I think I have finally figured out why lawyers don’t like social media. Typing.Yes, typing. Many of the lawyers of a certain generation are used to handing over dictaphone tapes, orating from behind podiums or simply taking handwritten notes on a legal pad. They can’t be bothered to type.Now, with the “burgeoning” of technology into all kinds of platforms that require hen-pecking, these lawyers are at a loss and “can’t be bothered.” These are the same attorneys who don’t know the difference between Outlook and Internet Explorer.I’m so glad my dad made me take typing classes.During that pro-feminist era, I scoffed at what I thought was his preparing me for a future as a secretary. Little did I realize that my dad was one of the first computer administrators of his generation—he got his Masters in Mathematics back in 1960. I have a hard time of conceiving of a Masters degree in Mathematics; pretty heady stuff. He saw where the world was going and he knew how important typing was going to become.He was ahead of his time.So programs like Skype or 8pen may offer the solution these attorneys need. But I don’t think so. I have found both of these programs to be a bit challenging.The best solution?Vlingo, a dictaphone app built for BlackBerry phones. It works across a number of platforms including text messages, Twitter, Facebook, BBM, Yahoo and Windows Live. Plus, it will read your incoming messages to you.So, see, you less tech-savvy lawyers can participate in social media too.Now we just need to teach them how to download an app …

I recently bumped into some old colleagues of mine and we were talking about the changing face of knowledge management and library departments in law firms. We talked about how there really is no one-size-fits-all for these departments; each should evaluate itself in its current space, and assess the best place for it to be in order to bring the most value to its organization. This discussion got me thinking about all the changes that have occurred in just the past five years in the world of law firm business units and business structures — marketing, library, finance, and IT departments have now morphed into countless variations, with each firm creating, modifying, re-shaping, splitting, and merging departments in increasingly creative ways. Knowledge management, client relations, competitive intelligence, business development, and alternative fee management are just some of the newly named departments, and each firm structures these in its own way: some of these become their own departments, some become merged and re-named departments, some become sub-departments of another department, and some are not formalized departments at all but represented by one or two professionals who report to a related department. The variations are truly endless, but more importantly they are constantly changing. What works for you today may not work for you a year from now. And there’s the rub: to be successful and to help make your department successful, you must expect change and evolution. Think of it as versions 2.0, 3.0, and 4.0 of your department. As you have more information about what works and what doesn’t, what your internal and external clients need and what they really don’t, you can refine original ‘features’ (services), add new and better ones, and generally become a stronger, more effective department. You may not know today what new features you’ll be adding in a year or two, but expecting those unexpected changes will ensure you continue to provide the best service you can to those around you.

Treading in to what is normally the Cheap Geek’s space, based on a series of conversation with Scott, Kingsley Martin and our library team, we developed an idea we think may bring high value to law firms and breathe new life into the role of the legal librarian.
We are faced with the challenge of deploying a next generation, analysis-level knowledge management (KM) project. I have previously posted on the evolution of legal KM, moving from Search to Collaboration and into Analysis. It’s this Analysis KM stage that I find very interesting. The challenge comes about in how to implement Analysis KM. This is no longer simply a system you implement and market to the firm. Following on Greg’s excellent post last week, this is not your pretty interface KM. Instead, Analysis KM requires a new kind of human participation.
Adding another layer to this thought process – the major difference between US and UK legal KM has always been focused on the role of humans. In the UK, KM is human centric via the use of Practice Support Lawyers (PSLs). In the US it’s been technology centric. My sense is that both sides have tried to co-opt the other’s approach into their own, but only with limited success. A nice middle ground would seem to be KM that leverages humans and technology in a new, higher-value way.
Enter the Legal Librarian.
In exploring the use of KIIAC (Kingsley’s wonderful, magical new KM tool), we struggled to find the right kind of owner within the firm. By chance, Scott and I presented to our Library Team this week on developments in the market. One question we received was “How can we help?” Which lead us to the epiphany in question: Why not use librarians in a quasi-PSL role to become the experts on Analysis KM applied to specific practices?
Our initial exploration of this idea is very promising. Librarians are very well suited to this role, both in terms of knowledge and skill-sets. Additionally, they are not as bound to the billable yoke and are therefore able to consistently participate in a project like this.
And the librarians? So far they love the idea. This puts them on the cutting edge of the practice of law. We’ll see how this evolves, but so far, so good.

