Category: Customer Service

How To Repair Trust

Business Analysis, Customer Service, Sales Management

Should people get second chances? Sometimes, but not always. When trust is broken, it stirs up a range of emotions in people and, despite how it is processed, the one who broke the trust is now viewed to be a threat. How harshly should we treat someone who has broken the trust? Was it severe, intentional, and irreparable? We all make bad judgment calls sometimes and these mistakes can be costly no matter what our intention was at that moment. Most people would agree that under normal circumstances, people all deserve second chances because we have all made mistakes. The question becomes, what does that path back to redemption look like? 

 

Despite the circumstances surrounding broken trust, we don’t always have the ability to just write people off because trust is so essential to our relationships. Trust must be achieved at some point because otherwise, we would all operate mostly in isolation, and nothing would get done. Trust must be achieved. Trust is desirable and beneficial, but is it repairable? It depends on the parties involved because trust is always a partnership. Does one person want to trust the other again and does the other person care to make themselves trustworthy? Since trust is desirable, let’s discuss the process for repairing broken trust.  

 

Communicate – Discuss the issues regarding trust. Were the expectations reasonable? Were the mistakes and judgments intentional? What could have been done differently? 

Compassion – Can you or will you understand the other person’s perspective? Why did they choose their words and actions? What would you have done in their situation? Is this a bad person or a poor decision? 

Responsibility – If you made a mistake, own the mistake. Did you expect too much from someone? Did you make a bad decision or judgment call? Did someone not act with integrity? What could have everyone done differently? Learn from the mistake. 

Forgiveness – Can you or the other person earn a second chance? Does the other person even want a second chance? Everybody should be allowed to make a mistake and strive for redemption. Shake hands and offer the grace that you would desire from others when you make a mistake. 

New goals – How can we start over again? Start with something simple that focuses on a common goal or purpose. Create the proper expectations and make it an equal partnership. Demonstrate to each other that trust can be repaired. 

Trust, but verify – Put your newfound trust to the test. Create the proper expectations with one another with a crawl, walk run approach. Create better communication mechanisms and feedback loops. Make sure there is a more deliberate focus on honesty. 

How To Deliver Bad News To Your Customer

Customer Service, Sales Coaching, Sales Management, Sales Training

Salespeople hate to deliver bad news. I mean – really hate it. Of course, no one wants to be the bad guy when it comes to customers, but salespeople especially hate it. Why? Because much of their career is based upon being liked and it isn’t easy to get someone to like you when you tell them something they don’t want to hear. This is made all the worse when your commission check depends on what information you have to share with customers. We’ll do everything we can to sugarcoat the message, delay sharing the message, and add a little prayer in hopes that the bad news will disappear quietly. But there is some good news about delivering bad news.

 

We create moments of truth in a series of actions with our clients to create an overall customer experience. Truth is the operative word and it’s not that customers want the truth; they want their truth. It’s up to you to bridge this gap between the two and when you do it successfully, you can strengthen the customer’s loyalty. Some bad news can be a deal-breaker, but oftentimes you can recover from bad news if you deliver it properly. So the good news about the bad news is that once you master the art of delivering it, you develop the reputation of being honest and trustworthy and, given the overall experience, the customer is more likely to do business with you anyway after you get them through this moment of truth about the bad news. Here are the best ways to handle delivering bad news to your customers.

 

  • Do not be afraid – Your fear will trigger fear in your customer if you are not careful. Stay calm and be ready to approach the situation with truth, understanding, and a willingness to listen.
  • Do not delay – You don’t have to rush delivering bad news when you don’t have all of the information, but don’t delay sharing once you do. It appears dishonest to the customer.
  • Be truthful – Altering or misrepresenting information will always make matters worse. I can understand if there are details you want to omit, and sometimes that’s okay, but bad news served with lies is never a good idea.
  • Acknowledge the customer’s feelings – Customers are more likely to be responsive to bad information once they feel that they have been heard and understood. If it’s a big deal to them then it is a big deal to you.
  • Offer solutions – There are always options, even if they aren’t optimal in comparison to what the customer originally wanted or expected. Delivering bad news without a solution is like pushing the customer out into the cold. Show them that you are thinking and working on their behalf and you stand a much better chance of retaining their business. 

