Ten powerful steps to diffuse angry customers, aimed at developing sustainable customer loyalty.
1. Assume that the customer has a right to be angry
Nobody makes mistakes on purpose, but they happen. If you work at a call center, behind a counter or in any capacity that directly interfaces with customers, then you are going to the angry customer at any time to meet. The most common reaction is to evaluate the merits of the complaint, while you are listeningit. Try these common response to brake and replace it with the assumption that the customer has a right to be angry, even before the details.
Maybe the customer is feeling betrayed, not because the product or services to meet expectations. The customer may be angry, because he or she assume incorrectly that led to improper expectations. The customer can angry because of past experience, previous contacts with your company, or simply because the problem occurred in a veryinappropriate time in the customer plan. Regardless of the circumstances, recognize the customer has the privilege of being angry. Do you hear exactly how anger is expressed, so you can find the cause of the emotion.
2. Listen without emotion Emotion
Listen to the inflections and emphasis that the customer locations to identify specific subject areas, the emotional catalyst. Listen to the feeling and the words. This will help you identify the specific item or items tothat require primary attention. Solve a technical problem can only partially effective if the customer does not even address emotional concerns. It may not be possible to completely resolve the emotional distress, but it is useful to confirm it.
Imagine that a customer is a technical problem with downloading of digital images, a special event, a wedding or family vacation experiences. The technical problem may be related to hardware or software, but the emotional distress isRelated to the risk of losing precious memories in context. While it is necessary to solve the technical problem, it is also appropriate to recognize the risks that create the emotional response. Try to preserve the precious memories, or at least explain why it can not be accessed, but does not ignore the emotional catalyst.
Do not react with emotion. Remember that the customer anger is not directed against you personally, even if the client language is addressed to you. If the client languageAttack and borderline offensive, it is because the customer is looking for recognition and response to emotional distress as well as the technical and administrative issues. It may be necessary to identify the customer always emotions, to calm the situation and diffuse the customer that you're paying attention to the importance of the emotional stress as well as the technical issue.
3. Be Patient
Customer calls come in waves. If the customer is at the forefront ofExpression of anger, sadness, fear and distress to have patience and listen. It is not effective to interrupt the customer when he or she is venting flammable feelings. It is like pouring oil on the fire raged. Rather wait for the waves of emotion to resign and then use the opportunity to interject with reassuring comments.
Eventually, the customer will break out anger and back as another series of waves. If that happens, his approach to patient and wait for customers to run out of gas before youthe fire again. Repeat, your compassion to recognize the buyer the right to be angry, and the catalyst for the emotional distress. Taking deep breaths calm and wait patiently until you talk to the series.
4. Speak Softly
If you are a loud and abusive customers respond by speaking softly and with a great tone. If you try to scream about the customer or interrupt, then the customer will focus on the verbal battle for the attention and not pay attention to the importance ofYour news. If you want your message to be heard, wait for a pause in the customer's tirade. Silence is the golden cue that there is time, your important message in a low voice. Finally, the customer will need to hear his voice, what you cut to say.
Although it appears that the customer is not about what you have, say at the outset to care, remember that the customer you approached for the dissolution. The customer may have spent a considerable amount of emotionbefore, but ultimately, the customer do not want your advice and support to solve the problem. Once the customer remembers why he or she has contacted the customer will be receptive to your soft spoken conversation.
5. Reaffirm
Make sure that you will address the technical, administrative and emotional aspects of the customer concerns. After carefully to the customer, has not added once the priorities that you believe that you heard from the customersPerspective. This will ensure that you are focused on the relevant issues and to assure customers that you are focused on the right priorities.
Use a soft, firm and inquisitive voice. Ask you to confirm the customer to verify that you have the facts and priorities precisely adjusted, then write them down.
6. Own the problem
It does not matter who or what the problems presented themselves before the customer has for you. Tell the customer that the problem yourself and your turnspersonal efforts to achieve results.
Sometimes it can be tempting to himself from the problem by stating that you are not responsible for them, that another department will have to deal with it, or that you can achieve only a messenger. Put this temptation in the can and the lid put on it. Expression that you do not have the ownership of the problem or the potential resolution gives the customer the feeling of driving, and powerless. if the customer feels that he or she is communicating withsomeone who is powerless, it will create yet another reason to be frustrated and angry.
Even if you do need to work with other departments, get manager approval or coordinate some other type of response, inform the customer that you will personally take the matter into your own hands and follow-up on the issues. The customer does not know your company, your policies or your procedures. The customer will never be able to navigate the requirements, restrictions or resolution with the same Knowledge and experience as you. Reassure the client that you use your knowledge and experience to coordinate the best possible solution, even if you need to get the support of other parties to achieve this objective in experience.
7. Put the customer first, second problem
In most cases there are two conflicting problems that occur when simultaneously dealing with angry customers. There are first edition, the customer is emotional stress. The second is the technical or administrative problem causedThe emotional distress. While it may seem logical to concentrate first on the technical or administrative issue that caused the emotional stress, it is important to recognize the customer first and anger the technical question seconds.
Solve the technical problem can be resolved or is not exhaustive, the main cause for the customer distress. Acknowledge the customer concerns first and try to calm down enough to customers to help you with the technical or administrative problems to concentrate. Sometimes theTechnical problem may require much more attention because they may affect other customers. Acknowledge the emotions resolve individual customer first question to be the specific customer requirements and technical question of seconds reserve elimination of all major problems as a separate activity.
8. Triage
To determine as soon as you have the opportunity to focus on technical and administrative issues, triage the cause of the problems, what went wrong. Analyze the problem and offer corrective measures or detailedInformation in an effort to avoid the problem of overlap with other customers. It may be necessary, some additional information from your customers receive exactly the cause of the problem analyzed.
9. Correct the issue
Correct the issue you are looking for specific customer requirements and also for the long-term remedial action. It may not be possible to give your customers a guarantee that the correction will solve all the problems constantly, but it may be appropriate to reassureCustomers you will be available to assist in the event that another different problem should occur again. Demonstrate your confidence that this specific issue has been resolved and is not expected to repeat. Demonstrate your attention to the specific needs of customers by repeated initial concerns and actions that you have to fix the problem.
10. Follow Up
If possible, follow-up is demonstrated elapsed with the customer after ample time to ensure that the corrective action waseffective. A phone call or a personal postcard shows individual attention and recognition. Demonstration of sympathy and attention of thirty days after a problem has been resolved and is a powerful message to show that they really take care of each customer. The follow-up has placed on the anger and the corrective action was to be effective, sufficient to retain loyal customers show and earn a few newOnes.
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Words of Wisdom
"You can not teach someone to care."
- Art Sakaguchi
"The crisis of yesterday is the joke of tomorrow."
- HG Wells
"Speak when you are angry and you will be the best speech you ever regret giving."
- Lawrence J. Peter
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