By Dr. Steve Albrecht

You may have seen the police come into your library, or have responded from their desk inside the library, and have not been pleased with their methods. It's also possible that you have seen the police respond to incidents, ranging from a serious, life-threatening situation to a low-risk call for their services, and have been happy with the results. As a taxpayer and an employee, you have every right to question the methods of how police do their work. Are they being fair, legal, ethical, safe? Are they treating people who are out of control with empathy, and not taking things personally? Do they make arrests with the least amount of force necessary, to keep the arrestee, themselves, and the public on the scene, as safe as possible? The old saying, "No one hates a bad cop more than a good cop," has never been more relevant than today.

Most people get what they know about cops and their methods from TV shows and movies - which are not always the most historically accurate resources, to be sure. Perhaps it would help your understanding of how the police function, both in your library and in your community, by getting a better sense of their work culture?   

Every profession has a collection of behaviors that contribute to its workplace culture. Some of these are learned by new employees as they start the job, just by what they observe. Others are taught to new employees by longtime employees, who say, "Here's how we really get things done around here." Some workplace cultural norms are defined in the policies and procedures manual; others are expressly trained to all employees by the leadership team (or through the company or agency lawyers). 

Some workplace cultural traditions are deeply ingrained, going back decades, to when the business or profession was first founded. (Librarians know why a barber pole sign outside the barbershop has red stripes.) 

Some workplace traditions weren't illegal or highly inappropriate "back in the day," but they certainly are now. This includes pranks, hazing, bullying, sabotaging someone's work, sexually or racially-themed attacks, or trying to drive certain people (most often women and minority applicants or employees out of their jobs).

All five military service agencies (Army, Navy, Air Force, Coast Guard, Marines) have long-standing traditions. (The Space Force is too new to have any.) Some of these come with rituals, rites, and elaborate ceremonies. (Your Homework Assignment: Ask any current or former Navy sailor what event took place when he or she crossed the Equator at sea for the first time.)       

Bankers have a workplace culture, as do truck drivers, airline pilots, lawyers, hairstylists, and even librarians. They all use jargon, slang, and coded language unique to their professions, as a way of communicating quickly and effectively amongst each other.

Now imagine that your work culture told you from Day One on the job, that, "You could be killed while trying to protect the people you serve. Cops die in spectacularly bad ways, every day, mostly in shootings and car crashes. By the way, welcome to the Police Academy." This is what happens, even today. Besides a military basic training/boot camp experience, I can think of no other profession that indoctrinates its new members this way. Officers and deputies are taught constantly to think about “Officer Survival” and that “Hands Kill” on every call they go on or every stop they make. 

Consider how that influences their interactions with people, most of whom are not posing a threat to them. "Because of our uniforms and badges, everyone already knows who we are and why we are there. We usually know almost nothing about the people we encounter while doing this job." This creates a mindset that affects how they work.

On that happy note, consider this list of factors that make up the police culture:

• It's a calling, not just a career or a job.
• A male-based work environment; women have to work much harder to be accepted.
• Some hazing of probationary employees. (Much more happens in the fire department culture.)
• Paramilitary structure, with military-influenced job titles.
• Pride, bordering on arrogance, about their chosen career.
• Fearful of losing face in front of the public, which leads to the need for constant fear control at scenes.
• 24-hour business means a 24-hour lifestyle (work, sleep, go back to work, respond to calls, discuss work, repeat). 
• Highly-specialized career; highly-screened applicants; takes a long time to get hired; lengthy Academy and first-year probationary employee training process.
• Alcohol-centered culture.
• High suicide rate. (More cops kill themselves each year - 160 to 180 - than are killed in the line of duty - 125 to 150.) 
• "Five-year disease" by new employees who get too salty, too soon.
• Injuries are a part of the job.
• Potential to witness death or be killed on the job, or see co-workers injured or killed.
• Close friendships and work relationships, that can last for life.
• Lone Wolf workers; much of their work takes place alone.
• Peer support, unless you make an unforgivable tactical mistake.
• Wary of senior leadership. Everyone above the rank of Lieutenant no longer remembers what it's like to do "real police work."
• Distrust of the need for getting clinical help, and most clinicians, for depression, suicidal thoughts, PTSD, or marriage counseling.  
• Need to "pay your dues first" before you can act like a veteran.
• More community suspicion and fear, when compared to firefighters, who are usually much more beloved.

None of the above ever excuses the behavior of unprofessional, rude, dismissive, poorly trained, or dangerous officers who arrive at your library. If you're not getting good service from them at your library, it's time to call the Watch Commander and have a conversation about what happened and how it needs to be better. 

But, if you are truly empathic about the needs of your patrons, can you also be just as empathic toward the police officers or sheriff's deputies who come to your library, with the primary intent of protecting (themselves and you) and serving (you and the patrons)? A little understanding of how their culture orients their worldview can help you understand why they do what they do.

By Dr. Steve Albrecht

As a longtime HR trainer (uh, that would be me) once said in a daylong team-building training program, “When it comes to your bosses or your co-workers, you don’t have to love everyone you work with. You don’t have to like everyone you work with. We aren’t asking you to socialize after work with anyone you work with. We are asking you to get along, to tolerate each other, in the time and space we provide here. Our customers expect it, our organizational leaders expect it, and you should expect and demonstrate cooperative, supportive treatment by and from each other.”

This is, of course, easy to say and hard to do. For many reasons, personalities collide in the workplace and people can grow to despise each other. In my experience, this most often occurs in two distinct ways. It can start from the get-go, where two employees take an instant dislike to each other on Day One and it never gets any better. Or, more likely and more common, it builds and builds over time, as each employee shows various eccentricities, quirks, and work or personal habits that irritate the other to the point of frustration.

Also, in my experience, one or both of these employees lack the empathy, patience, maturity, social skills, and most importantly, don’t have the Social Intelligence to get along successfully, even when others around them can overlook the Little Things and work together until quitting time.

Social Intelligence is our collective ability, as collaborative citizens and cooperative employees, to read the room and say or do the right thing in that room (or public space) when engaged with other people. Not saying and not doing the wrong thing are definitely more important than keeping quiet on either. Too many people lack this skill and blurt out things they instantly regret--or regret too much later to do anything other than apologize (which they either don’t do or also aren’t very good at doing).

Since we all have various irritants (again, except me) most employees can overlook them when displayed irregularly or even regularly by their co-workers. But some just cannot--or not without help, encouragement, or commands from their bosses--no matter how much they try. Whether it’s an instant dislike or it festers over time, two employees not getting along in public workspaces is bad for business. What I most often see in these situations is not so much open hostility but the more common “silent treatment,” where the employees will just not engage with each other, ever, beyond saying, “Good morning” and “Good night” and even that is a struggle for them to say with any sincerity.

In the Library World, guess what? Our patrons don’t care if we get along as co-workers or not. They don’t care if there are bad feelings between employees. They just want to come to the library and be served professionally, get the information or help they are looking for, and go home. It is up to each library employee to say or do the right things to get along, both in front of the patrons (who don’t want to see us air our dirty laundry on the floor) and just as important, behind the staff doors as well.

It’s not enough for bosses to ask two warring employees to cooperate and collaborate; there has to be a method used that clears the air first. Below is a process a supervisor or manager can follow when there are two employees who can’t or won’t get along. Bosses need to follow these steps as closely as they can, in order to get real and lasting results. You’ll note this will take several meetings with each employee to be able to identify and iron out their differences. This is not a one and done approach; it takes effort on the part of all three of you.

1. Meet with the Employee #1 alone. Ask what Employee #2 does to make it hard to get along, communicate, interact, or to work together. Get specific answers, using examples. Don’t let the employee rely on name-calling, labels, non-specific examples, or sweeping generalizations (“She always. . .” or “He never. . .”) about the other employee to make his or her point.
2. Ask what he or she is willing to do differently to get along with Employee #2.
3. Bring up the idea of using Ground Rules, which are mutually-created, mutually-agreed-upon do’s and don’ts for both employees. Ask Employee #1 to have some examples of useful Ground Rules ready for your next meeting. (Ground Rules are simple, declarative steps both sides agree to, that will guide their future interactions. Examples: “Return my emails or voice mail messages within 24 hours.” “Don’t put me down in front of patrons.” “Explain the reason why the patron needs help, instead of just dumping him or her on me and walking away.” “Come back from your breaks and lunches on time, so I can take mine.” “Stop criticizing my new ideas in our staff meetings.” “Don’t undermine me in front of our boss.” If they can’t think of any because of the stress of the moment, you’ll need to provide some examples. Be ready to do so.)
4. Meet with Employee #2 alone. Ask what Employee #1 does to make it hard to get along and work together. Get specific examples.
5. Ask what he or she is willing to do differently to get along with Employee #1.
6. Mention what Employee #1 said he or she was willing to do to get along more effectively and then gauge the reactions of Employee #2. Introduce the idea of the need for Ground Rules between the two and ask Employee #2 to have some examples ready by your next meeting.
7. Meet a second time with Employee #1 and reaffirm the value and validity of the Ground Rules he or she had suggested will help.
8. Meet a second time with Employee #2 to go over his or her Ground Rules. Explain the Ground Rules offered by Employee #1.
9. Discuss with Employee #1 and Employee #2 whether they need a final closure meeting, facilitated by you. If so, get them to review the Ground Rules with each other, talking face to face, not just speaking to you. If no final group meeting seems needed, ask for their immediate compliance with the agreed-upon Ground Rules.

This approach uses a guided process designed to keep both employees in their respective comfort zones. Your function is to walk them through a set of problem-identification and problem-solving discussions, to keep them focused on potential solutions - Ground Rules - you can all agree upon. Continue to monitor their ongoing compliance and remind them of their Ground Rules if you see them start to slip back into their former non-cooperative ways.