Selling Means Never Having To Say I’m Sorry: How to Apologize

Customer Service, Sales Training

Capitulation is a really fun word to say, but it is not so fun to do. That’s often what an apology is; a surrender to the blame. That’s what we’re trained to do as salespeople; make the customer feel like they are always right (even when they are not). The more we say ‘I’m sorry’, the less confrontational we appear and the more people will like us, right? Are you really doing right by the company and the customer, or are you a professional pushover? When it comes to sales, you have to be very careful with your apologies because if you don’t use caution, you can give the customer more than they should have and set a precedent for future interactions.

Apologies can, and usually are, an admission of guilt when they are not worded properly. When an error occurs in the customer process, service or experience, you never want to admit guilt until the matter is fully investigated or gross negligence on behalf of the company is easily identified. For example, if a customer’s item arrives late, saying you’re sorry can be taken as an admission of guilt. ‘I’m sorry that our package didn’t arrive on time.’ makes it sound like you’re at fault, and maybe you are. But before you conclude this, did the customer give you the proper address?  Was there an error made by the delivery service? Did the package arrive and the customer didn’t notice right away? These are all common issues that can occur, but if the blame has been assigned or accepted too soon, it may be too late to reverse this. 

 

But apologies can also express empathy and, despite who is at fault, it can let the customer know that you are feeling what they are feeling. No matter how we apologize, our hope is always that it will deescalate the situation. Empathetic apologies can be very effective so long as they are not excessive. So, if you find yourself in a situation where an apology will help to calm the matter, but you are not ready to accept the blame yet, use an empathetic apology instead of a guilt apology. Remember, an empathetic apology acknowledges what someone feels and not what they perceive as facts.

 

Here is an example where a salesperson responds to a customer who states that the company’s customer service response time was unacceptable:

 

Guilt: “I am sorry that we didn’t get back to you in a timely manner.” This instantly accepts the blame. What were the expectations for the response time? Sometimes a customer wants an answer in an hour but you cannot get the information until the next day. Who’s to say that the response time wasn’t acceptable?

 

Empathetic: “I am sorry to hear that you feel that we didn’t get back to you in a timely manner.” This acknowledges the customer’s concern without accepting the blame. Most times the customer hears the apology and that’s that, but the liability has been sidestepped until further information can be gathered.

Can You Handle This, Or Is Time To Call The Boss?

Customer Service

Do you ever look at your boss or supervisor as your messiah when you feel in over your head with a customer issue? It’s like they have all the answers and frankly, perhaps she should be the one dealing with this issue instead of you. Some salespeople just love to tag in their boss when they are in an uncomfortable situation so much so that it becomes the default action. Difficult customer? Get the boss. She doesn’t mind… or does she? Did you ever stop to wonder if she has better things to do than to keep putting out these fires? Or what if the customer insists on speaking to the boss? Is this really the best way to deal with this situation? 

 

If you’re the boss and you always feel like you are constantly fighting fires, then that’s a strong sign that there is an arsonist nearby. I understand that sometimes the salesperson feels in over his head, exhausted all the options and hit a wall. Or perhaps the customer simply insists on speaking with someone who is higher up. However, keep in mind that it is almost always better for the salesperson to address the issue because it is usually more cost-effective (compare the salesperson’s salary to the boss’s for instance), it saves the customer time and eliminates steps in resolving the customer’s issue by having fewer people handle the situation. Not only that, many times you can create a better customer experience this way. So, try these 5 steps the next time a customer asks to speak to the boss and you decide to transfer their call. 

 

  1. Avoid immediate transfer if possible – Don’t give up so easily. I’m not suggesting that you become a barrier for the customer, but oftentimes there is a chance that we can get just as good of results for the customer as the boss. 
  2. Ask if you can assist – Sometimes customers are not aware that you can be just as effective as your boss. Let them know that you have the ability to help.
  3. Ask for permission to handle the issue – Asking someone for permission can be a mild confrontation. It’s a direct question with a yes or no answer. Most people instinctively will give you that permission and the fact that you asked may help to ease whatever concerns them.
  4. Offer assurance– Let them know if you can handle the situation, they may get what they want and need faster. Oftentimes the boss isn’t available immediately or there are long delays in her response. Most customers will opt for the shorter route if they believe it will achieve what they want. 
  5. Always ask twice – Don’t give up the first time a customer tells you ‘no’. Ask at least twice to handle their situation. They will often come around by the second time you ask. If they still say ‘no’ after all of this, then you can transfer them to your boss knowing that you did the best you could. 

