True Questions from the Front Lines of Customer Support and the Answers from Rich Gallagher

The webinar “Getting Your Worst Customers to Love You: True Tales from the Front Lines of Customer Support” was attended by hundreds of customer service and support professionals who submitted numerous questions for Rich G. during and prior to the webinar. Due to the time constraints of the event, Rich was unable to answer all of those great questions; however he has been gracious enough with his time to answer each and every one which we are posting in a two part series here. Read first part here.

Whether you attended the webinar or not, you may find that Rich’s answers to these questions may also help you turn your challenging customer situations into positive customer experiences.

Congratulations to Rick Bruce, Jason Lorenz and L. Graves who submitted the winning stories for a copy of Rich Gallagher’s latest book “How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations at Work.”

If you did not attend the webinar, we invite you to watch it now. Share your thoughts and continue the discussion here.

Q&A Part 2

We provide technical support via the phone. I would love to hear about handling difficult customers on the phone as customers on the phone seem more hostile than in person.

Our members often use quite derogatory language about us personally. Please discuss best practices for lower level staff to help deal with these situations.

How do you handle customers who are having a bad day that just need someone to yell at?

How do I handle customers who are just mean and nasty?

I am going to answer all of these very common scenarios as a group. First, use the best acknowledgements you possibly can, including paraphrasing their concerns. When customers get meaner and nastier over the life cycle of a transaction, you usually aren’t acknowledging them effectively, which triggers more pressure. That said, I have no problem whatsoever with setting boundaries when customers cross the line from upset to abusive – consider phrases such as “I would like to help you, but you will need to stop screaming at me.”
-Rich

As a non-profit organization that signs up people for monthly donations, we occasionally receive calls from donors that were not aware they were donating more than one-time.  How do you recommend handling such situations i.e. refunds, retention, etc.?

Very good question. No communications skills can absolve people from acting on the moral high ground. When someone felt they were making a one-time donation, the only proper response is to apologize and, if needed, return the unexpected donation. And if this happens often, review your procedures to examine why people misunderstand your process.
-Rich

What about the frustrated customer who wants to “jump” to a supervisor?

I am generally in favor of escalation on demand – particularly when you use your systems (like Parature) to analyze why calls need to escalate, and respond strategically. Incidentally, I am also in favor of talented peers serving as a path of escalation where appropriate, particularly where the issue is expertise rather than managerial authority.
-Rich

We offer a free service that we actually pay them money for at the end.  People say they have to think about it.  How do you break through that barrier?

Think like your customer – or better yet, ask them. What is making them skeptical? Is there a trust issue? Is the reward worth their effort? Do they need what you are offering? Then keep workshopping your pitch until it addresses these issues.
-Rich

In higher Ed we deal with PHD’s who feel they are entitled to service from only someone they consider their equal, but they are basically computer knowledge low.  They talk down to you – how do we respond getting them to buy into the fact we can help them?

I know exactly the dynamic you are talking about, Dennis -  I grew up in an academic family and began my career on a campus help desk. (My late father, a university president, often cited Henry Kissinger’s quote that “academic politics are the nastiest, because the stakes are so low.”)

You need to establish credibility with these people, and you can do this by (a) doing a good job of articulately paraphrasing (*not* parroting) their concerns, (b) giving very detailed responses, and (c) summarizing the action items at the end of the transaction. Each of these techniques make you pro-active rather than reactive, and help you establish an equal business posture. And finally, bite your lip and acknowledge Dr. Wonderful’s expertise wherever appropriate.
-Rich

How do you suggest that we educate customers who “just want someone to answer the phone and solve their problem in real time” when we really don’t have the bandwidth for that model?

Here is a phrase I’ve often used: “We want you to have a good experience using our software – and in particular, we want you to have a better experience than we can give you pushing information at you one word at a time over the telephone. So we have some great training (or resources, or consulting, etc.) options for you.”
-Rich

What about handling “internal” customers, working for the same company; same rules?

Yes, but with one big difference. You work with internal customers every day, so your focus must shift from managing a transaction to building a relationship. For example, instead of just defusing a conflict, you want to go further and explore what will make this person happy in the future. Good question on an important topic, I actually devoted a whole chapter to this in my book Great Customer Connections.
-Rich

How do I effectively deal with members who resent a change in our program? Basically, we promised a service forever and now have changed it so it is only guaranteed for one-year at a time.