By Dr. Steve Albrecht

There is much discussion in the media and the workplace about Diversity, Equity, and Inclusion, or DEI. (Library 2.0 has a recorded webinar on DEI, presented by Dr. Karla Rhay, available for individual or group purchase.) DEI describes a collection of sought-after behaviors that provide for fairness in our hiring processes, supervision, and promotion of all employees. It seeks to provide equal opportunities and support for employees in what are called "protected classes." Most of us are in at least one: age (over 40); race; country of origin; gender; gender identity, sexual orientation; veteran status; religious or political beliefs; physical or psychological disabilities; health conditions; and pregnancy--just to name a few. DEI training programs seek to build awareness about past discriminatory practices, level the playing field of employment and promotion, and increase the creativity, problem-solving, and success of the organization, by bringing in different people who offer different viewpoints.

Part of the DEI training discussion includes the realities of our biases and the assumptions we make about each other, which are often based on sweeping generalizations or a negative encounter with one individual who certainly does not represent the larger population of a particular group. These biases often come from our environment and our exposure to what we are told to think about people different from us by our parents, family, friends, school interactions, or workplaces. They are often defined as "confirmation biases," where our negative encounters with people in any of the protected classes lead us to generalize and thereby seek to confirm, "that's how those people are." We all have our biases and part of DEI awareness-building is to change our thinking about how we perceive others. This takes effort, but the resulting changes in our perceptions can lead us to a better understanding, fairer treatment, patience, empathy, and acceptance.

We know that biases exist in our personal and professional lives. It has been illegal for many decades for companies to use biases to discriminate against people during hiring, and how they are supervised or promoted. It's unethical and can subject an organization to a civil suit. The problem with bias is that it can be subtle. When it's about skin color or gender, it's obviously wrong; when it's about bias connected to perceptions of performance, it can be nearly as harmful but less obvious. Consider if you have seen or experienced (or worse, used) any of these forms of perceptional bias at a library where you work or have worked:

Age bias – "This employee is too old or too young to do this new type of work or to figure out this complex technical equipment, or process this type of information. He or she is too old to learn new things or too young to know how to operate the way we do here or to figure it out." The assumption here is that this is a permanent condition, that they won't be able to learn it.

Experience bias – "This employee lacks the life or work experience to do what we are asking. He or she hasn't done this job or this type of work and doesn't have the technical expertise, know-how, or `time in grade.’" The assumption here is because they haven't done it before elsewhere, they won't have the capacity to learn it here.

Appearance bias – "This employee doesn't `look like' what we want our library staff to look like." This bias is often based on seeing people only by what they look like – especially if it involves how they express their creativity with hairstyles, tattoos, piercings, or clothing choices.

Motivation bias – "This employee doesn't seem to care. He or she is kind of a loner, doesn't jump into group projects, has a `lousy attitude,' seems to be standoffish, and doesn't seem to want to take on new challenges." This assumption may not consider this employee is introverted, prefers to work alone, and may even be burned out because he or she has not been praised, supported, challenged, heard, or fairly managed.

Success bias – What we predict about an employee's success in the organization often occurs because we manage him or her to that expectation. "He's probably not going to do very well" comes true, as does, "She's going to do very well here." This bias comes because of a pre-conceived notion of predicted success. Some managers and supervisors can make this one come true by what they do or don't do for their employees, right at the start.

Recognizing workplace biases is half the issue. The other half requires a commitment to see they are eliminated and that we hire, promote, and manage all library employees fairly, ethically, and equally. The adage, "Don't judge a book by its cover," means we should stop perception bias, set high performance and behavioral standards, provide opportunities for all employees to prove themselves, and coach them toward a level of success that satisfies them and the library organization.

By Dr. Steve Albrecht

Consider how much responsibility we place on the shoulders of a receptionist at an average public or private sector front counter. I'm not talking about the entrance desk to the Strategic Air Command or a Hollywood movie studio, where we expect security to be tight and access control is the phrase of the day. I mean an office, with a receptionist in a lobby, alone. We expect this person – with almost no training beyond just good common sense and intuition – to make safety, security, and admittance decisions every day. We expect this employee to be a combination of amateur psychologist, part-time Ninja, and a service-quality champion, all without much guidance beyond, "Check the person's ID. Have him or her sign the Visitor's Logbook. Issue a visitor's badge. Call the person he or she wants to see, to provide an escort to the back office. If this person refuses to follow our procedures, tell him or her they have to leave. Hopefully, all goes well after all that. If not, call Security or the police.” 

In some US states, becoming a uniformed security guard requires classroom training and even passing a Powers of Arrest test. Most security companies worth their salt provide at least a basic round of training to their new-hires, including: how to follow the Posted Orders for the site they are sent to; municipal and state civil, traffic, and criminal laws; basic first aid; and how, when, and why to make a citizen's arrest. Some states have no such training requirements; you get the guard we give you and let's hope that officer has some life skills, work experience, job knowledge, and enough sense not to cause us expensive problems.

Back in the Library World, consider an employee - often a part-timer, a student, or a retired person, paid at or near the bottom of our wage scale - who we ask to combine the skills of a receptionist and a security guard. Behold the Library Page.

We may position these staffers at various Circulation or Information Desks, to perform reception and service duties. But they're most often seen on the floor, shelving books, clearing work areas, cleaning up messes, walking amidst the stacks, and interacting with patrons. Some libraries assign security duties to Pages, asking them to handle disputes between patrons, intervene when staff members get accosted by certain patrons, manage problematic patron behaviors, escort those patrons out of the building, or call the police. 

In short, Pages perform many of the same service and security duties as receptionists and security guards, often for far less pay and more painfully, with not much respect for their efforts. While the patrons may not know who they are, some libraries have created an erstwhile ranking system, where the Pages--who may be substantially younger, older, or thought less-educated than their colleagues (even though some Pages have library degrees)--are not held with or given the same respect as full-time or library-degreed employees.

"Not at my library!" you say. Good for you. But review the following story sent to Library20.com and see how some Pages are treated and how they perceive their status in some library organizations. This is from a recent email sent to Steve Hargadon at www.Library20.com:  

Before the pandemic, I was employed as a Page at our Public Library. There were about 50 of us in the main branch, some of who've been Pages for over 20 years. I know this is prevalent in the public library universe, but I don't understand why Pages are largely considered as disposable low-value commodities, undeserving of benefits or union memberships, As a Page, even with an MLIS, there is no path to advancement; we were hired as Part-Time Temporary labor, restricted to 960 hours/year, which negates all possible benefits. I cannot fathom the reasoning behind labeling a worker as PT/Temp for 25 years. It makes no sense in any universe.

I have always felt that if we Pages disappeared for even a week, the library would descend into utter chaos. Librarians refuse to shelve. At the library where I interned, I was told that their union forbade them from doing it.

With your Library 2.0 blogs, podcasts, and webinars, you've discussed patrons and mental health issues. At our main branch, it was all Pages (again, technically part-time and temporary, even if you've been there for decades) who dealt with the objectively difficult homeless population, primarily in the computer area, where we had 45 computers that were generally 90% occupied by the large homeless population that is in our city. We received no training, other than a trouble/incident report spreadsheet. This is a volatile population and verbal abuse was prevalent, even knife drawing. The librarians wouldn't deal with them unless absolutely mandatory. It largely fell on the Pages and the Library Service Officers (LSOs, also Part-Time and Temporary and with no real authority other than the ability to call the local police).

The satellite branches had far fewer Pages, who were regularly called upon to cover Library Assistant II's responsibilities, which were quite literally above their pay grade, with no formal or informal recognition. When we were monitoring the computer commons, even when there were 45 stations that were generally always booked, there would be only one Page scheduled for the entire room, for two or two and-a-half shifts, except on Sundays which were a very short day and computers were actually fought over; then there would be two Pages assigned per shift.  

My co-Pages (technically classified as As-Needed/Part-Time) were probably the most dedicated, conscientious, and devoted cohort I've worked with in my 40+ years in the workforce, public or private sector.  

There's a lot more I can say, but I have to wonder - why is this discriminatory disparity accepted and so common in public libraries? It does nothing but inflict pain on us, though of course the libraries or the cities that control them save money. I have no idea why this is the tradition in American public libraries, and perhaps you do, or perhaps this is a suitable topic for a wider discussion."

I don't know the answer to this employee's painful question as to why this happens in some libraries. If you're a library leader, is it time for you to review the job description, duties, assignments, task orientations, and work culture status of your Pages? This may require help and support from your Human Resources colleagues, especially if you are in a union environment. It may be time for a new look at what appears to be an ongoing and long-running issue. All library employees - part-time, full-time, interns, or volunteers - deserve respectful treatment, inclusion into the work culture, support for what they do, and praise for how they do it.

By Dr. Steve Albrecht

In this third part of our three-part discussion of the pioneering customer service work of my father, Dr. Karl Albrecht (www.KarlAlbrecht.com), let’s look at his collection of ideas about what he calls the Spirit of Service. 

The Spirit of Service is a set of 20 behaviors that can help all library employees focus on not just the “how-to” part of providing great customer service (as we discussed in my blog and podcast about Karl’s booklet, The Code of Quality Service), but the “why” part about serving our patrons. 

Serving others in the library environment is all about creating a moment in time where the employee and the patron connect, communicate, and deliver or receive advice, information, services, or solutions. The concepts presented here take some thought, since they are a combination of abstract ideas and concrete behaviors. We can operationalize them throughout the library, using training, reminders, stories, examples, and praise.

1. Service should mean something to all of us.
   
   Karl defines a service as “anything a person does that contributes something of value to someone else.” That certainly applies in the library.
   
   
2. Service is all about feelings.
   
   The service experience starts with a feeling - ours, as library employees - and ends with a feeling - our patrons’ perspective, about how they were served. Good feelings at the start of an employee-patron interaction usually leads to good feelings at the end.  
   