More than once I have been asked, “Where should law firms be in the social media landscape? Facebook or LinkedIn?” And, by coincidence, a colleague circulated a blog posting from Entrepreneur.com, “Thoughts on Twitter Versus Facebook for Business.” Which made me thing, “heck, I should write a post!” (Plus I ran into fellow Geeksters @gnawledge and @glambert; they hassled me about not posting anything lately.) So here are my thoughts: Facebook Every business that I have seen on Facebook is either for consumer goods that have masses of people from the general public going through their doors (i.e. restaurants, car dealerships and services, banks, food, gas stations, clothing stores) or seriously need to manage their brand (oil companies, government). The few professional services that I have seen on Facebook use it for either alumni or recruiting purposes–a capability that is easily duplicated on LinkedIn. Facebook has some interesting functionality: their new groups feature is nice. I was able to quickly create a private group where my friends and I can swap updates, photos and links. Very user-friendly. LinkedIn I see all kinds of businesses on LinkedIn: mom & pop companies, art galleries, professional services, manufacturers. With the new functionality that LinkedIn is beta-testing with companies, I think we can look forward to some very robust features in the near future. I have had the privilege of talking to a few of their reps a couple of times and I continue to keep an eye on their new offerings. Plus, you just can’t beat LinkedIn for offering a professional environment for posting your profile. No incongruous, dicey-looking ads run adjacent to my face offering to give me a “web analytics certificate”. At least LinkedIn’s ads are playing with the big boys, like Microsoft. Plus, they keep growing their profile features. I really like the new “Skills”, “Patents” and “Publications” sections. It’s a great place to showcase deeper skill sets. And LinkedIn’s Groups have been around for some time, while Facebook has just recently added this capability. LinkedIn’s group functionality is pretty robust. Facebook’s isn’t bad either. It’s just that LinkedIn’s is going to give you better access to the types of professionals that law firms are going to want to make contact with. Plus it has a daily or weekly digest e-mail–a feature that Facebook doesn’t have. Twitter Now Twitter is my drug of choice. I do the other two because, well, its my job. But Twitter? Twitter is amazing. I can find out the most obscure things I never would have found otherwise. I learn things faster. I see more. I meet more. And its just weird because, technically, it’s the least flexible. And, the other thing about Twitter is that nobody uses Twitter. We are all using one of the third-party apps like TweetDeck, Hootesuite and UberTwitter to access our accounts. I particularly like TweetDeck because I can set up customized columns to follow certain interests like News, Law or Ashton Kutcher (sorry, he has to be mentioned in some form on my posts). I was (and continue to be) really pleased that I was one of the first to bring our business into this particular sandbox. And we are still going strong. And I continue to be amazed as to who is interested in what we have to say. Twitter is viral marketing at warped speed. If your 140-character message is potent enough, it can go around the world in minutes–it can even cause a whale to fail. Law firms should look at Twitter as a branding tool. After measuring, posting and reading Twitter for over 3 years, what I have come to realize is that Twitter gets me out there into the collective conscience and in front of people that I normally would have never met. I have been recognized solely by my Twitter profile. Bottom Line Why not? Why not go ahead and post on all three? Sure, you got to be smart about it. Follow the rules, have a disclaimer, don’t misrepresent yourself or your firm. Just try it. Lawyers tell me all the time that they just don’t get it. And I have a hard time explaining it. Believe me, I was just as skeptical–I am a lawyer, after all. But after just a few weeks in every single one of these environments, I have been amazed at what I have received and learned. People are generous. People are kind. People want to connect. Sure, there are smarmy folks out there. Believe me, I see them every day. But I see smarmy folks all the time, every where, not just online. We have all learned to filter in real life. Now we just have to learn how to filter online. Come on; get out on the dance floor and dance. Don’t be one of those guys who stands against the wall, trying to look like they are too smart/cool/rich to dance. Because if you don’t dance, you will never get to meet that special someone. And they just might be that golden goose you’ve been looking for all this time …

I’m sitting in tomorrow on Rich Leiter’s Webinar/Podcast, where we’ll talk with Lawyer, Writer, Law Professor, and all a round deep-thinker, Richard Dooling.

Doolings’s latest book, Rapture of the Geeks: When AI Outsmarts IQ, discusses (and makes fun of) a number of scientists, technologists, and lawyers and he seems to be either a very smart person… or a complete lunatic. I’m hoping for a bit of both.

