a leader, do when one of your most loyal, knowledgeable, and productive team members, with one of the most vital functions to your mission comes to you wanting to quit? Let me clarify here. This person doesn't really want to leave the organization. They have not secured another position. They are not having difficulties with other team members. Simply stated, they are burned out with the routine nature, and sheer volume, of the work they are doing.

I am prompted to ask this question because this is the situation my wife finds herself in. She has worked for an organization for 10 years. She is on the agency management team. She has developed a reputation for excellence and is one of the "go-to" people. Because of her accomplishments and acumen for the field she is in, she was "rewarded" with the responsibility of taking care of a vital quality assurance function of the organization. Simply put, she was good at this function, and nobody else in the company wanted to do it.

Over the last two years, she has had two important conversations with her Director regarding the insane volume of work and the fact that it is not stimulating. To her Director's credit, she did make several adjustments that provided some relief in the volume. However, none of the steps taken alleviated the core issue: the work, although crucial to the agencies viability, is boring!

My wife is no longer interested in talking about solutions to the problem. She has decided to leave the organization. Nothing will change her mind.

What would you have done differently if you were her Director? I'd love to hear your comments.

Career Development

Happy New Year! As you start 2007, it is a great time to do an assessment of your career aspirations and make the necessary adjustments to meet your goals. With this in mind, it is important to understand how organizations design and structure HR processes in order to develop and maintain the best teams possible, and how you can position yourself to take advantage of opportunities.

Organizations conduct a baseline level of training in order to ensure that staff understand the philosophies, values and core expectations in order to ensure success in a given field. In addition, the organization has developed a framework by which departments are organized with a goal of ensuring leadership occurs (succession planning.) There are job descriptions that define the basic expectations or competencies for positions. Advertisements are worded carefully to attract a strong pool of applicants. And, interview panelists and questions are chosen to ensure that successful candidates possess the necessary experience, competencies, and desired attributes to match the position. The desired result is that there are good matches to positions and a high level of success is attained.

Within MPLIC, we make sure that our training program gives staff the necessary tools to perform in their positions. However, attaining the experience and skills necessary for an advanced position, and providing evidence of accomplishment that warrants career advancement is the responsibility of the individual staff member.

What can you do to demonstrate success and provide evidence of accomplishment?

• Learn to “Talk the Talk.” Assess organizational terms that are most acceptable for the promotion, position, or organizational competencies in question.
• What have you done that relates to the job you are seeking? Identify position elements that are transferable skills, e.g. communication skills, teamwork, organizational skills.
  
• Assess your readiness. Determine the level or knowledge/experience you have in the competency areas in question.
• Résumés are targeted. Write résumé position descriptions using terms consistently under job titles.
• Indicate evidence of accomplishment in skills areas in résumé entries.
• Bring something to the table. Provide evidence of accomplishment in portfolio, advancement, promotion, or application package.
• Use skills statements in cover letters.
• Discuss skills and accomplishments in response to interview questions.

Other important things you can do:

• Dress for the job you want—not for the job you have.
• Don’t sit on committees, participate in them.
• Take the lead! Ask for the responsibility, volunteer to do the task.
• Be visible. Attend professional events, conferences, FAN, Adult Enrichment, etc.