If a customer is abusive you must to make you first goal to calm the customer’s temper and take control of the situation. You need remain open and friendly, stay calm and keep your voice low and controlled. Tell the customer you are interested in his/her complaint and say ‘in order to help you I need to fully understand your problem’. Then ask ‘can you tell me what is wrong in a calm voice to ensure I focus on the problem (rather than the emotion) so I am better able to find a solution’. Let customer ‘vent his or her frustration’ and don’t interrupt. Telling you their complete story, and describing how upset they are, allows customers to release pent-up frustrations. It is wise to take notes as you go as it helps you with your response and shows the customer you are seriously interested in their problem.

BLAMING OTHERS IN YOUR ORGANIZATION

The worst tactic I have come across is a customer service officer trying to blame me, the customer, for the problem. Never play the blame game! Blaming the customer for the problem will dramatically worsen the situation. Also particularly never use the phrase ‘sir our system requires…‘ or even worse ‘sir you don’t understand our system’ (a common phrase with many service providers in Asia, especially bank staff).

Never blame others in your organization. Both the ‘system excuse’ and blaming others will be seen as evasive (or even worse cowardly) and destroy your credibility with the customer. No customer cares about your ‘problems’, they just want their problem solved. Accept responsibility as a representative of your company and place your efforts into solving the problem.

‘FRUSTRATION: HAVING TO RESIST THE TEMPTATION TO CHOKE THE LIVING S..T OUT OF SOMEONE WHO REALLY DESERVES IT!’ This is a funny saying however it has no place in customer complaint handling, in spite of the bad attitude of many customer service’s staff I have met (and trained) over the years.

GET THE ENTIRE STORY:

When the customer has told you the whole story regarding a complaint tell the customer what you will do to solve the problem. Do not tell the customer what he or she must do to solve the problem. Use phrases such as… ‘I will contact the xyz department’… ‘I will find the document’… ‘I will gather the necessary information’ etc. If you use ‘I’ in place of ‘you,’ you will help to minimise tension as it assures the customer that you are taking responsibility for the resolution of the issue. If you need to refer the matter to a third party always check back with the customer to ensure the other party has made contact and that the problem has been solved. Sure it’s wise to check with the third party to ensure a solution has been found first, however contacting the customer after the event will reinforce both your own and your company’s image. Important point never use the word ‘no’, either recommend a solution or suggest a compromise.

PROBLEM SOLVING AS A CHANCE TO LEARN AND IMPROVE

If you view problem solving as a chance to find out how to improve your company’s operation (or image) and as an opportunity to learn something, rather than a nasty experience, you can approach these difficult situations with a more positive frame of mind. In most complaint situations there are only win-win or lose-lose results. Everyone will win with satisfied customers as you can gain a positive company image and an advocate for you and your products/services (plus hopefully some personal satisfaction) or everyone can lose with upset customers and the gradual destruction of your company’s place in the market plus… personal emotional upset. Every time you allow someone else to change your emotional state YOU LOSE. Turn complaints into opportunities! In reality when you win, so does the customer and if you lose, so does the customer.

IT’S BETTER TO RECEIVE A COMPLAINT THAN HAVE AN EX-CUSTOMER THAT NEVER TELLS YOU WHY THEY LEFT!

FOLLOW-UP:

1. After you’ve resolved a customers’ complaint, it’s essential you place a record on file to ensure the next person handling the customer is aware of the problems encountered so they do not inadvertently ‘walk into a minefield’.
2. Best practice in customer service demands that we place a file note to give a little extra attention to the customer to reinforce the fact that the previous problem was a ‘one off’. This may well cement good future relations.
3. You must also ensure that the problem’s causes are analysed and counter measures are employed to make sure the same situation does not recur. If you learn a ‘better’ way you do business make the learning worthwhile and find a way for your company to make the changes required. Also the last thing you want is for any customer to have a similar problem let alone the same customer have two bad experiences in a row. If they do, chances are you’ve lost them (and all those they can influence) forever.

ONE UNANSWERED COMPLAINT CAN LEAD TO THE LOSS OF LARGE NUMBERS OF POTENTIAL CUSTOMERS

Effective or ’good’ customer service needs to be a company wide philosophy not just a procedure. Effective complaint handling is a key element to retaining customers. All job descriptions should contain a responsibility statement for all functions and levels of staff, regardless of their perceived requirement for direct customer contact (or not). In hiring interviews, orientation programmes and training sessions, emphasize that everyone is in the customer service business. Make sure that all employees understand how they directly or indirectly ‘effect’ the customer. Include customer service in all performance evaluations and set up a complaint recording system with a section to report outcomes and responsible personnel. Even if you don’t have a formal ‘Total Quality Management’ function ask employees to submit a list of the specific things they’ve done to help provide superior customer service. If ‘to serve a customer is the only reason for a business to exist’ (and it is) you need to be passionate about updating or modifying your staff’s attitudes and company procedures to eliminate as many complaints as you can.