I had to laugh, though, when I was reading a 2008 review of his book in ARS Technica  and the “two-page” review ended page one with this quote:

“Which brings us to the Cylons”

What a hook!! I had to go to page two to see how the Cylons came into play, and I decided right then and there that I needed to borrow that for a blog post title!

Within a few minutes, I read this review, had a long talk with my E-Discovery support person, and got the email from a friend about an xkcd.com cartoon and diagrams from This is Indexed (both of which are worthy of a spot in your RSS feed!!)

My brain immediately came up with this Venn diagram:

Mark Gediman says that The Borg would be a closer relation, but I told him that I’d have to take out the “Religion” circle to make it truthful.
So, tune in at 2:00 PM Central (Nov. 5th) for LawLibCon 15 with Richard Dooling.

In an era where the business model seems to be “do more with less”, improving productivity is important in achieving this goal. We’re all looking for tips and suggestions that others are using to increase productivity, so we thought we’d compile a few from different perspectives on this question:
What is something you can do immediately to be more productive?
One of the common themes this week seems to be the “to thine own self be true.” Many of us suffer from overexposure to information (distractions) or opportunities to divert our attention from the task at hand.
Thanks to all of our guest contributors this week. Next week’s Elephant Post question is at the bottom of this post. We’re always looking for different perspectives, so read through this week’s contributions, then take a look to see if you’re up to the task of adding in your 2¢ on next week’s Elephant Post.
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Library Perspective:
Need to be more productive? Just ask the people actually doing the work!
One of the things that I tell my staff is that they have the best perspective on what does and what doesn’t work in our department. If I tell them to do something, and it causes more problems than solutions, then they need to speak up and suggest alternative ways to accomplish the objectives.
Many times they suggest processes and procedures that I would have never thought of because they are exposed to things that I’m not. It just makes sense to do this, but sometimes it is easier to just give unproductive instructions than it is to ask for feedback and adjust. On the other end of the spectrum, sometimes it is just easier for those doing the work to simply follow inefficient instructions than it is to stop and suggest better ways to do it.
Now, this doesn’t mean that every suggestion is feasible – remember, you’re the leader, so the results are still your responsibility – but most of the time the suggestions are spot-on. If you need to increase productivity immediately, then take a few minutes to get feedback from the troops on the ground.
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IT Perspective:
Need to be more productive?  Stop looking at your email!
Note: These same tips apply to social media.
Email, or the anticipation of email, is probably the biggest time killer in modern day.  By limiting how often you check your email, you will save loads of time and you will have better focus.  Try  limiting how often you check your email to two or three times a day, unless you are expecting an important email.  If you have an important email, deal with it and move on.  Otherwise,set aside thirty minutes in the morning and thirty minutes in the afternoon to deal with emails that you did not respond to earlier in the day.  
By scheduling this process you will, over time, retrain your mind to stay focused on the task at hand.  Obviously, this technique will not work well for a service desk where there is an expectation that the email is being constantly monitored, but for most of us, it will give you back time in the day and improve your focus.  Here’s another email tip, if it will take more than five minutes to read and respond to an email, consider picking up the phone instead.  A phone call might take longer than responding by email, but it will lead to better communication and better communication will save you time.
Give it a try and let me know how it goes.  If it works well for you, I might even try it.
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AFA Perspective:
Need to be more productive? Old fashioned Prioritize and Delegate
A significant challenge with AFAs, is the pull to do work beyond the AFA to try to make it successful.  An excellent example of recent interest is Legal Project Management (LPM) and the related efforts around it.  A high value I feel I bring to any position is the willingness to do whatever it takes to get things done.  In my current role, that was initially a very valuable asset, but has since become a liability.  Now there are so many interesting and fascinating rat holes to run down I don’t know where to begin.
So the correct answer is to not run down them.  If they are indeed valuable, I need to find the right resource and pass the project on.  This approach will be fighting numerous instincts to hang on to valuable projects.
But as Scott has said over and over, it’s the sharing thing that has value.  And so I will …
Bottom line: stop trying to do everything, become more productive by focusing on the highest value efforts.
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Online Marketing Perspective:
Need to be more productive? Work from home
On the occasions when I have had to stay home to wait on an electrician, floor installation or appliances, I have always been able to perform twice as many tasks–sometimes even three-times as many tasks–than I do at work.
Not only are there lots of distractions at work–impromptu visits, telephone calls, water cooler sessions–the commute sucks up time.
The best part of my job is that it is all about the web. Ergo, all of my work is on the web.
Meetings, phone calls? Today, technology addresses all of these. I’ve taken meetings at the airport, while waiting for a cab and from a remote cabin in New Mexico.
Technology.
It’s an amazing thing.
___________________________________________
Library Perspective:
Need to be more productive?  Tap into your passion.
