Category Archives: Nightclub Security

The Sins of The Bouncer

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Human beings are imperfect. As a matter of fact, I have yet to meet anyone who didn’t exhibit a number of flaws in their character – including yours truly. From work ethic to fiscal responsibility to a short temper, you can bet that someone you know has an aspect of their life that could use a little work! As a matter of fact, the workplace is where many people’s faults and flaws are amplified or exacerbated. And your friendly neighborhood bar or nightclub is no different.

Unfortunately, the general public has a skewed view of bouncers. They’re seen as muscle-bound idiots on power trips who care more about hitting on girls and getting into fights than they do actually being helpful or keeping people safe. And, truth be told, that can often be the case! After all, stereotypes have to come from somewhere and many bouncers do NOT help to reverse the bad guy image.

I present to you…THE SINS OF THE BOUNCER!!!

Pride/Ego

You know the type: can’t be bothered to speak to their co-workers, only talks to the cutest girls, is rude to most guys (besides their bros, of course), and is more than willing to argue with the Manager – after all this is HIS door and no one tells him how to run it. Pride and Ego will get a bouncer into far more trouble than they can possibly imagine and will most definitely lead to trouble. What’s the saying? “Pride goeth before the fall”? Too much Pride and Ego will keep you from acknowledging your faults, learning a new skill, or admitting fault, and will definitely alienate your Patrons and Co-workers.

If you take pride in being known as the “asshole at XYZ Club”, just remember that XYZ Club won’t be around forever and you’ll probably need another job. Who’s going to hire the asshole? On the flip side, if XYZ does happen to be around forever, how’s your Ego going to react when a club-goer from 10 years ago comes by and says, “What, you’re still here?” Remember, you’re a Bouncer, not the Sultan of Brunei. Asking for help is not a sign of weakness, it’s an acknowledgment of gaps in your skill set and a willingness to be humble. Wanting to improve is a sign of self-awareness and a desire to grow. And humility will get you a lot farther than you think.

Violence

“I’m here to kick ass and chew bubblegum…and I’m all out of bubblegum” It is always easy to spot the guy or girl who is eager to go “hands on” with any Patron, is content when they can literally pull someone out of line, finds joy in throwing people out the Front Door with as much force as possible, and is definitely NEVER backing down from a fight. There are many, many, many individuals who see working in bar and nightclub security as carte blanche to release their anger issues or violent tendencies on unsuspecting individuals. What almost all violent individuals seem to forget – and maybe it’s a result of being hit in the head too many times – is that they are NOT going to be on the “winning” end of a fight…even if they win it!

Besides the moral issue of unnecessarily laying hands on people, there is the matter of being fired and sued for doing so…even if you may have been in the right! There is also the very real possibility of seriously injuring a Patron or co-worker or yourself; not to mention how bad your actions are going to make you, your co-workers, and the establishment look. And here’s a little tidbit for you brawlers to chew on: there are very, very few undefeated PROFESSIONAL fighters on this planet. I promise that you’re not going to be one of them.

Laziness

Helping the team pick up trash at the end of the night will not make anyone think less of you. Getting up from your stool to check IDs doesn’t make you look any less tough. Escorting a coworker to their car or helping a Patron into a cab is not going to take away any of your Instagram likes. Taking the time to learn what the new IDs look like is not going to make you worse at your job.

If you don’t want to work, don’t come into work. You aren’t doing the rest of the crew any favors by complaining, dragging ass, or mysteriously disappearing when it’s time to stack chairs. What many don’t realize about being lazy at work is that it actually shows. It comes across in your body language. Not only does it make you look bad to your boss but the Patrons will be able to spot it a mile away. They might not know what your job entails but they – and your boss – can spot a slouching, uninterested, half-asleep employee a mile away. Just stay home. No, really, stay home.