   
3. What is the “Spirit of Service?”
   
   Karl defines the Spirit of Service as “an attitude, based on certain values and beliefs about people, life, and work, that leads a person to willingly serve others and take pride in his or her work.” This means you care about your job, your co-workers, your bosses, and our patrons, so you do work that you are proud of.  
   
   
4. The people you serve need your best efforts.
   
   Great service providers are also great listeners. They don’t get distracted by side work or other conversations; they focus on the person they are helping. Service interactions require concentration, effort, and even stamina. Be ready to do your best, at the start of your workday and all the way through to the end of it. 
   
   
5. You have three service roles.
   
   You have your Worker role, where you do your job with a commitment to excellence, on behalf of your bosses and the patrons. You have your Team Member role, where you help your co-workers and colleagues when needed, sharing information, support, and effort. And one of your most important roles is to be a Brand Ambassador for your library. You’re always being watched and even judged by the patrons, as to how you do your job. When you wear a library name tag or a shirt that identifies you as a library staffer, the patron doesn’t care how long you have worked there or what your job title is (or if you’re tired and want to go home). They want and expect good service, so represent your library whenever you’re on the floor.   
   
   
6. Nobody is too important to serve others.
   
   Library leaders, directors, managers, supervisors, and the PIC (Person In Charge for that month, week, or shift) need to serve their co-workers and the people that work for them. Part of the role of a skilled leader is to remove obstacles that make it difficult for employees to do their work. Effective leaders know when to jump in and help their team members, especially in front of and on behalf of the patrons. 
   
   
7. To lead is to serve.
   
   Library leaders should realize the significance of their two-way relationship with their employees: they give orders and instructions and ask that work gets done, and they realize they have to take care of their employees. Understanding work-life balance is an important leadership skill. Good bosses serve their people as they ask them to serve the patrons.  
   
   
8. Everybody is important in the chain of service.
   
   Libraries may have full-time employees, part-time employees, interns, or volunteers. They are all important and they all can play an important part in providing good service to patrons. All library staffers - regardless of their job titles - bring their life history, job knowledge, educational experiences, and service skills to their work.    
   
   
9. Some of us serve unseen.
   
   If the nature of your job is that you don’t or rarely see the library patron on the floor, it’s easy to think you’re not in the service business. But even if you don’t serve the patrons, your job is to serve other parts of the library organization and serve those co-workers who do interact with patrons. Working behind the scenes and away from the public counters is just as valuable to the library as a frontline patron-contact position.    
   
   
10. Your co-workers are your customers, too.
    
    Your co-workers count on you to deliver information, projects, products, and results. Just as you have responsibilities to support your supervisors, you have an equal responsibility to serve your colleagues so they can do their jobs too. We’re all in the service business - with different customers, priorities, and deadlines - but with the same goals. 
    
    
11. Do you have the “Spirit of Service?”
    
    Are you coming to work with a positive attitude? Are you ready for your workday? Are you bringing as much energy and enthusiasm to the end of your workday as you do at the start of it?
    
    
12. The ancient Greeks called it “agape.” 
    
    This purest definition of this concept means, “a feeling of unconditional love and concern for others.” In our workplace, this idea is displayed by being unselfish, supportive, friendly, approachable, and kind, to both colleagues and patrons.
    
    
13. The ancient Hawaiians called it “aloha.”
    
    In Hawaii, aloha is a concept with many definitions. It is a spirit of oneness with the earth and ocean, with others, having feelings of love and friendship, shared through the energy of our breath (alo = deep within, ha = breath). At work, the aloha spirit is joyful, perceptive of the needs of others, and welcoming the uniqueness of every person we serve. 
    
    
14. Some people call it the “Golden Rule.”
    
    We all know the Golden Rule says, “Do unto others as you would have others do unto you” or “Treat people the way you want to be treated.” Because we all see our world differently, perhaps we can add to this by saying, “Treat people the way they wanted to be treated, not only how you would want to be treated.” This starts by being a good listener and asking respectful, clarifying questions.  
    
    
15. We all have to work together.
    
    You may have worked in some jobs where a few other employees spent more time complaining about the work than it would have taken to do the actual job. Work is work, which means it’s not always fun, challenging, easy, or different. Do your part to pitch in and help get the tough jobs out of the way. Working together can make the day go by faster.  
    
    
16. Caring about others starts with caring about yourself.
    
    A positive attitude starts with you. The good feelings that create great service begin with you. How you feel is often picked up on by your co-workers. You can communicate your feelings - good or bad, positive or negative - to our patrons as well. Monitor your use of eye contact, tone, body language, and general nourishing feelings throughout your workday. Make adjustments to feel better so you serve better.  
    
    
17. The people you serve may not always be lovable.
    
    The customer is not always right. Patrons can be difficult, entitled, rude, and even obnoxious. That doesn’t mean you have to be that way too.  Every person you meet has his or her own struggles, battles, and difficulties. Try not to take what they say or do personally. They’re usually mad at the situation or themselves, not at you, personally. Do the best you can to get them on their way, well-served by you.
    
    
18. You may not always be feeling your best.
    
    Sometimes being in a service job when you are not feeling very helpful, energetic, or enthusiastic will require you to rely on your good acting skills. You may have to roleplay positive feelings for the day, until you can go home and recharge. 
    
    
19. At the “Moment of Truth,” it’s up to you.
    
    Each time a patron comes in contact with any part of our library, Karl Albrecht says, it is a Moment of Truth. This includes over the counter, over the phone, in the stacks, or even online. After every interaction, our patrons make a score on the internal report cards we call carry around in our heads as to the level and quality of service they received. Successfully managing each of these important Moments of Truth is up to you.
    
    
20. We’re all in this work together.
    
    Take care of yourself, take care of your bosses, take care of your co-workers, so we can all take care of our patrons.  

Karl Albrecht's Spirit of Service Service offers 20 thoughtful, practical steps toward improving and sustaining your own brand of service excellence. 

We can customize copies of Dr. Karl Albrecht’s 20-page Spirit of Service booklet for your library, putting your logo on the cover and including a message from the Library Director inside. Contact Steve Hargadon at Library 2.0.

By Dr. Steve Albrecht

Much of my work for Library 2.0 centers around the outward customer service experience: how we treat the patrons and how we can stay safe and secure while doing so. We exist to serve the public and that part of library service will always be of the most importance. 

It also pays dividends to look at how we treat each other, at every level in the library organization. Civility matters, in our interpersonal relationships with each other, whether it’s between leaders, with managers and supervisors to employees, and between employees. From the newest volunteer to the most seasoned library employee, how we treat each other and the type of workplace that we create, with conscious efforts, make a difference in retention, morale, and ultimately, how we take care of our patrons. You want to feel good about coming to work and good about doing your work, and these are separate and related feelings--you can want to go to work and not want to do your work, vice versa, both, or neither. Good feelings about both can and should rub off on your co-workers. 

The work environment we intentionally create becomes something to be proud of. It encourages library applicants to want to apply, new library employees to want to stay, and employees at other branches to want to transfer there. The reverse is true too. When we mistreat each other, when supervisors mistreat employees, or we allow a toxic workplace to grow and saturate the facility, good people quit, other miserable employees stay and make their co-workers miserable, and the reputation around town is, “This Is Not A Good Place To Work.” At a time when many public agencies and private sector firms are competing hard to get and keep skilled employees, reputations matter. When we use praise for each other and get it from our bosses, when we treat each other with dignity and respect (not just say it, but demonstrate it, daily), and when we hold ourselves and our leaders accountable to foster and nurture a nourishing workplace, it ends up improving our customer-patron relationships too.

One of the challenges we can encounter when trying to create a civil workplace comes when we create platitudes instead of action statements. The phrase, “We need to respect each other here,” sounds great when we say it during a team-building exercise or when we see it on an easel pad page, created during a staff meeting (or on one of those motivational posters with trees and lakes and kayaks). The key is to turn an abstract concept – “respect” – into operational behaviors. “Respect each other” means things like returning email messages promptly, making eye contact, not killing new ideas in meetings, and valuing lifestyle differences. It’s important to turn ideas into tools everyone can use. 

The following “Code of Civility,” created by my father, Dr. Karl Albrecht (www.KarlAlbrecht.com) offers a set of guidelines for us to get along, not just in words about polite workplace behavior, but in how to turn ideas into actions. Consider these civility steps for your library:  

In our library organization . . .

1. Our library leaders model and encourage a culture of civility. 
2. We treat each other with respect, courtesy, and consideration.
3. We value the small courtesies of everyday life.
4. We value the diversity in people, ideas, and points of view.
5. We can disagree agreeably - we don’t personalize or emotionalize our differences.
6. We resolve misunderstandings maturely, without accusing, blaming, or finger-pointing.
7. We cooperate between work groups, not putting fences between us.
8. We play fair, not letting destructive office politics divide us.
9. We share information and knowledge, understanding that they are valuable assets.
10. We expect each other to act as good citizens of our library organization.    

A complementary podcast on this topic is at https://soundcloud.com/user-311117266-556053777/albrecht-code-of-civility. 

Karl Albrecht's “Code of Civility” offers 10 practical steps we can put to use today. If you’re interested in having customized booklets with this Code printed for your library, please get in touch with admin@learningrevolution.com.

By Dr. Steve Albrecht

In 1985, my father, Dr. Karl Albrecht, wrote Service America!: Doing Business in the New Economy, the first big book on customer service. He described service excellence as a "managed event," meaning it was something that business leaders, managers, and supervisors should carefully consider and focus on with their employees. "Good service is no accident," was a primary theme of his book. He talked about having the right three things in place: service strategies (the direction), service systems (the methods, approaches, and policies), and service people (the right employees, with the right attitude, training, and motivation to serve others). He referred to this as the Service Triangle and it still works today.