LEARN TO LOVE COMPLAINTS, THEY ARE GUIDEPOSTS TO IMPROVED PERFORMANCE!

If you can view problem solving as a chance to find out how to improve your company’s operation (or image) and as an opportunity to learn something, rather than a nasty experience, you can approach these difficult situations with a more positive frame of mind. In most complaint situations there is only win-win or lose-lose results. Win with satisfied customers and a positive company image (plus personal satisfaction) or upset customers and the gradual destruction of your company’s hard fought place in the market and personal emotional upset. Every time you allow someone else to change your emotional state YOU LOSE. Turn complaints into opportunities! Remember when you win, so does the customer and if you lose, so does the customer.

Under the heading of “focus on the people who focus on the customers”, a manager’s customer service guide I once read (source unknown) stated:

“Make customer service a part of all written or verbal job descriptions—no matter the function or level. In hiring interviews, orientation, and on-the-job training, emphasize that everyone is in the customer service business. And make sure that all employees understand how they directly or indirectly ‘touch’ the customer.”

“Remember that people do what’s expected when it’s inspected! Include customer service in all performance evaluations. Prior to conducting evaluations, ask employees to submit a list of the specific things they’ve done to help provide superior customer service.”

“Go on a paralysing policy hunt! Ask employees to identify policies and procedures that get in the way of providing good service. Then do your best to update, modify, or eliminate as many as you can.”

*Link for direct page viewers return to main career success blog if you would like to read other posts by Ric at orglearn.

NOTE research indicates that:

1. Seven out of ten complaining customers will do business with you again if you resolve the complaint in their favour and if it is resolved on the spot, 95% will do business with you again.
2. A typical business hears from only 4% of its dissatisfied customers; the other 96% just go silently away and 91% of them will never come back.
3. A typical dissatisfied customer personally tells more than eight people about his or her problem. With today’s communication options and social media usage a dissatisfied customer may now publicize his or her dissatisfaction to thousands.

Talking of dissatisfaction… dissatisfied with your job? Take a look at the free blank resume form and update your resume perhaps!

Staff must be trained and tested to ensure they can effectively communicate both orally and in writing. If you can’t invest in hiring or training great communicators at least design a broad range of idiot proof form letters that cover common situations and have a senior manager vet them before they are sent out.

Ensuring that proper telephone techniques are understood and practiced is another essential and one that in my experience is often overlooked. Even major international banks are known at times to hide behind their automated systems. How many times have you been lost in the call transfer process or been sent through three or four idiots before you got to the service section you needed.

Problem solving must be ingrained in all staff as a primary responsibility. I recently spoke to a HR department in a major hotel regarding an issue and was told “that’s not my job and you’ll have to speak to Mr so and so”. This person had no positive customer service attitude and was not at all interested in the impression her bad and disinterested behaviour left on the customer. In contrast I once watched a busy chief executive personally handle a basic question from a customer and after referring them on to the correct department followed up both the service staff and the customer with a call to ensure the query had been handled to the customer’s satisfaction.

Ensuring staff give “compelling customer greetings” is a key to being perceived as an organization that offers great customer service. There are many techniques for ensuring staff know who their customers are by name. With computerised tracking systems it is easy to build a data base of your customer association with your organization. Which do you like? “Hello sir how may I assist you?” (to a repeat customer) or “hello mister Jones nice to see you back how is your xyz widget performing” or “hello Mr Smith, wow you were only here in June you must enjoy our hotel we are really pleased you have come to stay with us again”.

EXCELLENT SERVICE IS A PHILOSOPHY, NOT A TECHNIQUE!

Questions to ask yourself:

Does our company/department/staff take customer requirements very seriously? If we are to be truly customer focused… no one is just doing a job, we are all satisfying customers. How long has it been since we have executed (metaphorically speaking) anyone for saying “its not my job”. Is our organization free of demarcation disputes? Do we have a total quality attitude to our work or is everybody working to rule.

Do we look at what we do from the customer’s point of view? How long has it been since we surveyed our customers; got feedback on how we are doing. (“Face-to-face” is best.) How much effort is really taken to make our customers feel important and respected? Try this… put a dollar coin in a jar every time you hear a phone sound for more than three rings and if the jar is too heavy to lift at the end of two months invest in some attitudinal changes in the corporate culture.

The latest wisdom suggests that partnering is the way to the future… do we show concern for our customer’s business requirements, communicate effectively our needs and demonstrate an understanding for theirs. Is there a follow-up system in place or do we just wait for complaints. When we get complaints do we conduct a ‘witch hunt’ or do we re-educate the staff to do it better next time.

DOES OUR ORGANIZATION PROFIT (LEARN) FROM OUR MISTAKES OR DO THEY JUST COST US CUSTOMERS?

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