When I started thinking about this question, my initial response was to stop spending time on Facebook, Twitter, etc.  But, the more I thought about it, my answer really is to schedule time for all different types of activities, including things like social media.  It is easy to get caught up in whatever is happening on a given day.  It is important to block off, find or make time in the day for things that would otherwise fall off the radar or get moved to the back burner, like writing, innovative thinking, professional reading and establishing and strengthening relationships.  
I have found that when I do these kinds of non-urgent things, the benefit I get from doing them far outweighs the time that I spent on them.  A 10 minute meeting with an innovative thinker in my firm might spur ideas in me for my department and get me motivated to develop and work on them.  Keeping up on a conference I couldn’t attend through a Twitter feed may give me an idea for an article or a presentation, or even just provide me with some key quotes or “nuggets” to save and use at a later date.  
I think as we are asked to do more with less and increase our productivity, we need to find and tap into our passion.  This is what will really allow all of us to be more productive and successful leaders within our organizations.
___________________________________________
Knowledge Worker Perspective:
Need to be more productive?  Use the right hardware and software.
You can never be too rich or too thin – or have too much screen real estate.  When I travel, my biggest productivity drain (other than airports), is having to work exclusively from the screen of my notebook PC.  In my office, I have an external, virtualized 19” monitor.  Dual monitors make a huge difference in productivity; I’ve seen studies that say up to 15%.   I set up all my open applications so that I have instant and random access to each with a click of a mouse.  Plus I can drag information across open windows on the two screens.  But wait, there’s more… some work just requires a big screen.  For example, I am working on a big spreadsheet this week where I maximize Excel on my 19” monitor, which let’s me work much faster.   
Even if you are rich, thin, and have a lot of screen real estate, you probably struggle to keep track of all the miscellaneous information in your professional and personal life.  I use Microsoft OneNote for this, including keeping notes on phone calls, planning conference presentations, taking notes on materials I read or review, and managing my to do list.  The tabbed interface – both vertical and horizontal – makes organizing information easy.  If that’s all those tabs are not enough to find what you need, the built-in full text search is great.  Oh, and did I say it’s also the best outlining program I’ve found.  My friends and reviews tell me that Evernote is a good competitor that has similar functionality.
___________________________________________
Lawyer Perspective:
Keeping Focused on the Web
Most of my work is on the web, and I find it’s easy to get lost down the Rabbit Hole if I don’t have a system in place. I use browser windows to manage my workflow: I keep one open for email, Facebook, Reader, and other sites that I use constantly throughout the day. That’s home base. I open separate windows for each project I’m working on, and tab the pages I need within the window. For example, I’ll have a window each for a blog post draft, different product task lists and associated documents, legal memos with open tabs for research, etc. I minimize everything except the project I’m working on and home base. This does two things for me: allows me to quickly find the appropriate documents by project, and keeps me focused. I find that it’s too hard to tune the noise of the Internet out otherwise.
I also keep a “Things to Read” window open at all times–if I stumble on something that looks interesting or useful, but not needed for the task at hand, I tab it in this window. When I’m eating lunch, need a mental break, or have a few moments of quiet, I hit that tab. I find it’s helpful to always have something at the ready if I have some down time–it prevents me from going into a gossip blog or Facebook timesuck.
______________________________________
Competitive Intelligence Perspective
Your Alert is In
The deluge of information out there can make anyone’s head spin. Especially if your job is to read it, digest it and pass on the salient bits to someone else to use in their decision making process.  My trick, is to set up and use monitors, alerts and other tools made available through your paid subscriptions or even free alerts from Google for example, to stay on top of companies and issues you are monitoring. Let the info come to you….
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Knowledge Management Perspective
Re: re: fwd: re: fwd: fwd: are we on for lunch this fri? (omg, can you believe that meeting?!) ok, thanks. let me know.
Use brief and meaningful subject lines that reflect the content of each email message you send. If you’re emailing a colleague with substantive work information, with a request to meet a deadline, or with any other information that she might want to reference later, use a subject line that will help her find that email when she needs it. Taking the time to edit subject lines might take an extra few seconds of your time, but will help make your colleagues more productive when they need to find your email, and will help make you more productive when you need to find their reply.
______________________________________
Next week’s Elephant Post:
How do you market your department and yourself within the firm? What works and what doesn’t?
Wouldn’t it be great if we could all just sit back and let the world come to us for help? Unfortunately, for most of us, it just isn’t that easy. Proper marketing of departments and individuals can make sure that we show our importance within the firm, and let others know what our strengths are (rather than just handing out busy-work.) Let us know what kind of marketing you’ve done, and the success (or failures) that followed.If you have an idea for this weeks post or a suggestion for next week’s question, then send me an e-mail to discuss. If you’re not an email type of person, you can send me a Direct Message via Twitter at @glambert.