Impatience

No one said that dealing with inebriated individuals was easy. Or even fun. Well, ok, on occasion it can be humorous. But if you don’t have the patience to listen to someone repeat the same story 3, 5, 10 times…you’re in the wrong business. If you don’t have the patience to tell someone the same thing 3, 5, 10 times…you’re in the wrong business. We’ve said it a million times, dealing with drunks is like dealing with 3-year-olds: they’re annoying, they don’t listen, and they probably don’t understand what you want them to do. So you need patience.

Impatient staffers have the tendency to snap at Patrons, rush into situations without thought, and generally miss the entire point of what their boss is telling them. Being quick to action is not necessarily a fault but it can have devastating consequences. Taking a moment or two to surmise what is ACTUALLY being said or what is going on can mean the difference between apologizing to a Patron for almost throwing them out or apologizing to the boss because you threw out their drunk friend. Yes, people can be annoying. Yes, people will not pay attention to you. But taking a moment to formulate a plan, figuring out what to say before you say it, or having a little empathy for the frazzled Patron will make your job much less stressful and much more bearable.

Greed

When most people think of greed, they think only of money. But greed is by definition “…an intense and selfish desire for something, especially wealth, power, or food”. Greedy bouncers want more of something. Their thought is, “What’s in it for me?” For some, it is money: they take from the register, overcharge on the cover, demand money to cut the line, or pocket the tips that are meant for their co-workers. Others will want to jump ahead in job title, jockeying to become the Doorman or VIP Host or Head of Security, no matter what the cost. And some refuse to give up shifts or won’t work anywhere but where they will get attention and adulation.

The problem for a greedy person is that there is never enough. So they will do whatever it takes to get more, which in turn begets its own set of issues. You may be lining your pockets without realizing that someone is actually counting the register and expecting there to be X amount of money in there at the end of the night. Charging some people extra at the door may cause a ruckus up front when the Patrons – and your boss – realize that you are running a racket. Not giving up your shifts might mean that when you need a shift covered, no one is willing to help you out. There is no room for greed on a team. Greed takes you out of the team equation. Greed blinds you to the needs, concerns, and potentially the safety of others.

Have you considered that perhaps the Patrons will reward you financially – through continued business and tips – if you work with the team instead of only looking out for Number One? Or that if you give up the occasional shift, someone might actually turn to you as the go-to when they can’t make it in? Being a team player pays off in non-fiscal ways: it earns you the trust, respect, and confidence of others. And ultimately, that is worth far more than the extra few dollars in your pocket.

Lack of Knowledge / Lack of Training

 Now more than ever, security jobs are focusing on safety, security, and customer service. An individual working in a bar or nightclub in a security capacity needs training – be it on the job or in a classroom setting. The days of hauling someone into the alley and beating them about the head and ears are long gone. The days of liability, lawsuits, and punitive damages are most definitely here. Not knowing how to do your job properly may let an under-rage drinker into the bar. Lack of training might lead you to miss the heavily intoxicated Patron about to fall down the stairs. Lack of training may even get you killed trying to break up a fight. There is nothing cool about not knowing how to do your job.

Get licensed! It is something that I have stressed too many times to count. And in this day and age, most municipalities and states require licensing of some kind. At the very least, licensing will give you a basic understanding of your role and cover you should anyone ever ask for proof of training. If you are lucky, you may work for a business where training is provided for you. If not, seek it out! Better yet, have your boss hire someone to put on a training session for you and your co-workers that cover a variety of different topics.

But remember, learning isn’t just about seminars and classrooms. If you don’t know how to do the job, while on the job…ASK! There will always be someone who knows how to do that thing. Someone with more experience than you. Ask for performance reviews. Ask for critiques of how you handled situations. Hold work meetings to hash out problems and look for solutions. Gaining knowledge will not only make you better at your job but will make you a more valuable employee. If you learn enough of the things, at some point down the line someone will be coming to you for help!

If you are an individual who can recognize yourself as partaking in one or more of the above listed “sins”, remember that it is never too late to change. I would even opine that we all slip back into old behaviors on occasion. But one of the great things about being human is that we can make the choice to do and be better AT ANY TIME. Take inventory of your skill sets. Check your attitude and approach. And work on improving yourself. It will make you more valuable to your employer and more importantly, it will make you a better person overall.