Texting An Angry Customer: Customer Communication Etiquette

Customer Service, Sales Management

I remember when there was a time when the only option to talk remotely with customers was with the telephone, and nothing makes me feel older than when I use the phrase, “I remember when there was a time”. But this is an excellent point when it comes to customer communication etiquette because new generations bring new tools and technology for us to choose from. Emails and texts are an excellent way, in some cases, to speed up communication and provide timestamp documentation. However, it has created a generation of passive-aggressiveness that avoids phone calls and direct confrontation. When it comes to customer service and handling customers who are otherwise unsatisfied for any reason, the new electronic methods of communication can cause more problems than they solve. 

Nothing makes me cringe as much as reading someone’s lengthy and litigious battle through an email or text thread. It is an escalation of, “I’m right. No, I’m right” that rarely, if ever, resolves. Not only that, but somehow it manages to get too personal too. I’m not sure why that happens, but when it comes to customers, that should never be the case. So when it comes to customer communication etiquette, let’s rank and review the best and not so great methods for having these difficult conversations.

 

  1. Face to face – This is obviously ideal when the opportunity presents itself, but for many of us who manage sales and service remotely, this opportunity seems to become less and less frequent. Face to face is best because it allows you to read the tones and cues of the customer to understand how to best address their needs.
  2. Telephone – The telephone, more often than not, should be the primary method for addressing customers who are unhappy. Even though the conversation may be an uncomfortable one for you, it will greatly shorten the cycle of assisting the customer. Handling their concern is obviously important to them, so it is best to do it in real-time. If the customer shared their concern with an email or text, it is still better to transfer the conversation to a telephone call unless they specify otherwise. Again, you can better gauge their tones and social cues. 
  3. Email – Emails are great because they give us time to think about what we want to say, calm our emotions (if necessary), and document what might be a sensitive matter. It may also be acceptable if this is what a customer prefers or if they are not available during business hours. But if the conversation starts to feel like it is getting out of hand, schedule a phone call to address the matter immediately. 
  4. Text – You should almost never respond to a text from an angry customer. A text from someone who is angry is often a trap they set to lead you down a path of confrontation and blame that you cannot control. Avoid this whenever possible. Pick up the phone and talk it out with them before it is too late.

The Customer Is Really Mad! Now What? (The Intensity Reduction Method)

Customer Service, Sales Coaching

Today was supposed to be an easy day. You’re caught up on most of your work and if all goes well, you might even get to duck out of the office a little early. Then all of the sudden, you get a message from a customer that you weren’t expecting, and the clouds of despair roll in. She is mad. Maybe it was a missed delivery, deadline, a quality issue, or a surprise in her invoice, but whatever the case, this train is off the rails. How did this happen? Did you do something wrong? Did someone on your team drop the ball? Is this just all a big misunderstanding? Either way, the matter must be dealt with, and the sooner the better.

 

When your customer is this upset, it’s usually because one of their most important expectations has not been met, they feel like there has been a breach of trust or they feel like they don’t have the level of control they desire in the situation. Sometimes there is an element of all 3. They may not have come to you looking for a fight, but they are certainly prepared to do so if you don’t get control of the situation right away. Hopefully, you and your team don’t find yourselves in this situation too often, so memorizing the Intensity Reduction Method may not be practical, but it is good to keep a written copy nearby or even train the team on it every so often. Here is the best way to deescalate a situation when a customer is truly angry.

