Hello, All:
Yes, this is a very interesting topic. In a previous experience, I found that as a manager, I was expected to handle these "exception" calls. So I have two points of discussion to cover in this matter:
First, on the handlingside... For those of you who handle many calls a day, for those of you who have not been weel-trained to deal with either routine or difficult customers, for those of you measured mainly on call-quantity, please don't be discouraged. You may have found that some days, MOST of your callers seem "difficult". But there are some steps you can follow on each call that will diffuse about 80% of the problem calls you have:
1. Begin by being pleasant - greet the customer with a "smile in your voice" (corny as that sounds), and at least they will start out (more likely) believing that you genuinely want to help.
2. Okay - now you need to GENUINELY WANT TO HELP. I guess many of us can fake sincerity, but usually it doesn't work. Look at your customers as people who don't understand someething about which you have a lot of expertise, and they are calling you as the "S.M.E." (subject matter expert). If you have this attitude, the customer is more likely to put their matter in your capable hands (vs. trying to take control and vent frustration).
3. Don't use jargon! What you understand is vastly different from what your customer understands. Say all the words - don't use acronyms. Practice. Pretend you are the caller, and take yourself back to a time before you had ANY training in your job and try to form explanations you would have understood then.
3. Sometimes you get a caller who already has "an attitude". Listen for a few moments. Take notes. Wait for a break, then repeat to the caller the nature of what you believe to be his or her issue. This projects your empathy and the quality of your good listening skills. It also takes away much of the adversarial position your caller previously took. Don't be adversarial yourself, either. Your customer is not a child and doesn't want to be trated like one. Saying something like, "ma'am, I am trying to help you, but you have to stop talking first" is inflamatory. Instead, wait as long as you can for the customer to stop speaking. Be silent for awhile - your caller might even ask, "are you still there?" There's your chance to break in and confirm the customer's issue.
4. The most difficult thing you have to do, the thing you perceive to be the reason for your callers becoming agitated is DELIVERING BAD NEWS. So don't look at it as bad news, and RARELY say, "no", or "we don't do that". You can say the same thing in a way that will satisfy about 70% of the callers who ask for something you "can't do". Say instead, "well, if (...)is your concern, here is what we CAN do..." This works like a charm. This takes practice, too. Practice not saying "no" or "we can't" or "we don't". It's not easy if you are accustomed to saying those things...
5. Follow through! If you promise something, make sure you send it, fax it, e-mail it, take care of it however you committed to doing it. Also, be careful of volunteering or committing to something - consult with your supervisor or manager and ask how best to handle an unusual situation that might require something outside of your normal routine.
6. When your customer's voice gets louder, make your voice quieter. Don't talk (or yell) over a caller. If you get quiet and set the tone, your customer will follow.
7. A high rate of call transfers to managers and supervisors really is a bad thing. If your manager or supervisor has to take very many exception calls you have transferred, he or she does not have time to do the things needed to make your department (and your job) better. Also, I have fielded calls from customers where the "fix" was within the capabilities of the agent who transferred the call (often for not having taken the steps I identified above). When counseled, the agent often told us that he or she wanted his or her supervisors to handle the call to "understand how it is out there". The best way to impress your supervisor is to handle calls YOURSELF. Don't be afraid to ask advice from them, but YOU take charge of the customer interaction and getting the problem solved. You will soon be a leader if you do this and the other things I mention.
8. That said, don't let a customer curse at you. It rarely happens, but when it does, say in your quite voice, "sir / ma'am, I would really appreciate having theopportunity to help you, but we need to calmly identify the issues and resolve them together". If that doesn't immediately stop the abusive language, tell the caller that you will have a supervisor assist them and transfer the call. It's your job to helpthe customer and avoid making them feel as if they need to be abusive, but it's never your job to take abuse.
On the MANAGEMENT side, there is a real need to be proactive, otherwise you managers and supervisors out there will merely be the repository for difficult callers:
1. Impress upon your agents what supervisor call transfer rate standards are (or should be) and explain the previous steps (above) to them. Managing supervisory call transfer rates is the "easiest" way to keep your arms around this.
2. Record and play back calls when you can. Your agents sometimes don't realize how they sound, even with the best of intentions. Good feedback will help them to hone good call handling skills.
3. Have regular meetings with your agents - in groups is the best way. Ask what kind of difficult calls they are getting and let the rest of the group give suggestions. I have learned many wonderful things that way.
BOTTOM LINE: Most callers are just shmos like you and me.The difference between a satisfied customer and a frustrated one is alsmost always YOU.
I have enjoyed reading the other responses, and I think you all have some really good suggestions.
Donna |