 

 

Managing a Nightlife Security Team…or How to be an Effective Leader

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One of the unfortunate realities of the Nightlife Industry is that its communities are often transient: people come and go because of better job offers, life changes, and burnout. For many establishments, wages can be the deciding factor in retaining employees. But high – or even decent – wages won’t guarantee quality or loyalty. In an environment that can often be rife with high turnover, how can you build and maintain a solid team? Before you dive into the nitty-gritty of hiring, firing, or starting from scratch, think about the following:

What are your security goals?

How are you going to achieve these goals?

If all you want is a single doorman who checks IDs, you are pretty much set. But I’m guessing that you are looking for something more. You probably want a team of diverse individuals with varied backgrounds and different abilities who can accomplish a number of different tasks. Chances are that the team you build will probably be at different stages of their careers. And these varying skill levels can present challenges that not everyone will be able to easily accomplish the goals or tasks you’ve set out for them.

As a Manager or Head of Security, it is up to you to set the precedent in terms of behavior, customer service, and work ethic, as well as develop all of the policies and procedures that your team needs to do their job well. But none of this will matter if your team doesn’t understand the What’s and Why’s of their job or if they aren’t lead, communicated with, or disciplined when necessary.

1) Be a good communicator – Believe it or not, your team wants information. Nothing is more frustrating than showing up for a night on shift and not knowing what is going on. Or worse yet, receiving potentially stressful information just prior to and event – i.e. “By the way, we have a party of 100 people arriving in 5 minutes”. It is of the utmost importance that you pass along pertinent information, check in with your team, and encourage feedback. Communication goes both ways and your Staff should feel comfortable talking to you about EVERYTHING.

You should be holding regular meetings, debriefs, and brainstorming sessions with your team to both give information and critique and receive feedback and questions. Be an active listener. Don’t just give lip service. It will come back to bite you if you always say “Yes” but never follow up.

2) Stick to your decisions…and be prepared to make some bad ones

Don’t hesitate when making decisions. Flakiness is NOT a desired trait in a manager. And once you make those decisions, don’t back away from them. Feel comfortable asserting your authority. After all, you are the boss, right? But be diplomatic and respectful about it. Acting like a tyrant or know-it-all will lose you respect very quickly. But by the same token, no one is expecting you to be perfect. So if you make a mistake or a wrong decision – and you will – own it and figure out a way to move forward. Striving for perfection is great but not at the expense of not learning from your failures or stepping on people to get to the goal.

3) Don’t be afraid to delegate – Just because you are the boss doesn’t mean that you have to do EVERYTHING. The reason you have a team is for support. Find good supporting roles for your team members and let them own their positions. Have a great ID checker? Use them to train other people. Is one of your Roamers excellent at dealing with people? Make him a Zone Lead. People do their jobs better when they are engaged and doing what they enjoy.

4) Reward the good…but don’t be afraid to discipline – Ever work for a boss who only criticizes? It’s demeaning and frustrating. After all, there must be something that you are doing right. Tell your team when they are doing well. Give your team positive feedback and encouragement. Let them know when they are clicking on all cylinders and how much you appreciate them and their efforts. Some establishments go so far as to provide bonuses and incentives for the team members who perform well.

But now that you  will on occasion have issues. After all, this is the real world. When the team fails, let them know. Don’t berate them but show them where they failed AND offer solutions. People only learn from their mistakes if they are shown their errors and taught how to do things differently in the future. Should it be necessary to discipline an employee, don’t hesitate to do it; there need to be repercussions to bad behavior or failures in your protocol.  Discipline fairly and evenly. And don’t forget to explain why.

