Tag Archives: complaint handling

Big Rocks

Complaint handling

Complaint handling  – It’s all too easy to wait until something has gone wrong to discover your team are not that confident or competent in dealing with complaints, only to end up with a niggling customer complaint escalating into a major problem. That’s because it’s all too easy to let these proactive (big rocks) shift down the priority list.

But, before you get onto “Big Rocks” I have a big rock of my own, and could do with your help, please.

I’m currently working on a new programme to help businesses deliver their own customer service training in-house. I need to make sure I have considered everything, and this is where you come in. If you could have a private conversation with me about developing customer service skills, with your team, what 2 questions would you like to ask me? Just click here and send me your questions. I can’t guarantee I’ll be able to answer individually… But I will try to answer them in a future newsletter. Thank you.

As you plan for the year ahead here’s something to bear in mind…

You may have heard of Stephen Covey’s idea of the rocks and the jar. In case you haven’t it goes like this…

Covey takes a jar, into which he places a few big rocks. Then he adds a bunch of small pebbles, and finally some sand, which fits in around the rocks and pebbles.

The jar symbolises our time, the rocks represent our important priorities, the small pebbles represent things that matter, but that you could live without, and finally the sand which represents busy tasks that aren’t important, and are likely only done to waste time or get small tasks accomplished.

When you place the big rocks in the jar first, then put in the pebbles, and finally the sand, everything either fits in, or the only thing that won’t fit is excess sand.

The metaphor here is that if you try and do this in the reverse order putting sand in first, then the pebbles you can’t fit in the big rocks.

This holds true with the things you let into your life. If you spend all your time on the small and insignificant things, you will run out of room for the things that are actually important.

While you can always find time to work or do chores, it is important to manage the things that really matter first. The big rocks are your priorities, while the other things in your life are represented by pebbles and sand.

One such big rock is scheduling time for staff development, such as setting aside time for developing customer service skills, or any activity which helps develop your service culture.

Let’s take complaint handling as an example. It’s all too easy to wait until something has gone wrong to discover your team are not that confident or competent in dealing with complaints, only to end up with a niggling customer complaint escalating into a major problem. If team members had been trained and coached in complaint handling in advance such a situation could probably be avoided. But it’s all too easy to let these proactive (big rocks) shift down the priority list.

One of the challenges is that we see these big rocks as scary overwhelming tasks. But if your managers and supervisors have the skills to deliver training in-house (be that identifying customer needs, complaint handling, managing customer expectations). It means you can break down this training into bite-size sessions which you can schedule in over several days, several weeks, or simply make part of your weekly/monthly routine.

So, the moral of the story? As you plan for the year ahead, put in the big rocks first – the things that are important, such as staff development and training, even though they are not necessarily urgent yet, or else they won’t fit into the jar. i.e. schedule these into your calendar first.

p.s. please send me your questions- what 2 questions would you like to ask me about developing customer service skills? Just click reply to this email and send me your questions. I can’t guarantee I’ll be able to answer individually… But I will try to answer them in a future newsletter. Thank you.



I’ll have to get my manager

When you’re a customer and want to make a complaint the last thing you want to hear is “I’ll have to go and get my manager…”

Not only is it frustrating for you as the customer, it’s demeaning for the employee and time consuming of the manager.

This week I’ve been training line managers, giving them the skills and confidence to coach their own teams in how to handle customer complaints, so they can trust their team to handle them effectively.

This means customers get any complaints handled swiftly, team members feel empowered, and managers are freed up to get on with other things.

You can watch here to discover the 4 key areas we covered.

So what’s the process in your business when a customer has a complaint? Do your team have the skills and confidence to deal with complaints, and do their line managers have the skills and confidence to train, coach, and support them?

 


Who handles your customer complaints?

Coaching in Complaint Handling

When you’re a customer and want to make a complaint the last thing you want to hear is “I’ll have to go and get my manager…”

Not only is it frustrating for you as the customer, it’s demeaning for the employee and time consuming of the manager.

So what’s the process in your business when a customer has a complaint? Do your team have the skills and confidence to deal with complaints, and do their line managers have the skills and confidence to train, coach, and support them?



Handling Complaints

question mark with speech bublesI’ve had a month of complaints! No, not in the way you might think… But helping a number of clients establish the best way to handle complaints, whether that be through staff training, gathering feedback to establish the cause or establishing systems to prevent them in the first place.

It seems counter intuitive, but as a business we should welcome complaints! WHY?

Because the alternative is we’re left not knowing when the customer isn’t happy.

Obviously prevention is better than cure (and you can read tips on prevention in a previous post right here).

But of course you’re not always able to pre-empt problems and won’t be able to avoid all complaints. Accidents happen, things get missed or events occur that are totally out of our control. So what can you do to lessen the impact on your customers’ experience and limit the potential damage to your customer relationships and your reputation?

Aim to spot problems as early as possible. Listen and observe. You can often sense there’s an issue long before you get told directly. And of course it’s far better to resolve a problem there and then than have a negative review posted on line.

Empower your team

Give your team the skills and authority to deal with complaints as they happen. Encourage them and train them how to ask for feedback and just as importantly how to respond when they get complaints or negative feedback.

This is far better for the customer because it gets a quicker solution, far better for the team member because they’re able to deal with it which gives them pride, and far better for you because it means you don’t have to always been involved. This doesn’t mean to say that don’t want to hear about complaints particularly if there are common recurring problems that need to be resolved.

Don’t assume because you’ve told people how to do something they will be able to just go out and deliver it consistently.  It’s all very well knowing what to say, but you know how sometimes when you come to say something the words just don’t trip off the tongue as you might hope!  Let your team practise in a safe environment, based on different scenarios.

Agree with them their levels of authority so they know just how much leeway they have in offering the customer/guest compensation, and at what point they may need to involve a manager.

Observe how your staff handle complaints and give them feedback after the event on what they did well, what they could do more of, and give the appropriate support and guidance on areas where they need more help.

It’s all too easy when we hear of a complaint to blame someone in the team for the problem. Put the team first and they’ll reward you with avoiding problems.

 

Here’s a little 5 stage checklist you may find useful in customer service training on handling a complaint effectively irrespective of the cause.

I use this structure when training and together these form the acronym LEARN which is easy for team member to remember.

The way you handle the situation is what your customers will remember and if you can go above and beyond to resolve the problem, even when it’s down to a third party, customer error or even an act of God, it’s your resolve of the situation they’ll remember, not the cause.