Sometimes comments just need to be made into their own postings. Such is the case with Ayelette Robinson’s comment to my post earlier this week on my disappointment with the direction Knowledge Management has taken in law firms. Ayelette took my challenge of calling me an ignorant **** and telling me why my argument doesn’t hold water.

There are others out there telling me I’m wrong – not as bluntly as Ayelette, of course – such as Mark Gould and Ken Adams.

[Guest Blogger – Ayelette Robinson]

Greg, you ignorant ****. Being sad about KM practitioners using new tools to implement old ideas is like being sad about the advent of the web because we used to sit by the radio to listen to the news. Preparing forms might have been an appropriate first step for KM, but the KM industry should not be limited to form maintenance any more than information distribution should be limited to the radio. Identifying, centralizing, and re-purposing knowledge is what KM is about, and that extends to all information needed for the business and practice of law: documents, clients, matters, finances, expertise, budgets, trainings, wins, losses, successes, failures, relationships, behaviors, memberships, projects, teams, overhead, tools, processes……..

And KM is certainly not defined by its audience. If knowledge is being re-used to make a process more efficient, that’s KM, whether it’s an attorney at your firm re-using the knowledge or a client doing so.

Are there law firms who still perceive KM as only forms creation, or who misunderstand how librarians can help promote KM? I’m sure there are. But KM has grown far beyond its infancy, and we should be looking at the teenagers to get a sense of where we’re going, not the toddlers.

As a side note, I noticed the various Ark tweets asking/suggesting/pondering whether PM should be/is/will be part of KM, and I have to admit I was confused by those. The boundaries between a variety of departments gets fuzzier every day (marketing, library, km, competitive intelligence), but PM and KM – while absolutely complementary – seem quite distinct: the former manages behavior, and the latter manages knowledge. Yes, there are moments when they dovetail, but their fundamental missions are fundamentally different.

Martindale-Hubbell released an interesting report this morning called “The Profitable Legal Department: How legal departments can prosper by generating revenue for their company.” The report follows the legal departments of DuPont, Tyco and Standard Life and reports on the success of each of their “recovery programs” that take a more aggressive stance to assert the company’s rights through litigation.

The report focuses on “how legal departments can cease to be viewed purely as a cost centre in the company and, instead, can proactively generate (or recover) revenue for the business to the point where it may even become a profit centre.” The theme seems to be that the financial crisis has caused companies to re-evaluate their legal departments and no longer be content with looking at them as purely an overhead expense to monitor compliance, but to revamp the department to be more vigilant in protecting the company’s Intellectual Property and other rights through legal action.

Derek Benton, Director, International Operations at LexisNexis Martindale-Hubbell, says that “The recovery program approach does not advocate increased litigation, rather a change of mindset for the business, from a passive approach of conflict avoidance, to one that asserts its legal rights to ensure that business-to-business agreements are honoured.” Perhaps that is splitting hairs a bit, but the part that caught my eye, and will probably catch the eye of in-house counsel everywhere was the fact that in “2009, four out of five DuPont recoveries were resolved without litigation and most without the need for outside counsel.”

The report concludes that taking an adversarial approach to the company’s rights is good business and it is time for in-house counsel to shift the way the approach legal matters away from defensive, and more toward assertive. “Few CEOs or CFOs will disagree with the concept of taking a proactive stance instead of always being defensive or reactive. Attack is a good form of defence and lawyers should, when possible, be adversarial. That is the nature of their job. It may mean embedding a culture change within their own department and within the business, but a good and successful recovery program will always pay dividends.”

Martindale-Hubbell has a free 36-page report detailing the approaches taken by DuPont, Tyco and Standard Life’s legal departments, including key points from DuPont on how a legal recovery program should be established and operated by a company.