5) Quash conflict – Not everyone will get along all the time. But in a team environment, conflict can lead to a seriously negative atmosphere and unnecessary tension. If you see or hear of intra-team issues – there’s that whole communication thing again – deal with them either on an individual or team level. Make sure you gather all of the information from all sides before jumping into the fray. Be mature, be objective, and be decisive on how to deal with the problem

6) Develop positive relationships – This should go without saying, but you need to know your team as people, not just employees. The more you know about someone, the better your professional and personal relationship will be. Learn about your team, their interests, their hobbies, their plans, their other jobs, etc. Take the team out for a dinner or drinks. Buy them coffee. Don’t sit in your office and watch them on CCTV…TALK TO THEM!

7) Be a motivator – If you want your team to follow in your stead, you need to forge a solid path. Set a good example through your behavior, work ethic, and interpersonal skills. The way YOU act is going to be reflected in your team’s actions. By treating your team, your co-workers, and your clientele with respect, you set the precedent. And setting a positive precedent will motivate your team to strive for the same level of excellence.

Being a leader is more than barking orders. Being a leader means acting with maturity and having a clear, objective, well-communicated vision. Don’t separate yourself from your team, become a part of it. Step to the fore and lead your team to excellence.

 

 

Nightclub Security Fundamentals

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In the wake of this week’s Orlando nightclub shooting, there has been much discussion about what could have been done to prevent a large-scale massacre. We must first recognize that shootings on this scale (over 10 people) in nightclub/bar environments have never occurred within the United States. To state that mass casualty incidents such as this one are the norm or increasing in entertainment venues is not only counterproductive, it is patently false. However, the stark reality is that there are incidents involving guns in and around nightclubs on a regular basis. At least every few days, there is a report about a shooting or altercation involving some type of firearm in a bar or nightclub. And while some would try to guide the discussion towards preventing these specific large-scale events from occurring, the more measured approach should be to examine how bar, nightclub, lounge, and nightlife venue security can be improved on the whole.

The ultimate goal for any owner is to provide a comfortable environment for people to enjoy themselves. But at the same time, they must reduce liability and deter or dissuade those with criminal or potentially violent intentions. No discussion about nightclub security can begin without first talking about the role of the security staffer. It is these employees whose part in the overall scope of security is critical to the function of any bar, nightclub, or nightlife venue. Security staffers act as the front line when it comes to reducing liability, providing protection (for both patrons and the physical venue), and dispensing solid customer service. They are usually the first – and last – individuals that patrons will encounter in an establishment, and the staff’s attitude and approach can mean the difference between a customer’s great night on the town or a ruined evening.

Security staffers will spot trouble before the CCTV system, respond to any issues before law enforcement, and take care of any number of problems before the manager can arrive to help out. But no matter how well trained the staff may be, their ability to provide a safe, secure venue for patrons is dependent on the steps that management takes to assist them in the performance of their duties. Every establishment’s security program needs to be built on the idea of “concentric rings of security”, of which the security staff is only one.

Your First Ring of Defense – The Exterior

The first ring of protection begins with the physical security measures in place outside of an establishment: CCTV cameras, secured places of ingress and egress, and visible security staff. People with questionable intentions – whether petty thieves, underage drinkers, or armed attackers – are often deterred by the mere fact that there is security in place. In the majority of cases, criminals do not want to be seen, heard, noticed, or remembered. CCTV cameras limit the criminal’s ability to access a location unseen or enact their plans without being captured on video. Externally locked and clearly marked exit doors not only limit access but can force troublemakers to travel in a direction that will place them in contact with a posted staff member or within line of sight of a camera. Dedicated entry areas force interaction with security staff providing an excellent opportunity for them to ask for ID, remember a face, or potentially bar access to the venue – again limiting options for the would-be criminal.

The physical design of an entry and layout of a rope line can also help to direct people to specific areas, forcing the criminal to figure a way around perceived obstacles. Separate staging areas (i.e. entry line, cover charge area, and coat check) provide additional opportunities for observation of potentially violent or illegal behavior. The more time a potential troublemaker is exposed in an open area or under the watchful eye of an individual or series of cameras, the less likely they are to take any chances. If a target is too difficult or time-consuming to get to, the criminal will choose another target.

