Flexible Systems, Part 4

Luke Kuepfer • Feb 10, 2021

We may think that customer service is always about solving the customer’s problem. Sometimes, quite frankly, that is not an option. However, you usually can solve “a” problem by simply listening and being empathetic. Talking an irate customer off their emotional high shelf to where they can be reasonable and discuss a way forward is always a check in the plus column. Your goal should not be to always to solve the problem they think they have but to bring about a solution that is fair to both you and the customer. Hopefully you can retain them as a customer by thoughtfully considering the issues they are having and doing what is possible to bring about resolution.

 

One should never argue, defend company policy, or point out where the customer is wrong. Needless to say, you’re probably heading nowhere. When people have problems, their emotions generally run higher than facts. They don’t care about the facts, at least not when they are upset and hyper-engaged emotionally. So train your customer service reps on how to dial back the emotions first by empathizing and showing customers you’re on their side. Later, it may be a good idea to check back with the customer to see if their problem was adequately resolved. 

 

Here are some practical tips: 

1. Begin with a sense of curiosity and respect for your customer. In other words, try not to assume you know everything about their problem or judge them for their high level of frustration. 

2. After attempting to dial back their emotions, focus on the facts as emotion should not continue to drive the conversation. 

3. Remember, they are telling you about this problem because they think you can do something about it. Thank them for that and then do whatever is in your power to bring about a solution. 

4. Lastly, expect a positive outcome! When your expectations are positive, your conversation with the customer will be shaped accordingly.

 

Serve, support, and succeed by being flexible, empathetic, and positive.

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