I have to tell you that coming away from the ARK conference on Knowledge Management, I was a little disappointed with the direction that many of the law firms are taking with the idea of Knowledge Management (KM). Some of the presenters were showing products that were very “flashy” and useful, but weren’t really what I would consider “KM” resources.

Many of them were “Client Services” products… or were fancy dashboards attached to accounting or time and billing resources, but not really what I would think of when it came to capturing “knowledge” at a firm. Don’t get me wrong, these projects were very cool, they were very useful for getting information in the hands of clients or attorneys, but to call them knowledge management resources would be stretching the truth a little bit because they didn’t really capture and reuse existing firm knowledge in the traditional meaning of knowledge management.

The biggest problem with KM in a law firm seems to be the fact that those creating the knowledge (aka attorneys) either have to actively participate in the KM process, or allow for some type of automation in the KM process. Unfortunately, the attorneys seem to neither want to actively participate, nor do they want their information/knowledge to be automatically captured. This makes for a tough position for KM to be in.

There were two comments that caught my attention, and made me wonder if KM just needs to be scrapped at law firms altogether.

  1. When asked about “who” creates the documentation behind a firm’s model documents resource, the answer was that this would be a good opportunity for those in KM who were former practicing attorneys. (Translated: “You’ll need to have someone in KM do this, because no one else in the firm will.”)
  2. When discussing how the library can be advocates for KM in promoting the internal resources developed by KM groups in capturing firm knowledge, one of the members of the audience said that if he discussed these products to the partners in his firm, he’d be fired because no one is interested in this type of Knowledge Management resources.

As long as you have a cool dashboard to present information from third-party systems, and can tap internal financial or time and billing software, then you have a successful KM tool. If your dashboard requires anyone to actively participate, or give permission to automatically capture information being created by individuals within your firm, then abandon that project immediately. You’re only setting yourself up to fail.

The entire conference seemed to be about keeping KM relevant, by expanding the definition of KM and taking it in the direction of Law Practice Management, or Alternative Fees, Accounting and Financial Interfaces, or Client Development Resources. All noble things for a law firm to do… but again, completely outside the scope of what KM was meant to bring to the firm. As Mary Abraham put it in a tweet:

“Why is #KM obsessed with PM? Because desperate knowledge managers are searching for a raison d’être.”

As you can probably tell, I am a little depressed after hearing everyone basically say that in order to stay relevant, you need to abandon most of your objectives and principles and turn KM into something else. I’m hoping that I’m wrong.

It has taken me years to control my eye-rolling response to irritating on-hold message of “Your call is important to us. Please stay on the line.” Not to worry, though, I heard another version of this sarcastic message this morning. While trying to update my account at the gym – yes, the one that I haven’t actually been to in a few weeks – I had the following experience:

Me:   [Dial number, new credit card in hand]
Gym: Six-Pack Gym… can you hold, please?
Me:   Uhh…
Gym: Click — [Thumping Hold Music begins]
Me:   Sure, I’ll hold… hello?
Gym: [Automatic Message] Thank you for holding. Our customer service representative is currently serving another valued customer, just like you. Thank you for your patience. We’ll be with you shortly. [bass-thumping music begins again]
Me:   [eye-rolling response kicks in… with a slight shaking of my head — hey, that’s a new one!]

30 Seconds Later…

Gym: This is Fran, how may I help you?
Me:   I need to update my credit card information, please.
Gym: Oh, you can just come on in and update that information.
Me:   Uhh…
Gym: Thank you. Goodbye.
[Click]
Me:   ARE YOU SERIOUS?? YOU CAN’T UPDATE THAT OVER THE PHONE??
[that last part was an internal conversation with myself]
[Place receiver back in phone cradle… which was difficult because eye-rolling response was still going on.]

I guess I’m just going to have to fight back against my gym and start going there everyday this week and use two towels instead of one!! That’ll teach them about this “valuable customer.”

When I worked as a programmer, we used to have a saying that “making something was easy, but making something ‘easy’ was difficult.” I guess the same could be said for customer service. Saying that you’re a valuable customer is easy, but showing someone that they are a valuable customer — you know, like by updating credit card information over the phone instead of making them come to your store apparently takes some effort. This makes me want to take a look at my own style of dealing with my customers (aka Clients), and make sure I’m not just saying “valued customer”, but actually delivering valuable customer service.