Additional steps that can be taken at the front door include the addition of metal detectors (static or handheld), bag checks, and physical pat downs. Besides the potential discovery of weapons before they can be introduced into the venue, these stepped-up measures can reveal everything from illegal drugs to banned items. The obvious downside is that people want to go out for a night on the town, NOT take a trip through the TSA line in order to grab a drink! What some clientele may view as a necessary annoyance others might view as an unwelcome intrusion. Remember, what patrons experience at the front door is going to set the tone for the evening and as such, establishments should have in-depth discussions regarding the implementation of what might be interpreted by some as “extreme” measures.

The Interior Staff – Your Second Line of Defense

While front door staffers are keepers of the gate, interior staffers will be the ones holding the line once the patrons enter. Interior staffers are the eyes and ears of a venue and will more often than not be the first to respond to issues within the establishment. A visible, easily identifiable – whether by uniform, dress code, or name tag – security staff member acts not only as a deterrent but as a potential helping hand to patrons in need of assistance. Knowing that they can easily find and communicate with a security staffer adds to patrons’ comfort levels and thereby their enjoyment of the evening. They know that should a problem occur, there is a staff member there to help. Security staffers should always make it a point to interact with patrons. Extended conversations about the general state of world affairs aren’t necessary, but greetings and questions about how patrons’ evenings are going are a must. The smallest conversations can oftentimes help reveal trouble or brewing problems.

To that end, observation and communication are among the most important factors to successful security coverage. Too many times a potential issue is noticed or handled by staffers within the establishment and there is no communication of the incident to those working the front door, to management, or even to others working within the venue. Nightlife venues MUST have radios – and have staffers trained in their use – in order to rapidly and effectively relay important information. But keep in mind that no amount of communication will be of use if there is not a set of protocols, policies, and procedures in place should trouble of any sort arise.

From responses to altercations to dealing with dress code issues, venue security staff should be able to follow a set of steps to get them from Point A to Point Z. Ideally, these policies and procedures should be contained within a manual and used as the basis of training for both new and old employees. Constant training and reiteration of policies help to build the foundation of a security staff’s base of knowledge. Along those lines, staffers should know the location of basic emergency equipment: fire extinguishers, first aid kits, breaker boxes, and emergency lighting controls. Scenario training – everything from dealing with minor injuries to handling large scale fights – and evacuation drills will help to further reinforce any security staff’s knowledge base.

Finally, developing a good working relationship with local law enforcement is of the utmost importance. All establishments should already have the local police department or state liquor agencies training their employees in ID checks and how to spot intoxicated individuals. Management should also work in tandem with local law enforcement to develop a plan and train staff in what to do during an active shooter situation. Whether meeting regularly with the local Night Life team, speaking to beat officers about recent incidents, or hiring off-duty police officers to work within a venue, frequent contact with LEOs helps to extend an establishment’s rings of security.

Nightclub incidents like the mass shooting in Orlando are still an anomaly. But one would be foolish not to try and prepare for them. Designing a security program for any venue begins with an honest discussion. Owners and managers should take a careful look at their existing security framework: do they have “concentric rings” of security, set policies and procedures, and a viable relationship with local Law Enforcement? Studying what is already in place, discussing what can be improved, and figuring how to make those improvements while still providing customers with an enjoyable night out will only help in the long run. Flaws are only a problem if they remain unfixed. At the very least, enhancing a security program will protect a venue from potential liability and keep patrons safe and happy. In a worst-case scenario, it could save many lives.

*If would like to hear a podcast version of this blog, please visit:
Nightclub Security Fundamentals

 

Date Rape Drugs

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Just last week, three women in Santa Monica, California prevented a date rape. They were fortunate enough to see the accused would-be rapist slip something into his date’s drink and notified both the woman and the restaurant’s management. Long story short, the man was arrested and is now facing criminal charges. As luck would have it, the restaurant caught the incident on video, which was one of the reasons they were able to act so quickly and notify Law Enforcement.