How can I satisfy those members who wish for the member benefits to always remain the same (but staff, board members, and membership majority) decided to change the benefits?

I’ll answer both of these common issues together. First, lean into their complaints and acknowledge them – “Yes, that was a good benefit package. And I appreciate your taking the step of letting us know how important that was for you.” Second, frame the change in a way that benefits the customer – “We made this change in hopes of holding prices constant for people, while keeping our most popular benefits.” Third, take a learning posture – “I am glad you called, because if enough people still want to keep the benefits they had, that is important feedback for us.”
-Rich

How do you tell a customer that the EFT/WIRE was not submitted on time and that there will be a delay in processing funds transfer?

Lean into the customer’s frustration – openly acknowledge how this is affecting the customer, every time they open their mouth – and then focus on the solution.
-Rich

“Continue as needed to control the conversation”???? Wow–that feels like the opposite of a great customer experience. How do you build a relationship when you see customers are something that need to be controlled? Do you want the talker to “feel” like you are paying attention….or do you pay attention? Big difference…

Good point Molly. In my experience, customers come away much *happier* when you use the “acknowledging close” technique to move the conversation along, because you are engaging them – versus what most people do, which is sit there going “uh-huh” endlessly when overly-talkative customers ramble on and on. This is actually one of the more consistently successful techniques I use in making customers feel good.

Finally, to answer what I sense is the question behind your question – I agree with you, no communications techniques will compensate for a genuine lack of empathy for the customer. In this case, of course you want to both pay attention AND make it clear to the customer that you are doing so – that was the point of that bullet item.
-Rich

I think that the most important thing is have empathy with all the customers.

Yes!! And the second most important thing is to use the right language so that customers feel that empathy.
-Rich

My favorite bit of advice is to ALWAYS remember the customer is complaining TO you, not ABOUT you.

Absolutely Mellissa. You are using a powerful technique from psychology here called “reframing.” When I was a young support rep, I used to think of myself as a psychologist studying the tribal behavior of early computer users, not just someone who was being yelled at.
-Rich

What was that third acknowledgement? Observation, validation and ?

Identification. Observation is where you observe the other person’s response (“I can tell you are pretty upset about this”), validation means letting someone know their feelings are valid (“No one likes to wait for a service call”), and identification means sharing your own feelings (“I wouldn’t like that either.”)
-Rich

Finally, to give credit where credit is due, many of the original issues we discussed in the webinar are documented in SupportIndustry.com and Parature’s 2009 Service & Support Metrics Survey.

Thanks everyone for a great webinar!
Rich

True Questions from the Front Lines of Customer Support and the Answers from Rich Gallagher

The webinar “Getting Your Worst Customers to Love You: True Tales from the Front Lines of Customer Support” was attended by hundreds of customer service and support professionals who submitted numerous questions for Rich G. during and prior to the webinar. Due to the time constraints of the event, Rich was unable to answer all of those great questions; however he has been gracious enough with his time to answer each and every one which we are posting in a two part series here.

Whether you attended the webinar or not, you may find that Rich’s answers to these questions may also help you turn your challenging customer situations into positive customer experiences.

Congratulations to Rick Bruce, Jason Lorenz and L. Graves who submitted the winning stories for a copy of Rich Gallagher’s latest book “How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations at Work.”

If you did not attend the webinar, we invite you to watch it now. Share your thoughts and continue the discussion here.

Winning Stories

One of my favorite “angry customer” stories took place in the early 1980’s when I was a phone support rep for Kaypro Corporation. As it happens, one of my fellow support reps was taking a call from a guy who was just yelling. Tom was a very mellow (seriously mellow) fellow. Eschewing the earpieces that most of us wore, he used the phone at work the way he used his phone at home. So he simply held the receiver away from his ear as this fellow kept yelling for at least ten to fifteen minutes. At the end of the tirade, after a few moments of silence, Tom put the phone to his ear and said “I’m sorry Bob, someone came up to my desk. Can you please repeat that?” Bob did, indeed repeat the salient details of his case, but he had burnt out whatever fueled his anger and was able to let Tom help him. I don’t think I’d ever use Tom’s technique, but I did learn that sometimes people want to be helped, and sometimes they just want to vent their anger.

