Business is booming for Ontario Mills' Joe Malone

Sep 1, 1999 12:00 PM, Kate Henry

Last year, Joseph Malone was responsible for the security and safety of the more than 18 million visitors to Ontario Mills, a two-million-square-foot shopping mall built in Ontario, Calif. According to Malone, the Mills last year surpassed that other well-known Southern California mainstay, Disneyland, in visitors. To date, 1999 visitor figures have topped last year's by more than one million. The security director's emphasis on customer service and leadership development has been key to the prosperity of the Mills, which has, in turn, spurred a revitalization of the town of Ontario.

SERVING THE PUBLIC "The challenge of directing security at a place such as Ontario Mills is managing such large crowds and servicing the tenants while enforcing policies and codes cordially, remembering patrons are here to enjoy themselves," explains Malone. "We have a zero tolerance policy for misbehavior in the mall. We need to maintain good public relations while being fair and firm in enforcing security rules and regulations. With such large numbers of people coming in, that can be challenging."

The zero tolerance program is an example of how customer service impacts security operations at the Mills, according to Mike Papatsos, assistant director of security, and Malone's closest reporting employee. "The first impression one might have of a zero tolerance security program would be that it's regimented and punitive, which is far from the program Joe has developed here," explains Papatsos. "We have a clearly defined code of conduct with which visitors must comply, but enforcement of it is balanced with customer service. People are continually trained how to communicate better, using 'verbal judo' to de-escalate a situation. It is a successful, tough program, but it is not a bad-guy program."

DEVELOPING LEADERS The people Papatsos refers to are Malone's security staff of 45, comprising supervisors and officers. They are responsible for exterior and interior patrol as well as monitoring and response for a sophisticated 24-hour surveillance system. Their effectiveness is the result of a leadership development program instituted by Malone and Papatsos. "Officers have remarked that they feel they serve more of a customer service than a security function," Malone says with a chuckle. He points out that the leadership program makes the synergy between the two apparent. Papatsos cites himself as an example of the opportunity available in a rapidly growing enterprise such as The Mills Corp., which built and operates Ontario Mills. "Within a year of coming to Ontario Mills, I became assistant director of security," he points out. "The organization is growing so rapidly, with seven new shopping centers going up in the U.S., that there is tremendous opportunity for advancement from within. We recognized the need to help people develop and improve their skills at all levels, from the entry-level security officer, to the supervisors."

According to Papatsos, the leadership development program comprises areas that provide opportunities for management to monitor and evaluate the growth of employees, fostering teamwork. The program first asks employees to define leadership in their own terms. The role of questioning authority at all levels is then examined, which leads to employees developing their own strategies for success. Models of success provided by well-known business leaders are studied, and employees begin to develop their own ideas and programs. The whole course is underscored by a philosophy of sensitive communications for improved customer service.

Training is ongoing at the Mills, with monthly meetings that refresh skills and provide an opportunity for feedback and constructive criticism, according to Malone. "We evaluate each other's problems and come up with solutions, problem-solving with the supervisors and sharing successes," says Malone.

Security officers have the opportunity to move up, through merit and accomplishment, to training officer, then supervisor, then eventually to assistant director, and ultimately, to Malone's job - a career track Malone would very much like to see realized within his department. "Again," Malone emphasizes, "it comes back to not just knowing what to do as a security officer, but knowing how to treat people." He adds that the written and oral tests required to become a security supervisor at the Mills can be daunting. "Officers have walked away from it saying it is more difficult than the police test!"

MODELING SUCCESS Malone models success for his employees with his own. He has a degree in criminal justice, and a teaching credential for justice-related subjects that enables him to teach through the junior college level. He places value on continuing education, taking masters-level coursework, and has a private investigator's license. He also attends professional development seminars through ASIS, of which he is a member, and plans to take the CPP exam this fall. With an additional 28 years in law enforcement to his credit, Malone is no stranger to public service, but he points to big differences between the public and private sectors. He says that law enforcement prepared him for the private sector with its emphasis on regimentation and organization, but that not everyone is cut out for the public relations the private sector demands. "At Ontario Mills, we are here to assist the customers in any way we can. The zero tolerance policy is essentially a customer service policy."

Malone's background has also helped him work closely with the on-site police department at Ontario Mills. The on-site department provides added security and safety for the public, courtesy of the city of Ontario. "We have an open-door policy in our relationship with the police that works both ways. We meet regularly and work cooperatively to encourage teamwork between everyone."

Papatsos describes Malone as kind and easy to get along with. "But once you cross the line, you encounter the iron fist," he says. "The response will not be aggressive, but it will be assertive. Joe is what I call the 'invisible boss.' He does not need to be seen for you to know he is there. You know his program works because you see contentment and enthusiasm among the staff."

At Ontario Mills, Malone has set the pace for growth and the tone for success with emphasis on cooperative work and courtesy. He believes in regarding the glass as half full, and in valuing everyone equally. The energy Malone has brought to his team is mirrored in the new life the Mills is bringing to Ontario.

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