Unfortunately, Drug-facilitated sexual assault is something that occurs to both women and men. And as in the case above, 75% of all acquaintance rapes involve drugs and/or alcohol. How can you lower the risks of something like this happening in your (or other) establishment(s)? The answer is not so cut and dry.

First off, an understanding of the drugs and their effects is necessary. I have condensed some of the information from Womenshealth.gov here and I suggest that you go to their website for a more in-depth analysis.

The three most common Date Rape drugs are:

  • Rohypnol*  (aka ‘roofies’)
  • GHB
  • Ketamine (Special K)

Their effects are similar and basic:

  • Muscle relaxation or loss of muscle control
  • Difficulty with motor movements
  • Drunk feeling
  • Loss of consciousness (black out)
  • Confusion
  • Feeling out of control
  • Impaired motor function
  • Can’t remember what happened while drugged

Recognize any of these symptoms? You should, as they are similar to what happens when people are intoxicated. And herein lies the problem: how can you tell if someone is drunk or under the influence of a Date Rape drug? You can’t. However, there is one thing that will absolutely mitigate the risk of potential Date Rape situations:

PAYING ATTENTION TO YOUR PATRONS – Because when you pay attention, you notice things!

  • When couples enter your establishment, try to gauge their level of intoxication. Is one more intoxicated than the other? As the evening progresses, has one of the individuals become markedly more intoxicated than the other? Many times, bartenders have a pretty good feel for who is at what level of intoxication and can gauge where people should be after a certain number of drinks. And as a nightlub security staffer you should learn to spot intoxication as well.
  • Are there single men or women sitting at your bar and standing around the dance floor/bar/lounge patio? Are they talking to anyone? Are they approaching groups of men/women or just single individuals? Are they purchasing beverages or approaching someone with beverages already in hand? Do they seem to be aggressively pursuing members of the opposite sex? This may not necessarily be a sign of someone drugging drinks but could be an individual who is making others uncomfortable.
  • As people exit the establishment what is their condition as it compares to when they entered? Obviously, if you have a huge crowd it is hard to gauge everyone’s state of sobriety. But if you watched the couple from earlier and he is carrying her out of the bar while he is dead sober, some flags should go up. Same goes for any individual who is being assisted on their way out.

ASK QUESTIONS AND COMMUNICATE

Bad people do NOT want attention. They do not want to be seen, heard, noticed, talked to, etc. So ask questions. Not everyone is a suspect nor should they be treated as such. But predators want to work on their terms not yours.

I am a big proponent of having conversations with Patrons. Asking people how their evening is going, if they watched the game, where they are headed that night…all simple questions that can often lead to more detailed and informative conversations. A group of women might point out a man who has been “creeping them out” or a single man might casually mention that he’s “…seen the same two women in a few bars that evening, always taking to single men, and they are here now.”

When people are carrying their “friend” out of the bar, ASK QUESTIONS. Are they ok? Who are they? Do you know these people? If you are not satisfied with the answer, ask more questions! A simple conversation can shed A LOT of light on a situation. I have witnessed numerous situations resolve themselves when a “bad guy” was asked just a few questions. If something seems very questionable: CALL THE POLICE. Many police departments have specific “Nightlife” units that are close by to help with issues you may encounter.

You and your team need to share information. If something doesn’t seem right mention it to someone else. They may have noticed the same thing or it might trigger something they saw earlier. Don’t be worried about mentioning something more than once. The more you talk, the more information gets spread around. Spotting something questionable and talking about it makes it a focus for your entire team.

Keeping an eye on your Patrons during arrival and departure is a good way to maintain customer relations, develop a rapport, and monitor them for any problems or questionable activity. Don’t be passive in your approach, be engaged, be personable, and PAY ATTENTION. Next time you might be the one to spot the troublemaker.

*Authorities are finding that Rophynol is slowly being replaced by Xanax and Klonopin in many cases.

The FNG

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The Rookie.

The Kid.

The Newbie.

