Anticipation- This attribute calls for expertise in subject matter, a good understanding of people and their behavior and the intuitive judgement to put the two together. When we listen to customer requests and can anticipate their needs, be “one step ahead” of them, provide what is asked for...before it is requested, we are demonstrating not only anticipation but also expertise and interest in the customer.

In one simple example, when a customer with a child comes to the counter with a stack of books for herself and her child, the offer to place the books in two bags, so the child can carry his/her own books and feel grown up and special enhances the status of the parent who can endorse the idea and be a hero. Further, this small act demonstrates to the parent this library staff person knows her stuff.

Another form of anticipation is at the strategic level. By anticipating the way patrons will behave we can organize seating, rearrange materials, and place task lighting in ways that will enhance the customer’s experience. This is not only a more efficient use of resources but it avoids falling into the “one size fits all” approach.

Personal Relationships- While some library staff work hard to “not know” who patrons are and what their interests and needs may be, those staff will fail to build loyalty and advocacy and ultimately not deliver optimal customer service. Those same staff may want to consider a career on an assembly line somewhere...where people relationships don’t matter. Otherwise, everyone needs to know the customer.

While we can’t remember everyone’s name. We can introduce ourselves and say “...I’ve seen you in the Library many times, but I’ve forgotten you name. Would you remind me...” Over time it is amazing how many names staff can remember and not only the names but the interests, hobbies, etc. By establishing relationships staff can be infinitely more effective in making recommendations, encouraging attendance at programs or seminars, directing customers to certain new books or videos and sharing their expertise based on a more full understanding of that customer and his/her interests.

While extended personal chats or visits are not necessary or even helpful, having the ability to greet someone by name, volunteer a new title or video based on knowledge of the person’s interest build the kind of advocacy that makes patrons say “That is my library...they do a great job...I wouldn’t consider going anywhere else.”

We do these things sometimes....
As we’ve covered these four fundamental techniques for building excellent customer service, many readers may observe they and their colleagues are doing some of these things now. As noted earlier, that is most certainly the case. However, the difference in excellent organizations is that not just some staff do these things, but all staff are trained, interested and working at improving their abilities in this area. Management sets standards for each of these categories and holds staff accountable. These areas are part of the individual evaluation assessment and those failing to “engage” customers or participate in the other categories of Customer Service excellence are provided with training and encouragement to do so.
Customer satisfaction is the lowest level of acceptable customer interpretation of the transaction. None of us should settle for “satisfaction”. To build true loyalty and advocacy for our libraries we need to offer true Customer Service that demonstrates the kind of commitment and loyalty to customers we’d like to have in return.

Next time we’ll discuss how to measure true Customer Service.....