 

  1. Acknowledge the problem – Sounds simple enough, and this does not mean accepting blame. Listen to your customer without a sense of judgment until you get all of the facts. 
  2. Demonstrate that you understand the problem – The first step in calming a customer is letting them know that they have been heard. Repeat back the facts that they have shared from their perspective. This usually is not the time to bring up opposing facts and viewpoints. That will come later. Again, resist assigning blame unless the evidence is overwhelming. 
  3. Take ownership of the problem – Let the customer know that you will make the issue your priority to the best of your ability. After the customer feels like they have been heard, making them feel important is the next best step to calming their emotions. 
  4. Embrace the challenge – I know there are a million other things you’d rather be doing than handling this issue, but you have to work through the problem. This may require help from your team, but nothing wins an angry customer over quite like feeling that they have an advocate in you. 
  5. Focus on solutions – Avoid the blame game whenever possible unless gross negligence is indisputably evident. Sometimes customers create their own problems and deflect them onto your team. Energy is precious when you are conducting customer recovery. Use it as much as possible on the solution. There will be time to sort and address the blame later.

LEROY’S Method Of Managing Difficult Customers

Customer Service, Sales Management, Sales Training

Most of us know the legend of Leroy Brown from that old familiar tune. He was badder than this and meaner than that and quite possibly the last person you would want to cross paths with. But what happens when you suddenly have him as a customer and he is not happy. Whether or not you’re from the Southside of Chicago, you better figure out what you’re going to do when you encounter him. Otherwise, you’re going to have a whole lot of trouble. 

 

There are a lot of different reasons why a customer can be difficult or challenging. It isn’t because they aren’t a good person, and perhaps it is due to a mistake that we made. No matter what the cause is, they desperately need to feel heard and in control. You, on the other hand, can use L.E.R.O.Y.S. Method to work through the customer’s issue for a positive outcome. Disclaimer, no one named Leroy came up with this method, but the acronym works on several levels. It definitely comes in handy if you come across a customer who is ‘meaner than a junkyard dog.’ 

 

Listen – Be sure to get in the right frame of mind so you can listen to the customer without assumptions or judgment. Make sure you get all the facts and write down what is being said.

 

Empathize – Put yourself in the customer’s shoes and whether they or right or wrong, how would you feel? Normalizing their emotions can deescalate the situation and make it easier to relate to one another. 

 

Repeat – Repeat back the important facts that the customer has shared. Note that this is not the time for you to share your facts or your perception of the facts. Demonstrate that you have listened to the customer’s issues.

 

Ownership – Make it your primary directive to care for the customer’s concerns to the best of your skill and ability. Let the customer know that you can either fix the matter swiftly, work on the issue or pass the issue onto someone else who is predesignated to handle the matter. 

 

You ask questions – Always ask permission to ask questions first with the customer to demonstrate respect. When you ask questions it gives the customer a sense of control as they tell their story. This helps them develop the peace of mind that their issue is important. 

Solve or pass – Do you understand what the customer wants versus what they need. Can the customer be satisfied with your help? Determine either the solution or the best next step and set the proper expectation with the customer. 

A Customer Escalation Policy for Salespeople

Uncategorized, Customer Service, Sales Training

One of the biggest challenges for a salesperson is having a company, team, and process that backs up the promises they make. Sooner or later as a salesperson you will encounter a situation where you created an expectation with a customer only to find that production cannot or will not meet those expectations. This can be getting a quote out in a timely manner, responding to an operating issue, or dealing with some level of quality, delivery, and service. I will be the first to admit that sometimes salespeople are equally guilty of creating their own problems, but whatever the case, you have an unhappy customer and you’re the one that has to answer for it. 

Your first instinct is to shift the blame to someone else or pass the issue onto another department to handle, but how should you really be managing the issue? Chances are that your company needs a Customer Escalation Policy (CEP). This is a process that moves your customer through a series of steps to resolve their issue as quickly and efficiently as possible. Here are the critical elements of the CEP as well as an example to help you create your own so you can improve your overall customer experience.

  1. Make sure the CEP identifies the process a customer is taken through to resolve issues that they cannot, or will not, address on their own.
  2. The CEP needs to outline the chain of command and who handles what.
  3. It establishes clear lines of communication.
  4. The CEP helps everyone to create reasonable expectations.
  5. It is designed to create the optimum outcome for all parties involved; including your team.