At some point in time, you have either been or will work with The F’ing New Guy. Some staffers will be happy to take the opportunity to teach the kid the ropes. But most staffers will groan when they have to train a new bouncer. Why? Because teaching someone new everything there is to know about working nightclub security is basically impossible. Every inch of the club that you know so well is a confusing, obstacle filled maze to the new employee. Whether it is who gets to cut the line or which bathroom is for employees only, the amount of information that the new guy or gal needs to process can be overwhelming.

What many experienced staffers can’t see is the opportunity for growth that training a new bouncer provides. New employees ask questions you many not have considered for a while – or ever! They may see the crowd that you are used to in a completely different light. They might spot things that you take for granted and have been ignoring. But most important, they give you the chance to spread a little wisdom and in doing so, improve the way you do your own job!

START SLOW

I always start new staffers out with a tour of the establishment: entrances and exits, bathroom locations, fire extinguisher placement, gear room, etc. I don’t go into heavy detail about each area, just point out the basics so they know their way around. They’ll have plenty of time to learn the rest as they move forward.

New security staffers need to be assigned the easiest tasks for a couple of different reasons:

  • The approach that a new employee  takes to doing something simple will test their willingness to learn and determine their attitude towards being assigned menial tasks. If they aren’t willing to do the simple things, they probably can’t handle the complex ones.
  • Learning the simple tasks helps build the foundation upon which further responsibilities will be laid. If someone can’t learn a simple task, they shouldn’t be saddled with the responsibility of a more complex one.

I like to place new staffers in “static” posts: guarding a hallway, watching a back entrance, or manning an observation platform. This allows them to get a feel for not only how the crowd flows, but lets them refine their people watching skills, develop their abilities to say “no” – as in “No, you can’t come this way”, and get used to standing in one place, often for hours at a time.

ANSWER QUESTIONS…AND ASK THEM

New employees will have a TON of questions. You should always answer them honestly and directly. If you don’t know the answer…do not make one up. Let them know you’ll look into it and get back to them. In addition, never discredit any question that someone asks! I recently trained a very fresh crew of security staffers and they asked me “When it’s ok to go ‘hands on’ with a patron?” Many people would go on a tear or even fire the crew for asking such a simplistic question. But the reality is that this crew was NEVER TRAINED in ejections. My job was to teach and train them, so that’s what I did! I asked them if and when they thought it would be ‘ok’ and took it from there.

Asking a new hire questions is just as important as answering their questions. Ask them about themselves as well as what you have been teaching them. They’re a part of your team, so get to know them and make them comfortable. When you ask them what they’ve learned, don’t try to be tricky or sneaky about it. Be direct: How do you do this? Where to you place these? When do we act in this way? If they don’t know the answers…tell them the answers! This is not about making them feel stupid, it’s about teaching them how to do a job.

BITS AND PIECES

New hires can’t stay doing the simple tasks forever. Once the staffer seems comfortable with the basic work, slow integration into the team is the best policy. Have them tail someone (or several people) for the duration of a night. Have them do the job while someone watches. Pick up glasses, clear the bathroom line, keeping the sidewalk in order, all tasks that will need to be part of their duties moving forward. Again have them ask questions and ask them questions as you move along.

I would highly recommend NOT placing new hires in positions – or given responsibilities -where they would have heavy contact with patrons: VIP lines, entry ways, or ID checking. There is too much potential for slip-ups that might rub regular patrons the wrong way or lead to liability concerns.

THE TEAM

Most important is to make the new member feel like part of the team. Will they be treated differently? Absolutely they will, just by virtue of being the “new kid”. Just remember that the “new kid” might be the one to pull your butt out of the fire should things go wrong. The more knowledgeable your team is, the stronger they are and the safer you will all be.

Until next time…

The Right to Refuse Service

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I know that I’ll probably cause a stir in writing this but here it goes:

The customer is not always right.

