New Hampshire

Customers Remember, So Create Great Moments of Truth Everytime!

Customer Service is a very subjective experience yet it should be a deliberate set of skills that bring about very objective outcomes. Day-in, day-out businesses of all sizes and industry are expected to meet some level of service. We'll use this page as an opportunity to answer your questions to enhance the experience of your customers. Please send your questions to Deb.Titus@DaleCarnegie.com.

June / July 2009

Dear Carnegie Coach:

I work with a woman who has been with the company for quite some time now. She has been here longer than most of the management. Recently she has been acting very unprofessionally. When someone asks her to do something, she sighs, gives rude responses and uses inappropriate language. She takes this complaining tone to her customer phone calls by complaining to the customers. Phone calls have been escalating where customers are asking to speak with the supervisor. How do I approach her about this behavior? Should I approach her at all? Maybe this is just a stage.

Massimo

Dear Massimo:

When an individual has been with a company for a long time, it can be very difficult for management to confront that person's negative behavior. It is unfortunate that the other employees have to hear her complain, because it can interfere with their work and all the negativity can rub off on them. Here are some tips on how you can influence a positive change:

1) Don't avoid a confrontation. Although resolving conflict can be emotionally draining and nerve wracking, not resolving it may be much worse. All the complaining can destroy morale, kill productivity and make working miserable for those who interact with this employee on a regular basis.

2) Address the situation in private. When you deal with a matter of this nature, do not do it in front of others. This may lead to unwanted outbursts of anger and retaliation.

3) Don't be an easy target. Be assertive and act on what you say. If you say things without actually going through with your actions, you will not be taken seriously. This employee needs to be held accountable and you get to establish it. Stay calm and by all means, don't ever threaten your employee's job security.

4) Focus on the behavior, not the person. Give your employee an explanation of how her behavior affects business and office morale.

5) Get to the root of the problem. Ask what is causing all the negative energy outbursts. Work together to reach a mutual agreement and reward positive behavior.

May 2009

Dear Carnegie Coach:

Many times customer service is reactive. We're working on having a well-rounded service that keeps our customers happy before there are problems. What are some ways to adapt a more proactive approach with our customers and clients?

Thank you, Paul

Dear Paul,

It is important to build on existing relationships with customers and clients before there are issues.

Here are a few suggestions in taking the more proactive approach to servicing existing customers.

1. Promote additional programs. Initiate further incentives that will enhance the sale. This can increase add-ons and cross-selling opportunities, giving the customers a value-added experience.

2. Create a message. Having a consistent company message ensures customers that from purchase to usage your company supports them. Coach sales and service team to stay on this message.

3. Follow-up on sale or service. A simple phone call or follow-up letter can go a long way; people appreciate the time you spend on fostering the partnership and make the odds of repeat business very likely. If there are issues, it will be easier to right the situation because they did not have to make the effort in contacting you.

4. Be prepared. This includes knowing what is expected, professionally handling what you didn't expect, going the extra mile, and acting as customer advocate.

Click here for more information on our World Class Customer Service Program

March/April 2009

Dear Carnegie Coach:

We're trying to get our team together on service values. We're not as consistent as we can be and it is starting to show up in what customers are saying about us. Our customers are internal (cross functional) and external. We communicate with suppliers, consultants and of course our customers. Our customers are not the end users which means we have even more parties relying on us to produce the results. What suggestions do you have for us?

Paul

Dear Paul:

Thank you for your question. You are addressing a foundation and culture question. I will offer you some universal suggestions and encourage you to give your Carnegie Consultant a call to better understand. Service strategies can be quite unique from organization to organization. Here are some starting points:

• Revisit and Communicate Mission - internal and external messaging is vital. Clarify why your business exists. Talk to your group about why your customers seek your firm out; what are the benefits you deliver to these customers. Dedicate some time on a regular basis to examine how you are delivering the promise of your mission. The more you talk about it, the more people will tune into their own responsibility and live up to the reasons why you are in business.
• Define, Model and Expect Delivery of Core Values and Service Standards ns why you ar
• Hold cross functional exchange meetings - learn what functions need from one another to achieve consistent levels of internal customer service satisfaction.
• Select Suppliers Carefully - ensure that your suppliers can meet your standards as you will rely on them to deliver to your customers.

Consider getting your leadership team together and solidifying what those service values are; consider the competitive landscape, your organization's capabilities, your customers' expectations, your mission.

Next, you may want to create a benchmark for those standards and assess your workforce for alignment with those standards. This can be particularly helpful for selection and candidate matching.

Once you have learned about where your employees are in relation to the benchmark, you have now brought objective points of conversation, coaching, training and other decision making points. Here are some useful links:

Customer Service Content Areas
Customer Service Competencies
Customer Perspectives Assessment*

* This will link you to a form to download a sample report.

Please call for more information or to more thoroughly address your questions.

January/February 2009

Dear Carnegie Coach:

Lately I've had a lot of angry customers. I can own when it has been our mistake and yet, I find that customers are in need of a punching bag. The customers are stating their requirements and if even the slightest adjustment needs to be done, there is no conversation - just bossiness. Related to technical questions, billing questions - the exchange escalates to a point that it just isn't comfortable. This happens over the phone and email. So far I've let cooler heads prevail, however I'm coming to a point where it's impacting my desire to come into work. What can I do to handle these challenging customers?

Leslie

Dear Leslie:

As you have described, customers can be demanding. During these economic times, more businesses will be receiving even more communication of this kind because many customers are having a difficult go of things. While keeping a cool head is a good start, let's explore ways for you to get the respect you deserve and interact more effectively with demanding people.

1. Listen - (or read) think about ways you can listen via email. You are better off just picking up the phone and commit to not responding via email to ensure you can accurately listen. You'll find in the long run that this will be more efficient.
2. Cushion - Begin in a friendly way. Acknowledge their concern. You don't need to agree or disagree; just a neutral response that reflects what they said. This can be done in writing. Let the customer know that you would like to resolve her concern over the phone to ensure a positive results. Then you can call. Try not to say or write "Yes, but..."
3. Do NOT take it personally - Bring yourself to try honestly to see things from the other person's point of view.
4. Begin in a friendly way - keep your voice tone calm.
5. Confirm the goals of what the customer is wanting; get aligned with them - this will impact trust and most likely will help them listen and have a conversation with you.
6. Ask questions - keep them talking; be interested. Try not to ask "why" questions; those are often perceived as interrogating. The more they talk, they are more likely to arrive at understanding as well. Ask for other concerns until the customer is empty.
7. Analyze and review what was said - Debrief with the customer what you heard. Make a note of the concerns that were emotionally based and logically based. If issue is complex, together with the customer prioritize.
8. Ask for an opportunity to meet his/her concerns - this often helps the person realize that they were tough. It is a nice way to send them a signal that they now will need to listen so you can do your work. This also demonstrates that you care about putting the customer first. It also demonstrates respect for both parties.
9. Use language of action. Reassure them that you can address those issues and be sure you show that you hear the emotional and logical concerns. Be sure your language is highlighting what you can do versus what you can't do.
10. Thanks and Follow Up - Appreciate their candor, reinforce how important this person's business is - arrange follow up communication.
11. Or.....cut your losses - if the demands are unreasonable after the processes outlined above, your organization, if very clear on your service values and policy, you may determine that it is best for business to guide your customer in another direction.

Support tools: Dale Carnegie's Golden Book. If you don't already have this booklet, you can download a pdf file or request a copy by clicking here.