Part of his efforts to train frontline service employees was to create the Code of Quality Service, a set of 10 behaviors that can provide a path to service excellence, both personally and professionally.

This set of 10 can be useful as a reminder for you as a library service professional and as a set of training guidelines for managers and supervisors. It works as a refresher for longtime library employees and as an orientation tool for new employees, as to what our library service culture should look like. Most of these 10 are operational and not abstract, meaning you can put them to use right away.

1. Greet each patron immediately or when passing by.

This concept is about both politeness and safety. We want to see patrons as they enter the library and pay attention to them as they move through the facility. Respectful eye contact can help us all make a human connection. We can all benefit from looking more at people and less at screens.

2. Give each patron you contact your complete attention.

It's easy to get caught up or distracted in the work we need to do. What we call "multi-tasking" on the patrons' behalf is actually "split attention" or "being distracted." It's a simple step just to tell patrons, anytime you need to do a part of your job that requires you to disengage from them. "I'll just need a quick moment to step over to the computer and take a look at your record" or "Let me go and ask one of my co-workers about that and I'll come right back to you." Those types of statements are enough to buy you the time to do your job and serve them well.

3. Make the first 30 seconds count.

This concept is related to #9 as well. Patrons remember how they were treated by recalling the beginning and the end of the service encounter. You may only have a brief interaction with a patron but he or she will remember your approachability, tone, and helpfulness.

4. Play your part to be real, not phony or bored.

If you have a high human-contact job, with a lot of the same transactions that don't require a lot of creativity to get them done, it's easy to get tired, burned out, and become what Karl calls a "BoZo" or a "Bored Zombie." Change what you say and how you say it with each patron. Don't get robotic in your answers, greetings, or wrap-ups. We've all dealt with service people who say, "Have a nice day - NEXT!" and don't really mean it.

5. Show your energy with sincere friendliness.

Whether you're talking over the phone, over the counter, or in the stacks, know that you're being viewed as a representative of the library. Patrons don't care about job titles or how long you've been there; they want service from someone who is truly friendly, not faking it, and who has the type of enthusiasm that says they care about their jobs and about helping people, at the start of the workday and at the end of it.

6. Be the patron's problem-solver.

Own the patron's issue until you can solve it or get it over to a colleague or boss who can. This step is all about not brushing off our patrons, but taking ownership for that brief moment or long period when you're helping them. Be creative, within the limits of our policies, and solve the presenting problem the best way you can, the first time.

7. Use your common sense.

We've all been in service situations where the person on the other side of the counter or on the other end of the phone has not been authorized to think. This person could come up with a smart solution but just won't. You get paid to think and work on behalf of our patrons. Do the right thing for them, using a common-sense sensibility.

8. Bend the rules when the situation calls for it.

Don't give away the store, but if you can solve the patron's problem or fix the issue by using creative, empathic solutions, do so. If you can waive a fee or a fine and it makes sense, get permission from your boss and do it. Don't always get stuck in the fine print of the policy manual or the Code of Conduct. Don't say to the patron, "Well, I'm just doing my job by saying no to you." Know the difference between the "letter of the law" and the "spirit of the law." Like with Number 6, be the patron's advocate if you can.

9. Make the last 30 seconds count.

Like with Number 3, the end of your service encounter with patrons can make a big difference in how they see their library experience. Thank your patrons for coming in, or for being patient while you worked on their behalf. Even if they don't thank you back, thank them anyway.

10. Take good care of yourself.

Service jobs are challenging and tiring. Don't get burned out. Take your breaks and lunches, use your vacation days and floating holidays. Pace yourself throughout your workday. Get more sleep, get some exercise, and catch up on your reading or other hobbies as a way to stay fresh and focused. Help yourself have a long and healthy career in library service.

Karl Albrecht's Code of Quality Service offers ten easy and practical steps toward improving and sustaining your own brand of service excellence.

By Dr. Steve Albrecht

As of this writing on the day after (March 27, 2021), the Saturday afternoon stabbing incident at the Lynn Valley Library in North Vancouver, BC, Canada looks horrific. An as-yet-unnamed suspect in his 20s stabbed seven people with some type of knife or edged weapon, including a woman who died. All of the survivors had to be taken to the hospital. An early video outside the library shows the suspect being arrested by the RCMP and it appears he had injured himself in the incident. (It's common for attackers who use knives to hurt themselves, mostly on their hands and arms.) Police officials say they believe they have the lone perpetrator in custody and are "searching for a motive."

If we had to guess, it seems like the motive will center on a serious mental illness. Perhaps schizophrenia, involving voices or visions, with a command hallucination that compelled this person to stab a group of strangers in the library. This will all be left to his defense attorney and the court-ordered psychiatrist to determine. 

As with mass shootings and other public attacks, where the motive is not domestic violence-related, a robbery, a gang retaliation, or a drug sale gone bad, the primary motivation for these random attacks is the desire for revenge. The attacker believes someone has treated him or her poorly, for whatever reason, and now this person needs to retaliate in the worst possible way.

It is the media who starts the earliest focus on the motive (and subsequently, the police and prosecutors, to make their case in court). The public will ask the same questions: Why did this happen? What would make someone do such a horrible thing, in the library, of all peaceful places?  

Perhaps the motive, in this case, is irrational religious beliefs; terrorism; perceived mistreatment by a library employee; a confrontation with another library patron; anger at parents or siblings for the way the attacker was raised; or a homicide-suicide plan that was stopped before this person could carry out the second part.

An edged weapon (most commonly a knife, but also a razor, box cutter, carpet cutter, ice pick, or sharp object used to stab or slash) is a common carry for many street people. This is especially true with the chronically, long-term homeless (who need to defend themselves from assaults or robbery attempts) and mentally ill people (who may not be able to acquire a firearm because of legal, financial, or dysfunctional reasons). These sharp items are easy to hide, light and portable, cheap to get, available anywhere, noiseless, require almost no skill to use, and are therefore, deadly weapons all.

In your library, you may come across patrons who carry knives on a sheath on their belts. This could be a folding knife or a fixed knife, which does not fold. Some people carry tactical knives, which can be opened with one hand at the flick of their wrist. (These knives have largely replaced the classic "switchblade knife" popular in 50's teenage hoodlum movies). Since edged weapons are so flat, they can be hidden almost anywhere on a person's body, or in clothing, pockets, purse, backpack, wallet, or pocketbook. Not everyone who carries into the library is dangerous. It is their intent, with that knife, that we care about. Do they look like a construction worker or an irrational person? A tradesperson or a threatening person? Context, in these observations, matters.

One of the oldest sayings in law enforcement is, "It's the hands that kill." So if you are ever dealing with patrons who are acting irrationally, making threats to harm themselves or others, or seem about ready to explode into violence, pay close attention to what they are holding or carrying. Even if they are trying to hide an edged weapon, you may still see them holding something cupped in either hand.

Most people are righthanded (only 13% are lefthanded in the US). As such, most angry people seeking to use any type of weapon will hold it in their dominant hand. Play the percentages and focus on what they are holding in their right hands first.

Since a knife or other cutting/slashing object is a proximity weapon, your best defense when confronted by a person holding one is distance, and a lot of it. (People only throw knives in the movies.) You need to treat a patron armed with an edged weapon just as you would if they had a firearm: use Run – Hide – Fight. Get as far away from this person as possible, as quickly as you can, and take as many co-workers and patrons with you. Use all available proxemics barriers to put between you and the armed person to block his or her path to you as you escape: desks, chairs, counters, carts, half-shelves.

If you can get to a Safe Room, with as many colleagues and patrons as you can move there, do so. Lock or barricade the door and call 9-1-1 as soon as you can. Like with an active shooter, describe what this "armed attacker" is doing, to the police dispatcher. Wait from this position of safety until the police arrive. 

If you have no choice but to defend yourself from an edged weapon attack, you can already guess your wrists, throat, and chest are your most vulnerable, life-ending targets. Try to grab whatever protective hard object you can: a chair; a notebook, hardback book, or a thick paperback; a keyboard, laptop, or tablet; to put between you and the knife and those areas of your body where you have the most arteries. You can survive being slashed – as long as it's not across your throat or wrists. You can survive being stabbed – as long as it's not to your heart or lungs. Space and distance are your first choices; protective objects are your next if you cannot flee the scene.

In our work in threat management, my colleagues care much less about motive, because it is discovered after the event, and therefore cannot be used to stop the event. We care more about interrupting the opportunity for harm.

As an example, consider that the US Marine Corps uses a three-part concept to talk about how we respond to a terrible, terrorism event, like a bombing. Each part is significant. There is "being on the Left of Boom," which is what we see and do before the bomb goes off, to stop it from happening. There is "Boom," where the bomb has just detonated. And there is "being on the Right of Boom," which is how we respond in the aftermath of the bomb going off. Obviously, our military branches and protective intelligence groups, like the US Secret Service, want always to be Left of Boom, stopping horrible things before they happen. As a threat management practitioner, I have spent my adult life trying to keep people Left of Boom.

Based on this incident, where the subject used an edged weapon to commit a homicide and injure or try to kill six other people, I have these threat assessment questions for the library staff:

• Did they see some warning signs in this person's behavior, in the months, weeks, or days before his attack?
• Had they ever seen him carry or display an edged weapon?
• Had he been asked to leave the library because of his negative interactions with staff or patrons?
• Had the police ever been called the library to deal with him?
• Did this person ever make overt or covert threats to harm himself or others? 
• How did they interpret those threats? Rambling, nonsensical, not serious, or quite serious?

All this points to an adage in threat assessment and management that my colleagues and I follow: "A useful predictor of future threatening or violent behavior is past threatening or violent behavior." 

While we can never "predict violence," predict the future, or ever predict human behavior, warning signs of either overt or veiled threats need a full security assessment from law enforcement or a trained security specialist.