I just had to choose this one, because my first computer was a Kaypro! You would need to have the right personality to pull off what this agent “Tom” did, acting like an interruption was more important than the customer. But he used some very sound psychology in asking good questions that got the user to respond factually and not emotionally. Anyone can learn and practice asking good questions in a tense situation – just like police officers and hostage negotiators do – without the need for subterfuge. Questions ground people and get them to calm down.
-Rich

On our Help Desk we recently had a customer alternate between screaming and crying because he could not remember the fourteen passwords he needed to log into all of his different applications. He would scream, apologize because he knew we had no control over it, and then start to cry before screaming again when the next error message happened. It was an extremely difficult call for the Technician attempting to assist the customer because of the customer’s emotional state. At the time we pulled the voiceprint of the call and asked our client’s home office to address this issue, but I wonder now if there would have been a better way to handle that call with the customer and prevented incident or even won the customer over?

When most people are confronted with an inappropriately emotional customer, we tend to “shut down” and respond procedurally and robotically – which makes these people even angrier! (Reversing roles for a minute, this is also why you shouldn’t lose your cool at an airline ticket counter when your flight gets cancelled – see my recent blog http://point-of-contact.blogspot.com/2010/02/theory-of-relativity.html) This situation calls for lots of validation, acknowledgment, and assessment questions on how this impacts the upset customers.
  -Rich

I work at a university and the professors can be very high maintenance. One in particular has been a real problem. The professor has a university owned computer and allows their children to install games and play online. This usually ends in a severely infected computer even with all the virus and spyware applications in place. The professor has brought the computer to the Help Desk for help and denied that their children used the computer and they had no idea how the software games were installed. The laptop keyboard was dirty and sticky to touch and it appeared that the computer was only used by children. We tried to gracefully talk to the professor about the condition of the computer and their responsibility for its condition and they burst into tears in front of several Help Desk staff members and started to yell at all of us about their life and how bad it is and that they were going through a divorce and we should not be talking to them like this.
As the professor got louder I got quieter to try and defuse the situation. I empathized with them and tried to be compassionate and understanding. This seemed to work and the professors calmed down and responded a little more reasonably. My staff now cringes when this professor’s name is displayed on the help desk phones.

My late father was a professor and later a university president, so I can relate to this one! Never ever accuse a customer of wrongdoing directly. Boil the situation down into facts and work from the facts – “this keyboard is sticky and there are lots of games loaded on here” is OK, “I don’t believe you, you must have children using this computer” is not. I will discuss tomorrow that even when customers lie, you shouldn’t “catch” them at it – here’s another blog I wrote on that: http://point-of-contact.blogspot.com/2009_03_01_archive.html.
 -Rich

Q&A Part 1

How would you respond to a customer who consistently and “aggressively” questions your ability and problem solving tactics?

Build their confidence by using a technique I call “playback” – take their agenda and proactively chain it to your response. “Because you need this resolved quickly, here is why I am choosing this diagnostic approach.”
-Rich

How to turn around to the positive, dealing with customers reluctant to change to new technology/software?

Resist all temptation to tell these people how much better the new technology is, at first – acknowledge their complaints that change is frustrating. (I am an alpha geek, for example, but still get frustrated when Facebook seemingly changes its interface every two weeks.) Then ask good questions about how they use the product. *Then*, and only then, sell the benefits of the new approach.
-Rich

How do you get them to use the help desk services instead of phoning or emailing you directly and copying upper management?

Give them a benefit for doing this, and communicate this benefit to the customer. (“Our help desk responds to most open cases within 24 hours, and is more responsive than contacting specific individuals who may or may not be available to work on your issue.”) And if you *can’t* say something like this with a straight face, examine why customers get better service by jumping the line, and address this strategically.
-Rich

Please address the cost of doing bad business and how to position this with Sales organizations.

Great question – my answers could easily fill an entire book! Here is my two cents: in my own management career, “turning around” the service performance of call centers has led to dramatic results – in one case, growing from a startup to a NASDAQ firm, in another, growing sales 25% in a recession. That’s why I’m so passionate about this topic.
-Rich

I have a customer from Australia who complains every time on conference calls about the same topic. Doesn’t matter that we already tried our best to respond numerous times – the customer just can’t let go of the issue, and keeps bringing it back every time.

How do you deal with a customer who is being completely uncooperative and illogical even when you provide various other options to them?

