Library Worklife

Support Staff

The Visible Library Worker

By Judith Siess, BA, MA, MSLIS

What Can You Do to Become More Visible?

Begin by asking what value you provide to the library and its customers. I think it is important to think about the people who come into the library as customers, not patrons. Customers of public and school, and some academic, libraries have prepaid for their services-with their tax, and tuition, dollars. All customers pay for your services with their time.

What do your customers want? They don’t want a book, or a journal article. They don’t even want information. What they want is answers; they want their problems solved. What can you do to make sure that they go away satisfied?

What does your management want? Look past the library director and ask what the Board or Mayor or CEO or Superintendent wants the library-and its workers-to be and do. After all, they are the ones that ultimately decide if there will be a library, who will work in it, and what the workers will be paid. Make sure that they know what you do. Let them know in terms they can understand, that is, in dollars and cents. Show how you saved the school system $10,000 by choosing system A instead of system B. Tell them that the business information service you provided helped the city attract 15 new businesses that generated $100,000 in new tax revenues.

Be a library advocate.

Most library workers, librarians and support staff, do not feel comfortable acting as advocates for themselves. You need to tell people how wonderful you are. Go to the local media: newspapers, radio, and television. Have you ever thought of writing an article for the newspaper on how the library can help your town’s citizens? Collect success stories and testimonials from happy customers. Offer to be the subject of an interview in the paper or on radio or television. This will help to show the public how important you are to the smooth operation of the library. You might also even consider running for local office. Of course you must make sure to follow library policy on such matters.

Appearances matter.

We all know about the library worker stereotype. Determine what is appropriate for your own situation and library setting. Some libraries are very casual or have different dress expectations for different staff levels. Does what you wear affect the way you are perceived by your customers? I’ve seen a lot of discussion on the electronic lists about tattoos and piercings. You can be a professional and still express your own personality. Since appearances matter, moderation, good taste, neatness and cleanliness will make you look like the professional you are.

Keep learning.

The fast pace of change in modern society, in technology and in the subject matter of our libraries means you must constantly relearn your job. You keep up with a combination of formal education, on-the-job training, and personal professional development. Check to see if your employer or profession rewards or requires continuing education. You may have professional benefits that are paid by your employer, at least in part. It is up to you to determine your own CE needs, arrange for workshops or classes, and perhaps even pay for it yourself. Ask your institution’s computer department or consult the Web for courses from major software vendors. Don’t forget training offered at a very low cost by library associations and library automation and database vendors. If all else fails, consult a book.

Get out of the library.

In the twenty-first century, hierarchy is out, and teams and networking are in. Working in teams improves the image of the library and its staff. Take every opportunity to work with others, especially people outside the library. You can promote the library (and yourself) by subtly showing how you can add value to the team’s work by providing timely information.

Speak up.

Often you will have an impromptu opportunity to market your library, such as finding yourself in the elevator with someone you want to impress. Have a prepared "elevator speech" that has a beginning (to introduce yourself), a middle (the pitch), and an end (to request action, such as a meeting). Start with a provocative statement or question such as "Did you know that 40 percent of an executive’s time is spent looking for information?" or "Did you know that the library has 17 different stock guides?" Although your time is limited, don’t speak too fast. Practice your speech until it feels natural and comfortable. A "thirty-second commercial" is similar to the "elevator speech" but is designed to tell a stranger who you are and what value you can bring him or her. You might say, "I am the circulation assistant at Plain City Public Library. I make sure that the book you want is on the shelf or on its way to you." You might even add, "What book can I find for you today?"

Sell the Invisible.

But far and away the most important way to market yourself and your library is to provide outstanding service. Harry Beckwith wrote a book called Selling the Invisible: A Field Guide to Modern Marketing. The invisible is service. Modern marketing is all about the customer. In the past, customer service wasn’t a major issue in libraries because it didn’t have to be. They came to us when they needed us-or so we thought. Today our customers have choices in the acquisition of information, and the library may not be their first choice.

Who is the library’s biggest competitor? It is not the Internet, or Barnes and Noble, or amazon.com. The library’s biggest and most dangerous competitor is simply doing without. They can decide that they just don’t need that book or piece of information enough to warrant the hassle of going to the library.

What is good customer service? It is whatever the customer thinks it is. No matter how good a job you think you’re doing, if the customer isn’t happy, the service isn’t good enough. Our customers may not even know good service when they see it. I’ve found that people either expect very little of the library and its workers or they expect too much (like instant answers). Is a satisfied customer enough? Not according to Beckwith. Satisfied is the least customers expect. You want "surprised and delighted" customers.

It is the library workers who are the primary service providers in a library, not the library managers. You are the face of the library. You may be the only people that the customer meets. You must be neat, cheerful, helpful and knowledgeable. The best way to assure that your library-and your job-survive is to provide over-the-top, outstanding, and unexpectedly great service and products. You can be invisible no more.

Judith Siess is President, Information Bridges International, Inc., Editor/Publisher of The One-Person Library: A Newsletter for Librarians and Management, author of four books, including The Visible Librarian: Asserting Your Value With Marketing and Advocacy, ALA Editions, 2003.