As of this writing, we don't know if this person attacked only patrons, only library staffers, or both. We feel badly for the victims, no matter if they were visiting or working. The library is supposed to be a safe space for all. I will continue to my efforts to make that true.

By Dr. Steve Albrecht

Certain employees at the library, who are ever-vigilant for all things behaviorally-oriented, can become the self-appointed “champions” of the facility. They monitor every conversation they can hear (or sometimes only what they can see and not actually hear) between employees or between employees and patrons. They are keen to determine that bullying, sexual or racial harassment, sexism or racism, homophobia or transphobia, inappropriate jokes, non-consensual flirting between adults, or other forms of a “hostile work environment” are taking place and therefore, they must tell management immediately.

They wear out a path to the supervisor’s office or they skip the boss and go right to the Personnel or Human Resources office, (where they often have an engraved chair). They corner every supervisor, manager, and director and rant about unfair treatment by or to their co-workers and how management at every level is “allowing” this to take place without caring.

This sounds like noble work but here’s the problem: what they hear or see is not any of those things; it’s just employees talking with each other or with patrons and being in complete control of the content, impact, and tone of their conversations. They know not to cross boundary lines with each other and violate our basic workplace treatment policies. But the “champions” don’t see this; they see injustice everywhere at work and it’s their job to report it. 

Here’s the ironic part: while the “champions” are great observers of others, they are not good employees. They don’t work hard and are careless with their attendance, productivity, and efforts. They aren’t reliable on projects and when they get reminded of missing deadlines or turning in poor quality work, they howl that they are being “harassed” because they have been a whistleblower on all the foul deeds that are going on in the library environment.

Supervisors of the “champions” have to walk a delicate balance when confronting their poor performance and lackluster work efforts. Any counseling memo or performance improvement plan is met with protests, not acceptance of the undeniable fact that they need to work harder and better. In their minds, because they believe they have blown the whistle on the multitude of workplace communication sins, their supervisors must be retaliating against them. The “champion” loves to start every coaching meeting with, “Do I need to call my union rep?”

So what’s the solution? How do you manage entitled and poor-performing “champions”? How do you get past the distraction techniques they use to deny their ineptitude in the office or on the library floor? How do you talk to them about their attitudes, without thinking you’re going to get sued after every conversation?

Managing the “champion” requires management courage. We define this skill as both the ability and recognized urgency to have the necessary crucial conversations about work performance and/or their work behavior with the “champions.”

Courageous library supervisors will say: “I’m sorry what you heard or saw seemed offensive to you. I disagree that it violates our harassment or hostile workplace policies. I am careful, as is this agency, to evaluate the behavior and performance of every employee and look at the interactions with our patrons. I pay attention to our interactions here. Know that when I say I will step in and set boundaries, make changes, or enforce consequences, I will, with employees and patrons. Not everything that goes on here is related or aimed directly or indirectly at you. I want you to focus on your assignments and stop worrying about everyone else. As your boss, I have the right to evaluate your work performance. It’s not personal; it’s coaching. We are going to have work performance conversations when I believe it’s necessary. Please go back to work.”

The tool of choice for the courageous manager is coaching. We define coaching as a non-disciplinary, performance, or behavior-changing conversation. Courageous library supervisors will initiate as many coaching conversations as necessary, until they don’t see any changes, which is when they know to switch to progressive discipline.   

Dealing with the “champion” using coaching can be paradoxical. Courageous supervisors know they will have to spend more time with the “champion,” not less. “Champions” will require more goal-setting and more interactions with supervisors, not less, even though there is a tendency for most bosses to want to avoid them.

The library supervisor who stands his or her ground can fight the “champion’s” poor performance, disruptive behavior, and entitled attitude with consequences, coaching, and courage.

By Dr. Steve Albrecht

It's hard to know fully what library leaders need to do as the Coronavirus and the pandemic's impact go into the wretched history books. Leaders had better be able to adapt to new roles and different ways of supervising their people and running their operations. Being a library boss now sure looks different from even two years ago. Consider some of these leadership “truths:"

The higher you get, the less "work" you do. This seems untrue but it just is. Once you promote or rise to the top of your agency, you really get further away from the field. Some employees never want to promote because they like working where they are or doing what they are doing and don't want the responsibilities or the pleasures/hassles of supervising their peers and handling patron complaints. Once you start to move up the library ladder, you're doing lots of work to be sure, but it's different work than what you were first hired for or what you started doing.

There will never be enough time, resources, money, or people to do everything you need to do or want to do. So stop saying, "Where does the time go?" and make better use of the time you have. Free up your time by delegating more. If you're always going home tired and the people who work for you are never going home tired, you need to give them more to do. Budgets are always tight, staffing is rarely at full, and even when you have money and personnel, it doesn't feel like it's enough. Prioritize!

Remember Teddy Roosevelt. He said, "Do the best you can, with what you have, where you are." How about we modify his advice slightly, to say, "Do the best you can, with who you have, where you are." You can't always pick who works for you, but you can pick what they do for you. Make the best fits, between their KSAs (knowledge, skills, abilities) and what needs to get done. Don't hesitate to give your people new challenges, related but different job duties, and opportunities to succeed (or learn by failing, safely). That's how you identify who your future leaders are.

Don't ignore the Strength-Weakness Irony. This a human trait we all have, a concept some of us understand more intuitively, acutely, and externally than others. And it's one that we don't often see in ourselves: "Your strength, taken to an extreme, becomes a weakness." Whatever you're too good at can become a blind spot. 

Therapists define addiction as repetitive behavior that over time creates negative consequences. We can become overly-involved in things that can cause problems. (Notice how often we can spot this in others but not so much with ourselves.)

From a work perspective, the Strength-Weakness Irony often manifests itself in a huge time drain for you, where you get tied up in issues, problems, and events that are probably not even in your area of responsibility as a leader. See if you recognize yourself in some of these: 

Workaholism – If I said, "Hi. I'm Steve and I'm a workaholic," some of you might quickly shout "Hi Steve!” which means you're workaholics too. This is not a badge of honor. Even though it might seem like it's good for your career or your bank account, it's actually bad for your physical and mental health. 

"Super Boss" disease – "I'll take care of it. I'll handle it. Step aside! Boss coming through!" Your strength – you're hands-on – becomes a weakness and you slip into micromanager territory. Super Bosses have difficulty delegating and this leads their employees to believe they are not trusted to do their jobs. 

Perfectionism – "I need to make one more tweak to the PowerPoint before I send over the training slides" or "I'll have to go over this employee's report one more time with a red fine-tooth comb before I approve it." Sometimes, good enough is good enough. Bosses who seek perfection in all they create (and from what they expect from others) will be disappointed. Plus, it's a huge time waster. A library director was once asked by her staff to pick the trees to be planted in the green areas around the exterior of the building. She carefully researched her answers and provided her choices, two years later. 

"I can't say no." – This one is often connected to the others. When you demonstrate your workaholic traits to others, when you wear the Super Boss cape, and when you try to be too perfect, you end up taking on other people's work, fail to delegate, and become exhausted. Good library leaders use their human resources assertively and with compassion; they make the best use of time and people. It's not always about what you can do alone, nor should it be.

An Interview with Dr. James R. Wining (by Dr. Steve Albrecht)

My name is Jim Wining and I am a parent of an autistic person (AP). While my educational background says teacher and my work background says businessperson, my real life has been, since the birth of my oldest son in 1982, about autism. As a father, business owner, business executive, and pastor, my life has been all about listening to autistic persons and communicating with them with understanding and love for their differences.

Over the past thirty-eight years, I helped start and maintain Autism Outreach Fellowship at Lee’s Summit, Missouri, with the goal of providing the autistic community quarterly social events for their autistic family member. I have also directed a program in New Milford, Pennsylvania, piloting the employment opportunities for young autistic adults. 

My wife and I started a program, which lasted over twenty years in Lone Jack, Missouri, known as “Show Time Llamas & Alpacas.” Its goal was to integrate the autistic child into the world with animals that smell good, feel soft, and quietly hum a relaxing sound. While these autistic children interacted with other “so-called normal children,” they became mutually socially compatible.  

Finally, as President of Acts Ministry, I have taken the socialization of autistic persons to religious organizations who have been resistive or adversarial to autistic families. My goal in both Springfield and Independence, Missouri, and elsewhere has been to provide events to help the public become more aware and less fearful or antagonistic to autistic people who are receiving them and communicating in a different way.

Steve Albrecht asked me to put together some key points to help library staff interact and serve autistic persons. We will be presenting a webinar on this issue for Library 2.0 soon. Thank you for understanding these unique patrons in your libraries.

AUTISM AWARENESS: Some Triggers in the Library

From VeryWellhealth.com, “Anyone who meets the criteria for having autism spectrum disorder (ASD) will be further diagnosed as having ASD Level 1, ASD Level 2, or ASD Level 3, according to criteria outlined in the most recent Diagnostic and Statistical Manual (DSM-V), used by clinicians. These levels are based on a person's strengths and limitations in regards to their ability to communicate, adapt to new situations, expand beyond restricted interests, and manage daily life. They specifically indicate how much support an autistic person needs, with Level 1 meaning relatively little support is required; Level 2 meaning they need substantial support; and Level 3 indicating they need significant support (https://bit.ly/2L1CkwW).”

LIBRARIANS - Staff should not raise voice much above a whisper. The AP knows the voice level of a library probably better than the librarian, so if the librarian is unable to communicate with the AP immediately seek additional support and avoid repeating instructions or directions. Always be prepared for confinement even if the Guardian is present. 

BRIGHT LIGHTS - These should be avoided as autistic persons (AP) may react either catatonically or violently. 

TOUCH - If advised of germ possibilities on books, the AP will neither open nor be in an area with the books.

SMELL - Extreme odors, like with disinfectants, may result in screaming or a near meltdown. 

