If you haven’t read it already, get thee over to ALA TechSource and read Michael Stephens’ interview with John Blyberg. Lots of good stuff–I’m sure I’ll be returning and re-reading this piece for inspiration in the future. A points that jumped out at me (quotes are from John unless otherwise noted):
- I’ve come to realize of late that if a change in library services, technology-based or otherwise, isn’t well grounded in our core values and mission, it just looks funny. (Michael)
- [I]nformation use has become an expression of self–that’s not something libraries ever accounted for. When I talk about this, I refer to it as the “information experience” because, for the growing number of us who participate in the hive, we build our own network of information and interaction that accompanies us through our lives. We literally construct highly-personalized information frameworks and place a huge amount of personal reliance upon them. Ten years ago, this wasn’t the case.
- It’s true that we are the voice of authoritative knowledge, but we can package that in ways that are not so paternalistic and present ourselves as partners in discovery. None of this requires technology, but technology has become the nexus of collaboration.
John also discusses how the Darien Library is big on Danny Meyer’s book Setting the Table, which defines and makes a powerful argument for the value of hospitality. In one of those weird bloggy synchronicities, I randomly went from reading the TechSource post to Char Booth’s Infomational post, “Manners v. Hospitality“, in which she also references Meyer’s book (which I have also blogged about in the past.) One of favorite passages is:
“In every business, there are employees who are the first point of contact with the customers (attendants at airport gates, receptionists at doctors’ offices, bank tellers, executive assistants). Those people can come across either as agents or as gatekeepers. An agent makes things happen for others. A gatekeeper sets up barriers to keep people out. We’re looking for agents, and our staff members are responsible for monitoring their own performance: In that transaction, did I present myself as an agent or a gatekeeper? In the world of hospitality, there’s rarely anything in between.”
So when you’re done soaking in the TechSource post, take a look Meyer’s book. I’ll soon have a follow-up post on hospitality and customer service based my experience with customer service training at the Trump Taj Mahal this past week.
Confession: I don’t get Facebook. I try to get it. Really I do. But my experience has been, well, kinda like this:
It’s not like we needed another reason to read Nancy Dowd’s wonderful marketing blog, “The M Word“, but we got one anyway.
Kathy Dempsey, editor of MLS: Marketing Library Services, speaker, and library marketing consultant, has joined the M Word team. Now that’s a dynamic duo!
Looking forward to many more wonderful, insightful, practical, and entertaining posts!
Just a quick post to share my experience at the Radisson in downtown Minneapolis. I’m feeling very positive about this hotel right now, in spite of two problems in the last 24 hours. The way the Radisson staff (1) quickly dealt with the problems, and (2) otherwise exceeded my expectations in small but meaningful ways has contributed to my satisfaction as a guest.
First, the problems:
- PROBLEM 1: CHECKED IN TO AN OCCUPIED ROOM: After checking in, I made may up to the room. It was rather dark inside, and very clean, so it took me a minute to notice that there was a suitcase in the corner and a laptop on the desk. Uh-oh.
- HOW IT WAS HANDLED: I made my way back downstairs. The person who had just checked me in (and also spent a few minutes reviewing the skyway map, and giving me the best route to the convention center) was occupied with a customer. The other desk clerk quickly booked me into a new room, apologizing profusely and (to my ear) sincerely. She asked if I would accept a free breakfast from the Radisson for my trouble, and gave me a very nice looking gift certificate to the excellent “Firelake” restaurant in the lobby.
- THE RESULT: I felt happy, and taken care of. The way the situation was handled exceeded my expectations, which have been lowered by previous experiences at hotels in which check-in problems were not only NOT apologized for, but I was left feeling like I WAS THE PROBLEM. (Marriott, I’m talking to you. Twice!) Note to hotels: don’t shoot the messenger. Buy him breakfast.
- PROBLEM #2: The business center computer ate my credit card. Yup, I actually had to feed my credit card in to use the computer. Upon sucking in my card, the computer promptly logged in, and then froze.
- HOW IT WAS HANDLED: There were a number of signs posted that said “In case of emergency, dial 55”. I wasn’t sure if this was an emergency, but decided that it was close enough (I wasn’t dialing 911 after all.) I dialed and the phone was picked up immediately. The customer service agent said, “we’ll have an engineer come up immediately.” In 30 seconds flat, the engineer was there. He had my card out in 10 seconds, apologizing all the while.