 

Identifying Good, and Not So Good Customers Using The Challenge Chart

Business Analysis, Customer Service, Sales Training

Did you ever wonder why solving one problem for one customer while solving the same problem for a different customer can be a completely different experience? For example, one customer completely understands your proposal and quote and you can close the deal in twenty minutes. The next customer who, on the surface, is very similar to the last, can’t seem to make sense of what you are trying to help them with and the deal gets stuck in a series of follow-up emails, phone calls, and meetings. Did you do something wrong? Is there something wrong with the customer? Probably not. Customers come in all shapes and sizes, and so do their challenges. 

 

We want to make every sale that we can, but sometimes the buyer and seller are not a good fit for one another. In fact, if you have never brought on a customer that you later on kind of wish that you hadn’t, then you haven’t truly lived. The trick is how can we understand and manage these opportunities? The Challenge Chart is a good place to start. 

Basic  – These customers are no-brainers. They are your cash cows, lay-up shots, and gold mines. These customers are a dream to work with and you have exactly what they need. These customers are keepers.

 

Moderate –  Some customers are great to work with, but their issues may not be. Are you able to help them with their issue with a little extra time and effort, or is this something really out of your wheelhouse? Don’t be afraid to tell these customers ‘no’ if you can find a better solution for them outside of your existing services. 

 

Difficult – Perhaps you have exactly what the customer needs, but they are a headache to deal with. The real question with these customers is are you able to keep your sanity and profits. If you answer ‘yes’, keep them. If not, may it’s time to pass on this opportunity.

 

Complex – This customer makes your skin crawl, but you need sales so you listen to what they need. It doesn’t take long to figure out that this opportunity is riddled with more problems than you can solve. You may want to be the good guy and on paper, the sale may look good. However, this is nothing but trouble. Politely pass this one to another vendor, maybe a competitor that you don’t like too much if you know what I mean.

 

Selling To The 5 Types of Challenging Customers

Business Analysis, Customer Service, Marketing, Strategy Planning

Did you ever have that one customer? You know the one that I mean. When their name appears you know that it’s going to take a little extra time, you force a smile on your face and brace yourself for something that would otherwise be a simple issue for any other customer. Let’s face it, at the end of the day we are happy to have the sale, but why does this one make you work harder than all of the other ones? 

One of the main issues with challenging customers is that they are not all the same and cannot be treated the same. Many salespeople are like hammers always looking for a nail. We don’t know what to do when we encounter a screw, bolt, or staple. Sure, they sort of look like a nail in some ways, but when you hit them with your sales hammer they just bend and break instead of going into the wood. The agile salesperson always keeps a screwdriver, staple gun, and wrench nearby just in case. Here are the 5 different types of challenging customers and how best to work with them.

  1. Needy – Some customers just need a little extra time and care. They take comfort in the relationship that they have (or are developing) with their salesperson. Give them the assurance they need in your relationship, but help them to develop trust with you over time to shorten their buying cycle. Do this by asking them enough questions to demonstrate that you understand their need.
  2. Indecisive – Some people just can’t seem to make up their minds and, if you give them too many options, they might just bust a mental spring. These types of customers often operate unknowingly out of fear. The best way to help these types of customers is to give them limited options and create reasonable deadlines for making decisions.
  3. Curious – These customers are your tire kickers. They can spend more time thinking than buying. They are always on the hunt for more information, sometimes without any intention of buying. They can have you spending a lot of time preparing quotes but never really having a true intention of making a sale. Set the expectation up front with them by asking them how important this issue is, what their buying decision criteria are, and when they plan to make their final decision.
  4. Confused – These customers are struggling to connect the dots. Perhaps they don’t speak your lingo or maybe what you are offering them is overly complicated. Sometimes this confusion can appear as anger when it is expressed in an email. Respectfully, some customers have to be talked to like a 5-year-old not that they are unintelligent, but they are just operating on a different wavelength. Make sure you slow things down and try not to spend much time proving how smart you are by using too much industry speak. 
  5. Angry – A customer has either verbally expressed that they are upset or you can clearly detect it in their tone. Be careful jumping to this conclusion based on email threads as they do not accurately depict emotions. If you do encounter an angry customer, use the intensity reduction method. Acknowledge the issue, demonstrate that you understand the problem, embrace the challenge, and take ownership of the solution.