DIRECTIONS - Try to avoid the “no” command. Go around it if the AP asks for a book and it is checked out answer this way, “The book will be available on a future date.” Try to avoid saying words of rejection such as, “The book is checked out and not available.”

RESTROOMS - This can be a source of extreme reaction including demands of cleanliness to disrupting the cleanliness of the restrooms. Try to avoid single rooms with private locking doors.

“MELTDOWN” - This is a last-ditch effort by AP to defend against a sensory attack, physical confrontation, and/or emotional event. A meltdown can include screaming, yelling, throwing objects, pounding his or her head against wall, tearing flesh from his or her body, and other physical and non-physical reactions to a perceived challenge

CONFINEMENT - This is a step taken by two or more people to restrict the actions of an AP during a time of Melt Down. The action involves forming a circle around the AP with your body and arms extended. Do not physically contact the AP but be prepared to be struck and to repel the attack. Do not administer physical restraint. The typical meltdown usually lasts 3 to 5 minutes but when aggravated or for some unknown reason can last up to 30 minutes. Eliminate public contact around the melt-down area and seek the Guardian’s advice or public service including fire and police personnel. Firefighters are usually better trained than police to handle such matters. 

SOCIAL DISTANCING - Space is your ally. The 6-foot rule is perfect for seating, standing, and general movement in the library. Remember AP always have a difficulty with socialization. 

CHECKING OUT MATERIALS - Don’t worry about eye contact but be careful not to take items from AP. Let AP voluntarily hand you the book, CD, etc. Ask him or her for his or her library card or the Guardian’s card. If the AP has reached without a card very calmly say, “The items will be right here in a visible, designated place and will be checked out to you when your card is presented.” Be careful to itemize these items especially if they are “no check-out items” as they could likely disappear. If the Guardian is not present send someone to find him or her.

LEAVING WITH MATERIALS WITHOUT CHECKING THEM OUT - If the AP is leaving with unauthorized material immediately contact the Guardian. If the Guardian has left the library and is outside, motion to him or her for assistance. Do not follow the AP.

AP RESTRICTIONS - AP should not be allowed to be in the library if he or she is required to have a Guardian for life decisions, including health and welfare matters. If the AP has, in your best estimation, “Diminished Authority,” a Guardian must be present at all times. Seek help from a library supervisor to take the course of action mentioned above.

VIOLENCE - Physical or verbal conflict can occur instantly, without an apparent warning. For AP, more frequently than not, verbal conflict results in self-inflicted physical violence to the AP self, not the perceived attacking party. If confinement fails within a 5-minute period or the violence escalates, withdraw and call for police or fire help. Always keep the public away from the AP. 

DRINKING FOUNTAINS & REFRESHMENTS - Public drinking services are potential sites for a physical disruption and should be avoided. Limiting refreshments to water only is recommended. Other eating, drinking, or chewing items can be distracting to the AP and are a source of “fairness complaints,” which can escalate into a situation.

ADMISSION TO THE LIBRARY - You must be aware at all times of AP in the library. Therefore, require guests providing guardian services to notify staff upon entering. I strongly recommend that Guardians should be restricted to not more than 3 APs at a time. Look out for large numbers of group home members -- 5 to 10 APs with only one or two Guardians. This is a high-risk situation that could trigger multiple meltdowns at a time.

PARKING LOT - If possible, have someone regularly checking the parking lot for AP patrons. If you see an AP having problems in the parking lot, don’t let him or her into the library. Meet the Guardians at the main door and discuss their visit before anyone enters. You may want to postpone their visit, restrict their numbers, or only allow certain APs who are not an apparent danger. All library staff needs to monitor for behavioral concerns. 

SAFETY FIRST - If a meltdown occurs, contain the incident, decide if you need to evacuate the area and then decide if you need to call your public safety professionals.

By Dr. Steve Albrecht

In Part One of the Perils of the Parking Lot, I provided an (overly) long list of possible problems created by possible problem people in the exterior areas where patrons park. (That’s a lot of p-words in one sentence.) Some readers were kind enough to contact Steve Hargadon at Library 2.0 and say they had similar issues in their parking lots and were looking forward to my advice as to some solutions. Several librarians said that the security of their parking lots is made more difficult by the challenges of reduced staffing from Covid and because they are only providing curb service now, so a library employee must stand outside, alone, with no security officers, amongst whoever walks or drives by or may be there to pick up or drop off books.

Reviewing my list from the previous blog, most of the issues I mentioned are either crimes in progress or could become crimes. Others relate to less-than-ideal behavior from people with behavioral issues and who may not be the best rule-followers in the whole wide sweet world. Some safety and security concerns can’t be fixed easily or inexpensively - installing new lights, exterior cameras, hiring security officers, and re-paving and re-striping the parking lot can get costly.

It’s important to prioritize any parking lot safety and security improvements based on two issues: likelihood and liability. Misunderstanding or minimizing both can create your pathway to a civil courtroom. Despite what some plaintiff’s attorneys will tell juries about people who work for government agencies, we aren’t expected to be able to predict the future, anticipate crimes, or see accidents before they happen. But if we have prior notice of past crimes or accidents, or our list of Security Incident Reports is piled high with parking lot problems, then we can get hammered in court for that classic legal doctrine, “you knew or should have known this bad thing was about to happen to my client.” 

Our defense of “We didn’t have the money in the budget to make security lighting or camera improvements or fix the giant sinkhole in the parking lot before it swallowed up 16 cars” will fall upon the deaf ears of a judge or jury. They will have expected you to take “reasonable steps, that a reasonable library, would need to do to mitigate serious risks once they came to your attention.” In other words, spend your dollars wisely in the beginning (repairs, new policies, and security equipment) so they don’t get wasted at the end (civil case settlements and legal fees).    

It may help to think of those issues which are criminal or potentially criminal in nature as one category and then consider others that may require a design fix, like permanently blocking off one of the many entrances to your parking lot to improve the traffic flow. Still others may require some outside the box (OTB) thinking, so I will note when it’s time for some OTB considerations below.

Two other suggestions: get help from your safety and security stakeholders who also work for your same city/county (Facilities, Maintenance, Public Works, law enforcement, fire, risk management) and borrow/steal good ideas from other libraries who have tamed their parking lots.

Pay attention to the traffic flow in the parking lot. Note where drivers pick up and drop-off people or kids, especially if it’s not where it’s designated. Be certain the directional signage, painted arrows, and red curbs versus loading zone curbs are visible. Juries love to pay high-dollar amounts in so-called “darting kid” cases, where a child is injured or killed even though he or she ran out from behind two parked cars. Some parking lot designs make this unlikely and others are more dangerous, with blindspots, frequent speeders, or proximity to an elementary school. 

Consider installing speed bumps if drivers use your parking lot like a race track. These can be especially useful if drivers cut through your parking lot to get to another nearby building, an adjacent parking lot, or use it as a shortcut to a major street. 

Install bollards or concrete planter boxes in front of your entrance doors or pedestrian access points.  If you need to justify the cost, just Google how many inattentive, elderly, or teenaged drivers mistook the gas pedal for the brake and crashed their cars into the local Starbucks, convenience store, garage, or house. These barriers can prevent people from driving on to your grass, sidewalks, driveways, or into the rear of the building or your loading dock area.   

You don’t need an expensive exterior camera system, but in these trying times, you do need an exterior cameras system. I get it; banks have cameras and they still get robbed. Cameras don’t prevent crime, they deter it, especially if you post signs in the parking lot that remind everyone who uses the lot that you have cameras watching what they’re doing. At a minimum, your first, best exterior camera should be installed over your main entrance doorway, to see who is entering the library. Other exterior camera views should cover the parking lot and get recorded to a Network Video Recorder (or NVR, to the Cloud). Having any exterior cameras in your parking lot will require an investment in both quality devices and sufficient lighting. You need cameras that can capture nighttime problems too. (Never install fake cameras as a cost-saving measure, anywhere inside or outside the library. We can be liable if someone gets injured and had an expectation that his or her assault was captured on a real camera.) 

Improve your signage. You will need a variety of so-called “bailment” signs (“Park At Your Own Risk,” “We Are Not Responsible for Theft or Damage”) to put people on notice, that say other things like, “No overnight parking or day/night camping”; “Take all valuables with you, bring your keys, lock your car”; “This area monitored by security cameras” (if that’s true).

Get your security officers outside. They need to leave the library on an irregular schedule (not at the top of each hour, but in a regular, vigilant, but unpredictable way). They can do their security patrols on foot, by car, and golf cart.

Meet with your Police Department or Sheriff’s Office. Ask them to do more drive-bys through the parking lot at different times, even when the library is closed; have them do their reports in the parking lot; exercise their K9s at the nearby park or on the nearby grass if there is any; and focus on the small number of people who may be causing the biggest collection of problems. (When they do this it’s called “Problem-Oriented Policing” - or doing POP projects.) 

Talk to your PD/Sheriff’s civilian Parking Enforcement Unit. They may need to drive through your lot on a more regular basis if you are having lots of issues with drivers parking in handicapped stalls without the proper placards or plates, parking in red zone/fire lanes, and blocking loading doors. (Make certain the stalls and curbs are newly painted and have the right signs in place; no need to irritate patrons who get expensive tickets they didn’t deserve because it’s not fully clear what is legal or illegal parking.) The fearless Parking Ticket Squad can also mark possibly abandoned cars for a 72-hour violation, or verify stolen or stripped cars and tow them away. 

Improve the exterior lighting. Talk with your Director of Facilities or Maintenance about getting brighter, more efficient lights in your lot. Some parking lots still use old-school low sodium lights instead of LED lights. LEDs are far superior to the low sodium parking lot lights that many cities and counties installed several decades ago. The low sodium lights are expensive, hazardous when broken, and don’t show actual colors of objects at night with any clarity. Have your Shops people give you (exciting) lessons on the differences between Lumens and Candlepower.