I will answer these both together. When you feel you are quote-unquote “trying your best” and the other person keeps getting angrier, It is highly likely that you are not acknowledging the customer, just providing “solutions” – just like when your mother wouldn’t let you do something and asked if you could just play with your sister instead. Try using phrases like, “I can see why you want to do X. I agree, that would be a lot easier for you. I wish your service plan allowed X. Here are some alternatives …”
-Rich

If two different persons in your customer’s organization have different perceptions of an issue affecting your product and both are correct in their own way. How do you direct both persons to a conclusion that will benefit all parties without having a fight?

This is actually the classic problem of marriage and family therapy, and MFTs use an approach called “multidirected partiality”: speak from the voice of each person, and frame their concerns in a way that puts them both in a reasonable light. (“Arnie, you are trying to preserve your department’s budget, which makes perfect sense – and Sally, of course you are trying to limit defections of our paying customers as much as you can. Let’s break down both of these arguments and see where we can go with them.”) I’ve seen this approach work wonders in both workplace and clinical situations.
-Rich

How do you deal with customers who completely disagree with the service of the website, yet still pay to use it, and do their best to change it based on what they think is best, and takes their aggression into social media?

Welcome to the world of freedom of speech! I’ve actually studied social media responses to corporations as part of a client project, and discovered an interesting fact: when most people like your company, people who complain in social media tend to get tuned out. (And, of course, if people hate your company, these complaints can turn into a feeding frenzy.) From a communications standpoint, acknowledge the complainant’s concerns, and frame your response in terms of how it benefits all your customers.
-Rich

One of our biggest challenges is customers who don’t understand our product, don’t actively engage in the many training opportunities that we offer, and yet become frustrated and sometimes angry when the system doesn’t behave as they expect. 

Been there, done that. Resist the temptation to frame these discussions as “you should have gotten training” – frame them as “here is how we can help you be more productive with our product.” And keep learning from your customers about how to make your products even more intuitive in the future.
-Rich

Is responding via email a better way to respond to a “problem” customer, in order to have a paper trail?

Only if you are in a situation requiring legal documentation. The personal touch is always better. As an aside, I’ve analyzed “paper trails” that training clients give me about their worst customers, and the same communications skills still apply – acknowledgement and benefits calm people down, while limits and “policy” agitate them.
-Rich

I meet with clients who are required by the county to meet with me, have ongoing appts, go to required classes and if they don’t I can sanction (take away) a portion of county assistance until they comply-any thoughts?

Great scenario, similar to what psychotherapists refer to as “mandated clients” who are in court-ordered therapy and don’t want to be there. There is a growing literature base on handling mandated clients, and much of it corroborates my own advice to speak from the client’s perspective rather than yours: “I realize you may not like this process. What can we do to make this easier for you? Since you are here anyway, are there things we could work together on that might benefit you?” And be sure to acknowledge every complaint from the client, which is not the same as agreeing with them.
-Rich

Customers who have preconceived notions about calling and getting someone with an Indian accent on the phone.

I have trained call centers in India before. Often the problem is less one of accent and more one of culture – offshore call centers often use less acknowledgment, and more formal scripted responses, than North Americans are used to. When agents learn to communicate well, they often sound indistinguishable from their domestic counterparts, accent or no.
-Rich

How to satisfy a customer and adhere to company policies and procedures at the same time?

Always focus on what you can do, not what you can’t do. (Compare “you’ll have to fill out a form for this” to “let me walk you through how we can get this fixed for you” and see what I mean – examine and workshop the language you use with customers and ruthlessly cut out “can’t,” “you’ll have to,” “we don’t”, etc. out of the dialogue). Acknowledge legitimate frustrations and use transitional phrases like “I wish” and “even though” to shift the focus back to solutions. Finally, if too many policies upset too many customers, leverage your support team as the voice of the customer.
-Rich

What’s the best way to calm down an upset customer?

Check out my Parature blog series from last year on “What to Say to a Porcupine”: I’m all over this situation. Short form answer: acknowledgement (using “identification” where at all possible), good questions to drain the heat from the transaction, and negotiating solutions from a stance of what you *can* do.
-Rich

If you’re on a call and the customer makes racist comment not knowing your race, how do you respond to that?

Racism (or sexism, or xenophobia) is behavior that crosses acceptable boundaries. I have no problem whatsoever with setting boundaries and/or terminating the call in situations like this.
-Rich

What is your recommended best practice for delivering bad news?