I can almost hear the rebuttals, see the heads shaking, and visualize open-mouthed gapes of disbelief. For most people – alright, pretty much all people – working in the customer service industry, this belief in the customer’s all encompassing power to be in the right – no matter what the situation – is an unbreakable tenet. Well, I disagree with it and you should as well. The customer is NOT always right. The Patron who gropes your hostess is not in the right, the Patron who threatens your Security Staff is not in the right, and the Patron who demands entry to your establishment is not in the right. People can be as loud, abusive, and just plain rude as they want. That doesn’t make them right and it doesn’t mean that you and your Staff have to take it.

Now, all of that being said, I am not advocating your Hostess punch a groping Patron (though I would press for sexual assault charges) or your Security Staffers pick up threatening Patrons and heave them bodily out the door. It is up to your Staff to be the bigger person – so to speak – and respond to even the most negative of situations in a professional manner. Which leads us to the concept of Refusing Service.

“We Have The Right To Refuse Service To Anyone”

I can’t think of any business establishments where this sign has not been posted in some iteration. But what does it actually mean? Do you really have the right to refuse service to anyone? Well, yes…and no. Businesses are considered private property, which allows the owners to dictate to whom they will or won’t provide service. However, the majority of businesses are also considered places of “public accommodation” which means that their primary purpose is to serve the public in some way.

How does this affect your bar, restaurant, or club? The Civil Rights Act of 1964 prohibits “discrimination based on race, color, religion, sex, or national origin” in places of public accommodation. That means you can’t turn someone away on the basis of any of the things listed above. More recently, laws prohibiting the denial of service on the basis of sexual orientation have been passed in many US states.

“Well, heck!” some of you may say, “It doesn’t sound like I can refuse anyone service without getting sued for some sort of discrimination.”

Well, yes…and no. First off, if you are trying to deny service to someone based on their race, color, religion, sex, or national origin, you may want to re-examine your business model. And if you are denying service based on these things, you WILL get sued. Second, if you want to refuse service based on more realistic or potentially liability-creating issues, you need to develop a set of rules and guidelines for your Staff to follow and let your Patrons know what they are.

First and foremost, develop a Dress Code. We’ve discussed this in detail in previous posts but long story short, if you make people dress nicely, odds are they won’t misbehave. And if they don’t fit the dress code, they can’t get in the bar. Your refusal of service has just gone from “We’re not going to let you in, just because.” to “I’m sorry we can’t let you in, we follow a strict dress code.” Over-intoxication is another easy out. If your Patron – or potential Patron – is too drunk to speak or walk, they need to go. Or they can’t get in. Boom…service refused.

Some scenarios can lead to future refusal of service. Take for example a group of Patrons who consistently get into fights or harass other Patrons. Management can easily say to these individuals that based on their behavior and your desire to keep your other Patrons safe, they are no longer welcome in your establishment. The same goes for people caught drinking underage or sneaking drinks into the bar or climbing over the wall to get in. If you break the rules, you can’t come back.

It is important to keep in mind that your refusal of service cannot be arbitrary! There must be a reason for you to refuse service and IT MUST BE CONSISTENT. For example, let’s say your Dress Code says “No athletic gear”. You cannot deny entry to a Patron for wearing a basketball jersey and then let in another Patron who is wearing the same basketball jersey but is “a friend of the owner”. Nor can you deny entry to an Asian woman for wearing baggy clothes but then let in an African American woman wearing the same outfit. The rules have to apply equally, to EVERYONE. In addition, you can’t set a policy that may exclude a particular group i.e. no headscarves or skullcaps allowed. This could potentially discriminate against Muslim and Jewish patrons and, in turn, lead to a discrimination lawsuit.

The key is to present your Patrons with options for attendance that put everyone in the same boat of expectations. Dress nicely and act nicely? We’ll welcome you. Dress poorly and act rudely? Please find another establishment. Set a policy, apply it equally to everyone, and deliver your message in a professional manner. That way, when a customer is wrong, you have a viable reason to refuse them service. And always, always, always, explain your reasoning to the Patron. They may not agree, but you’ve shed some light on your rationale and given yourself a foundation to stand on should they argue the policy.