Review Security Incident Reports from the past year. Look for the two things civil suit attorneys love to focus on as a weakness in our security responses: “patterns and practices.” This means events that have become a pattern (happening too much) and failed practices (we did not respond or take adequate measures to solve the problem).

Reward employee vigilance and reporting. Remind all library employees to pay careful attention to what they see as they cross the parking lot. Tell them to watch how and where they come and go to the building before and after work and on their meal breaks. Give your employees an Amazon card every time they report serious safety or crime problems in the parking lot. They see things directors, managers, and supervisors may not see. Praise them for being watchful. The injury or incident they may prevent affects the safety of everybody. Money we don’t have to spend on legal claims can be put to good use in the library. 

Remind your Public Works landscapers or groundskeeping vendors about security vigilance. Tell them to keep all bushes and trees trimmed away from buildings and lights, so as not to provide hiding places or block the view from the street or inside the building. Tell them to report any vandalism or theft related to sprinkler parts, water spigots, or gas/electrical/telephone utility boxes.

Tell your Maintenance staff to keep the area clean. This may involve them having to pick up broken needles, syringe parts, human waste, and other bloodborne pathogens, so they need to be trained in how to collect and safely dispose of these items. Make certain they are doing their snow removal and sidewalk salting during winter. Have them fix potholes that can damage cars and any concrete or asphalt-related pedestrian trip hazards.

OTB Suggestion: Make friends with your (most sober, reasonable, cooperative) Streetwise Frequent Fliers, who hang around the interiors and exteriors of your library. Ask them to self-police themselves and to help keep the peace in and around “our library.” Sometimes street people can speak the necessary language to other street people in ways where the peer pressure can support your efforts to keep everyone safe, without needing to involve Security or the Police.  

OTB Suggestion: If you have overnight sleepers or loiterers who won’t leave (and the police can’t or won’t help), what about doing what convenience stores and gas stations do and play loud classical music through speakers mounted on poles outside? 

OTB Suggestion: Consider installing parking lot gates and lock the gate at the end of the night? This is a big step and it may require discussions, approvals, signage, new policies about cars left inside overnight, legal opinions, and even public comment. You’ll also need someone to unlock and lock the gates, seven days a week. This should be done by employees from your Public Works, Parks Department, Maintenance Department, or your security guards, not by your library employees.

If you have a large parking lot to secure or your library is adjacent to a multi-story parking garage, these can present additional security challenges that I will address in a future Library 2.0 column (probably called The Perils of the Parking Lot: Part 3 because I don’t have much imagination).

By Dr. Steve Albrecht

On February 18, 2020, two 13-year-old boys allegedly lit a fire in the Children's Section on the top floor of the two-story Porterville, CA library. They fled, as did the other patrons and staff in the building, who all got out safely. Unfortunately, two Porterville Firefighters, Patrick Jones, 25, and Raymond Figueroa, 35, died while fighting the blaze. The two teenagers, who were released in August 2020 to home confinement, face charges of conspiracy, murder, and arson that could put them in the California Youth Authority until they are 25. The library housed 77,000 books and was built in 1953; it did not have fire sprinklers.

According to a story in the February 19, 2020 edition of The Sacramento Bee: "For two decades, the city of Porterville discussed the need to upgrade its 67-year-old library where two firefighters were killed Tuesday. The structure was so old it lacked the fire sprinklers required in modern buildings and had numerous other structural problems, according to city officials.

"A library assessment commissioned by the Porterville City Council in 2008 said that the building whose original floor was built in 1953 'is in relatively good shape,' but several repairs including a fire-reporting system 'must be addressed.' The report recommended a smoke alarm system directly linked to the fire department central station."

"With the renovation, a fire-safety upgrade is required," the report says. "A smoke alarm system with central station reporting is a good inexpensive solution. Its estimated cost is $25,000.'"

"It's not clear if any of the fire alarm upgrades were made following the 2008 report."

"The library is so close to a fire station that the risks seemed minimal, said Edith La Vonne, the chairwoman of the Porterville Library and Literacy Commission. The back wall of the library butts up against Fire Station 1," La Vonne said. "They're just around the corner, so for me the proximity to the fire department ... I happen to know they're extremely efficient. They're good. They're well trained and so a fire never occurred to me."

"The 2008 report noted other problems with the library building. Water had damaged the roof in the northeastern corner and the building's foundation was sinking in places due to being built on poor soil. "Electrical service is maxed out and requires an upgrade," the report said. "The suspended ceiling is not braced for earthquakes."

"The original 3,824-square-foot building constructed in 1953 was expanded in 1974 to two stories, adding 6,100 square feet to the library, according to the 2008 report.”

(https://www.sacbee.com/news/california/article240433646.html#storylink=cpy)

This tragic story should remind all library leaders and all library employees about our collective need to pay careful attention to a fire as a rare but catastrophic event (like the rare possibility of an active shooter in the library). We need to have written and practiced plans in place and still prepare for an unlikely occurrence. The likelihood of a library fire can be estimated on many factors: staff vigilance about not allowing smoking or watching for signs of arson (especially possible from mentally ill patrons or children); the age of your facility (newly-constructed buildings are much less likely to catch fire or burn); the installation or absence of water sprinklers, smoke, and heat sensors; a building-wide fire alarm system with audible alarms and a public address system to be used to notify all staff and patrons to evacuate; and the proximity of the fire department and its number of staff. 

This last issue is the most surprising to people. According to a 2014 report from the National Fire Protection Association (NFPA), about 70 percent of America's firefighters are volunteers, and 85 percent of the nation's fire departments are all or mostly volunteer. The smallest communities — those with fewer than 10,000 residents — are almost always served by volunteer departments (https://bit.ly/38cfWbL). The majority of fire stations in the US are staffed by a full-time, paid Fire Chief, one to three Assistant or Battalion Chiefs, and the rest is made up of volunteer firefighters. For rural libraries, there may be a substantial distance and delayed response time by an all-volunteer Fire Department.

As library leaders consider the vexing issue of a building fire, they should discuss and verify:

• The marked location of evacuation routes, for patrons in the front and employees in the rear.
• Moving children, elderly, or disabled patrons out of the building, quickly and safely.
• Having more than one fire drill per year (follow our K-12 schools, who do several).
• Being vigilant of any hazardous materials (hazmat) in storage areas, janitorial closets, kitchens or break rooms.  
• Keeping all gas, electrical, utility, and IT Server rooms secured.
• Being aware of any potential chemicals or flammables on site.
• Constant awareness of children or teenagers playing with lighters or matches.
• Reporting any arson threats or attempted arson by disturbed or disgruntled patrons to the police. 
• Vigilance by staff to enforce "No smoking" by patrons (cigarettes, pipes, cigars, and vape pens).

For professional advice on this issue, I consulted with my colleague, Robert May, JD. Bob is not only an attorney but also a former Fire Chief for two southern California agencies. He teaches fire leadership and emergency operations management for various fire administrations in the state of California. He is the CEO of Mainstream Unlimited, a firm that specializes in risk management consulting, onsite training, webinars, and site security assessments. He can be reached at www.MainstreamUnlimited.com.   

Here are Chief May's thoughts on keeping libraries safe from fires:

"Libraries can pose a challenge when it comes to fire and life safety. The buildings are potentially high-occupancy facilities with hidden dangers. Employees and visitor safety are critical. Besides the life safety exposures, the building can house irreplaceable books, priceless valuables, and historical artifacts. It's not uncommon when a library is involved in a fire for the damage to be significant. These buildings pose a high risk to the entity that owns and operates the building, which could be a city or county, a landlord, or a property manager. All libraries must be outfitted to prevent or reduce damage and allow the safe evacuation of employees and patrons."

"The first step is to determine the high-risk areas of the building. This would include areas where: 

• Exhibits featuring highly combustible materials like paper, wood, or textiles.
• Exhibits featuring preserved specimens housed in alcohol or other flammable liquids.
• Tightly-packed rooms with exhibits or bookshelves.
• Rooms housing materials easily damaged by smoke, soot, or water.

An important factor in preventing a fire loss is through the maintenance of a good fire prevention program. The fire protection program and accompanying policies need to be in writing and updated periodically. 

Management and staff responsibilities need to be defined, and fire prevention procedures need to be established. This program must be based on a high standard of janitorial services, housekeeping, orderliness, maintenance of equipment, and continuous staff training and awareness in both recognizing and eliminating fire hazards (ignition and fuel sources).

To help in the reduction of these exposures a fire protection plan is needed. A fire protection plan should have these goals in mind:

• Preserve documents, data, artifacts, exhibits, and equipment.
• Reduce smoke and soot contamination.
• Reduce water damage caused by onsite protection or fire hoses.
• Have a safety plan for the evacuation of staff and visitors.

"More important than the preservation of the archive and library and its collections is, of course, the safeguarding the lives of its staff and patrons. Life safety must always come first. Library management must ensure that employees know what to do in the event of a fire."

• Make sure they know what the building fire alarm sounds like (bells, horns, chimes, speakers with recorded instructions). Fire drills should be conducted at least twice a year.
• Ensure employees can hear the alarm. Extend alarms to locations where the alarm cannot be heard and make provisions in the interim to alert employees in those areas.
• Ensure all employees know their primary and secondary exit routes. Every archive and library should have an evacuation plan and provide it to all employees. Walk through exit routes to make sure they are clear and available for use. Conditions may change daily due to construction, renovations, repairs, etc.
• Egress paths are not obstructed by storage, etc.
• Exit doors are accessible, unlocked, and not blocked from the other side.
• Exit signs are operating and visible.
• Emergency lights are functional and adequate to illuminate the exit paths in case of a power failure.
• Staff knows where the meeting point is outside the building so they can be accounted for.
• An introduction to fire prevention is given to all new employees.