- THE RESULT: I was amazed at how quickly the problem was solved, and felt relieved and thankful that my afternoon did not go down the drain while I tried to deal with the situation. I’ve had very bad experiences with almost every business center I’ve ever used in a hotel–and they usually charge through the nose for the privilege of wasting my time. My good feeling at the quick response was heightened, as I logged in to another PC and quickly printed out my pages to discover that…wait for it… there was no charge, save an .08 cents printing charge (penny a page?). No charge for time on the computer. Again, my expectations were far exceeded.
A few other nice perks that have exceeded my expectations and enhanced my experience at the hotel:
- They have Sleep number beds. I’ve been thinking about buying one. Now I get to try it out for a few nights!
- Bottled waters in the room–free! I’ve always hated the way you get into a hotel after a long flight, parched like you just spent 40 days in the desert, and they try to charge you for the big bottle of water sitting out on the table. Well done Radisson!
- Free wireless and wired internet in the room. None of that $10/day crap!
- Huge, lit shaving mirror in the bathroom. Love these, and rarely see them in hotels.
These “little” touches help create an overall customer experience that also generates a valuable “background hum of satisfaction”. That “hum” probably makes customers a little less upset when something does go wrong–especially when the staff is so adept and empowered to address problems immediately.
Well done Radisson!
What juicy vision gave birth to your Library?
by Peter Bromberg
Want an easy yet powerful way to re-energize and re-focus your passion at work? Clear five minutes from your schedule (yeah, you’re busy, but you can do it.) Pick up a pencil or a keyboard or a crayon and answer this question: What juicy vision gave birth to your library?
Think about it: Libraries don’t just appear. Your library didn’t just pop fully-formed into existence one day, did it? I’ve never started a library, but I’m sure it’s not a quick or easy process. A short list of needed elements might include: Funding, employees, land, building, furniture, collections, utilities, finances, training, computers. The creation of your library may have also required an expression of the will of the people, perhaps in the form of a public vote or approval from a Board or Commission.
So how did your library get here? There must have been many people involved and they must have really wanted to create it. A lot of time and energy went into it. These people, these ‘founders’ could have been playing golf, or spending time with their children, or watching a movie. Why did they choose to invest some of their limited time on this planet into creating your library? There had to have been one heck of a compelling vision.
THE JUICY VISION
Before brick one was laid, or book one was laminated, your library begin its existence as a vision in someone’s mind. It must have been an exciting, juicy vision, so filled with energy that people felt compelled to share it, and talk about it, and invest their energy and time into making it a reality. That vision must have turned people on.
“Yeah, a library… I see it! Information. Books on anything and everything. A great collection of materials. It will be a living reflection of our community’s values. It will help ensure a healthy democracy. It will be a place where people can educate themselves—level the playing field. A place for focused study. A place for serendipitous discovery. A place to bring the kids. A place to relax. A place to be stimulated by new ideas. Yeah, I see it!!”
People got so jazzed by this vision that they wrote about it and talked about it, and got other people jazzed to a point where a community of people said, yeah, let’s do it! We want it! Let’s spend money. Let’s give our time. Let’s develop some land. Let’s build buildings! Lets create something that will reflect this juicy vision. Let’s bring it to life!
My question is, what was this vision that got everyone so turned on that they got into action? What was their original intention in creating your library? What got them so motivated? If you want to re-energize and re-focus, try reconnecting with the founding purpose of your organization.
Start there, at the beginning, but also remember that organizations are like people; they are capable of changing and growing. The cells in our bodies today are not the same cells that were in our bodies when we were born. We are, physically speaking, a completely different set of atoms. Yet there is still some organizing energy that makes you, you and makes me, me. Ten years ago we were different people, but I was me and you were you. Our goals may have changed since then. We may have acquired new skills and abilities. The roles we play may have changed, evolved, grown. Maybe we’ve abandoned certain roles in exchange for others that make more sense for us. This is also true about your library. The people may have changed, the building may have changed, and the mission may have even shifted, but it’s still the same library. So start with the founding vision, but also think about what vision animates your library today. And what vision might animate it tomorrow?
PUTTING IT ALL TOGETHER: A FEW JUICY QUESTIONS
- What juicy vision gave birth to our library?
- How does that vision inform, animate, shape, and energize what we do today?
- What is the purpose of our library today? Is the vision the same? If not, how has it changed?
- Why does the library continue to exist?
- What energy flows through this library, connecting all aspects of it?
- What purpose does the library serve?
- What purpose can the library serve?
- What purpose do we want the library to serve?
- What purpose do I want the library to serve?
- What can I do to bring the juicy vision to life every day?
I’m sure there are other questions that I’m not seeing. If you see others to add to the list, please leave a comment–and tell me about your library’s juicy vision!