Chief May concludes by saying, "No library institution is immune from fire. Library leaders need to ensure they develop plans for dealing with the fire threat. If they do not do it, it places the building and its occupants, visitors, and collections at risk."

Your best ally in the process of keeping your library safe is your local Fire Department. Call the Fire Chief and/or the Fire Marshal to set up a meeting and ask for a full inspection of your building. Follow the recommendations – equipment, policies, training, drills – of your fire professionals. 

By Dr. Steve Albrecht

Normal people either park their cars in the library parking lot or pass through it walking on their way to the building. Scary people use the library parking lot for more dangerous, illegal, or threatening reasons.

As the operators of the library building, we also have an extended legal duty to care for the appearance and safety of the parking lot and must pay attention to what goes on there. That doesn't mean you have to move your desk to the parking lot and sit watching what happens, but since the parking lot is the place where our "invitees" (our patrons, customers, vendors, and visitors) make their access to our building, we can't ignore what goes on out there.

There is a concept in the law known as "foreseeability" and while I'm not a lawyer and I'm not here to give you legal advice, the definition is important to us. Foreseeability means "a reasonable anticipation of the possible results of an action, such as what may happen if one is negligent."

In civil cases, this often means you "knew or should have known" something bad, dangerous, or injurious could happen or will happen. Yes, this means we have to be able to predict the future, especially if one or more accidents or incidents would lead a "reasonable person" (and that phrase pops up a lot in court) to believe a crime or an accident could, would, or did happen based on the conditions in the area.

In other words, if there have been a lot of robberies in your library parking lot over several years and a patron is robbed and injured, he or she can sue us (often successfully) by saying we had prior notice of these dangerous events going on and we did nothing to mitigate that risk.

Mitigating the risk of a robbery would mean we have regular patrols by our security officers and local police; we would install bright exterior lights, signs, and cameras.

Of course, installing those anti-robbery measures will not guarantee a parking lot robbery won't happen, but it makes our position much easier to defend in civil court if it does. This goes back to the theme that we recognized problems, took the best steps we could to prevent them, and try to run our business operations by minimizing the likelihood that they could occur.

So that said, what impression do you get when you drive in and park and walk to the building, especially if you were a first-time visitor to the parking lot? Does it feel safe, inviting, clean, where a crime is highly unlikely based on the design and who uses the space? Or does it feel unsafe, dark, dirty, and the area has a history of criminal activity attached to it?

One way to know what is going on in your neighborhood is to do an online search for crimes in your neighborhood, or if your Police or Sheriff's Department has a Crime Prevention Unit, the civilian staff can provide crime history reports for your specific address in particular and for your zip code in general. The results - ranging from "We're doing well here" to "Uh oh" - may surprise you.

The list of potential parking lot safety and security issues is surprisingly long (but not to me, who has seen all of these things outside the library windows):

• car break-ins
• car thefts
• car vandalism
• gasoline thefts
• building vandalism
• drunks and drug-users hanging around
• drug sales
• drug overdoses
• medical emergencies
• loud music from loiterers or cars with the windows down
• littering, trash, broken bottles, used syringes, graffiti on the asphalt, fences, windows, and buildings
• robberies and muggings
• sex crimes, sexual assaults, indecent exposure
• using the parking lot as a public bathroom
• carjackings
• assaults, fights
• noisy arguments and long-running disputes
• gang activity, fights with rival gangs
• teenagers harassing patrons and bullying other kids
• drive-by or run-by purse snatchings
• loitering and congregating to intimidate patrons from using the library
• domestic violence-related fights, assaults
• child-custody disputes during court-ordered dropoffs
• hit and run drivers
• car accidents
• car vs pedestrian accidents
• theft of water or electricity from the library
• theft of sprinkler heads, copper pipe, or copper wire
• sleeping in cars during the day and camping overnight
• trespassing through the lot after being banned from the library
• crime casers, preparing to do something

Whew!

That is a long list of potential problems. A small number of these issues can be addressed with the right signage, lighting, cameras, and employee vigilance. Most of them will need to be handled by library security officers (if you have them), working with the local police or sheriff. Your local officers or deputies should certainly be proactive to address a lot of these behaviors before they turn into crimes. The aftermath of the crimes will require a law enforcement response.

In Part 2 of this discussion, I'll talk about the best, safest, and most cost-effective ways we can address this list of possible or potential parking lot perils.

By Dr. Steve Albrecht.

When I teach my workplace violence prevention program for my range of public or private-sector clients, one of the things we discuss is the value and importance of paying better attention to who comes into our buildings and why. If real estate is all about location, location, location, then keeping employees safe at work is all about access control, access control, access control.

One of the examples I use in training to illustrate how things aren't always what they seem when it comes to vendors is a slide featuring a photo of a brown UPS uniform shirt, pants, and socks. The group identifies the uniform as belonging to and worn by every UPS driver they've ever seen. I then tell them I took that picture because I bought that same uniform at a thrift store. The training participants are quite surprised to hear there is no national restriction on buying any kind of uniform. You can buy medical scrubs, military camos, and even patches for a police uniform.

I complicate the UPS uniform scenario even more by asking, "Do you think I could wear this uniform and walk into almost any business pushing a hand truck and breeze right past the receptionist or security guard? Could I get into almost any business dressed this way and no one would ever think to ask me to show my UPS employee ID card? Have you ever even seen a UPS driver wearing an ID card? I've seen FedEx drivers wearing them around their necks, but I can't recall ever having seen a UPS ID."

One of my gym partners works as a UPS driver and he has no specific route. Because he has only been with them for a few years, he doesn't have much seniority and still works as a relief driver. That means he covers for other drivers who are on vacation or sick. He drives a different route nearly every day or the same one for only a week or two at a time. I asked him, since he is not the usual driver for businesses who are used to seeing their same driver nearly every day, does anyone ever ask him to identify himself? No, not once ever, he says. Everyone just waves and goes about their business as he goes about his. He rolls his hand truck into their back rooms and does his pick up and delivery thing.

Could someone wearing an "official-looking uniform" walk into your library, go back into the employees-only area, and gain access to expensive, valuable, financial, proprietary, or protected items? As a Security Guy, this is the kind of thing that keeps me up all night, worrying.

There are certain people we invite to use the public entrance side of our library, mainly patrons. Certain people also use the private entrance side of our library, mainly employees. Then there are those who we permit to come from the public side to the private side. This includes regular vendors - book deliveries, copy machine repairs, the good folks who refill the soda and snack machines in our break room, FedEx/UPS drivers, janitorial services, and the like. We may have irregular vendors, like maintenance or repair workers, plumbers, electricians, carpet cleaners, etc. And we may have visitors who are employees of our city or county, if we are connected to a city or town and not an independent, stand-alone library system. This could include everyone from Public Works employees, Facilities employees, IT employees, couriers from our Finance Office, and regularly-scheduled delivery people who work for the same entity as we do.

We could have visits from elected or appointed officials from our own community or neighboring cities or towns; our city attorneys, county counsels, town attorneys, district attorneys, and similar legal people; and we could have visitors from our Friends of the Library or Library Board members.

On the public side, it's quite common for Library Directors or their deputies or department heads to have meetings with patrons. Most of these meetings are cordial and problem-free; some are hostile and volatile, based on the high degree of emotionality the patron brings into the meeting room. During one of these confrontational meetings, where the patron starts shouting and won't lower his or her voice or end the meeting and leave the room, I'm certain every director has had that sinking feeling inside where he or she thinks, "I should have met this person out in the library, not here on the second floor, way back in the back of the building, where what's happening in my office right now is not heard by anyone."

All this speaks to the need for a Vendor/Visitor Control Policy. We don't need to have every person sign a Visitor Log, but we do need to quickly and effectively screen everyone who comes in wanting to do work, have a meeting, or otherwise go "behind the curtain," from the frontstage part of our business and building to the backstage parts.

Here are our Vendor/Visitor Rules of Thumb:

• Ask all City/County employees (including all library employees) to wear their visible photo ID while inside your building. This helps to tell employees and patrons who is who.
• All regular delivery people need to be acknowledged and recognized by at least one library employee, who knows them from frequent contact and can send them into the back. In other words, someone should quickly vouch for them with a hello or a head nod. No vendor should breeze right past and go into our back areas without being seen by at least one library employee.
• No one-time vendors or vendors who come to the facility on an irregular basis should be allowed to enter the back offices or be left alone in those areas without an employee escort. If they need to wait before they can do their work, ask them to wait on the public side of the facility. (Some "salespeople" are not always who they seem, so better safe than sorry.)
• Any visitors - including other City/County employees, patrons, elected/appointed officials - should be asked, in a polite and matter of fact way, to sign our Visitors Clipboard. This clipboard should include their name, title, the person they want to see, and when they arrived and left. Since it has been nearly 20 years since the 9-11 attacks, this should not be a burden to most people, since it is done routinely at many other professional and governmental buildings.
• All visitors need to be walked back to inner office appointments by a reception staff member, library staffer, or met at the transition door (between our public side and our private side) by the person who has the appointment with them.
• Train and remind all library staffers not to bring angry or unstable patrons back to meet with senior leaders. Have them either call the back office to have the supervisors, managers, deputies or assistant directors, or director come out and meet the person, or preferably, to set an appointment to meet the next day. Time heals a lot of anger and the patron who is irrational and unreasonable today might be much more agreeable 24 hours from now.
• Staff members should brief their bosses as to the issue that the patron wants to meet about and give an assessment of his or her levels of anger and cooperation. Any concerns about volatility, now or the next day, should mean that the library leader meets with the patron on the public side of the library and not in his or her office, or even only over the phone.
• When meeting with really angry patrons, have a colleague participate in the meeting as well, for "safety in numbers" reasons, and to witness the discussion.
• The time to think about creating or updating your Vendor/Visitor Policy is before you have an incident that tells you what you should have done.