I have a technique called “staging” designed just for that situation. Check earlier Parature blog entries from my “What to say to a Porcupine” webinar – or my books – for more details.
-Rich

Support Channel Survey by John Moore

We invite you to help our friend John Moore with his survey of customer support preferences and usage patterns. John will be running this survey – hosted on his blog Random Thoughts of a Boston-Based CTO: John Moore’s Weblog – through the end of March and will share his results once all the survey data is complete.

Please take the survey and invite your communities to do the same.

Take Survey

Webinar: Getting Your Worst Customers to Love You

Most customer support teams are good at handling routine transactions. But what about a customer who is threatening to sue you? Or asks to have you fired? Or an employee who got so fed up with IT support that he smashed his laptop and then ran over it?

All of these are real situations that support professionals reported in a recent survey sponsored by Supportindustry.com and Parature. This interactive webinar, teaming communications skills expert and bestselling author Rich Gallagher with Parature’s VP of Marketing Gary McNeil, looks at how to handle situations like these and more. The open panel discussion format will examine the best practices, tools and technology behind handling your worst-case scenarios.

Congratulations to Rick Bruce, Jason Lorenz, and L Graves, winners of Rich Gallagher’s latest book “How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations at Work”.

If you missed the webinar, the recorded version is available here. Share your thoughts and continue the discussion here.

A copy of this presentation is available in our SlideShare profile. 

Watch the webinar "The Nordstrom Way to Customer Service Excellence"

“The Nordstrom Way to Customer Service Excellence” webinar offers organizations insight into the inner workings of the Nordstrom customer service culture.

Outstanding customer service – the key to successful organizations, a competitive differentiator and a facilitator of customer loyalty – is synonymous with one of the nation’s leading fashion specialty retailers. Nordstrom, known for providing the ultimate customer service experience, has become the national standard for customer service. How did they earn this reputation? What is their philosophy? The Nordstrom Way to Customer Service Excellence will feature Robert Spector, bestselling author of The Nordstrom Way to Customer Service Excellence. Mr. Spector will break down the elements of the Nordstrom philosophy and explain how they can be adapted for virtually every kind of organization by detailing the nine management principles that have made them the gold standard for customer service.

Parature’s “Best Practices in Customer Service” webinar series is designed to serve as an educational and informational resource for organizations throughout numerous industry sectors to gain insight into customer service best practices and to improve the customer experience. To register for any webinar in the series or to view previous webinars visit www.parature.com/webinars.

If you missed the webinar, the recorded version is available here. Share your thoughts and continue the discussion here.

A copy of this presentation is available in our SlideShare profile.

Unfortunately, we have not been able to post the Q&A yet due to another event and Mr. Spector taking a well-deserved vacation, but we still hope to get those up at some point.

When You Can't Say "Yes"...There is Opportunity for Success

Customers are the backbone of every business. Yet, there are times when you simply cannot give them what they want, because a customer may not always be fully aware of a company’s financial status, product development ability, or the majority of a company’s feedback. So, what do you do when you have a demanding customer whose needs you cannot meet? Start by getting into the mindset of what the customer is really looking to accomplish:

• Does the customer, maybe love your service and could possibly want to be more involved, but his/her way of showing it is to offer suggestions?
• Is the customer possibly an influential person in your industry, and is maybe looking to do more business with you?
• Is the customer truly a big fan of your service, and just wants to show you that he/she cares?
• Are there alternatives you can explore with the customer?

Online customer service is quite interesting this way. The customer behind the computer is always looking for reassurance that his/her needs are being met, but not everyone knows how to communicate needs with written/typed words. This is quite often the case with customer service emails that involve ‘product development’ suggestions, and that can be difficult because a basic customer with no computer experience may not understand why something is necessary or unnecessary.

After starting at Voice123.com in July 2007, there were several corrections that were implemented in our customer service team to assist customers, even at times when we had to say ‘No’.

• Never make a promise you cannot keep to make someone happy: A failure we had seen with several websites was that they were making statements such as, ‘We will work on it!’, when there was no intention of developing the idea. Broken promises have long-lasting and damaging results to any businesses reputation, online or offline.
• If you do use an idea by your customer, give that customer some credit on your website: Voice123 has done this in the past. When an idea never struck us until a customer said so, we promote them through our email campaigns and Voice123 blog. Showing appreciation for the website user has a powerful affect, and makes your users feel like celebrities. This is important because all customers need to feel special when using a product. If you are showing true appreciation, you should do something both in public and in private. Giving voice talent free subscriptions for helping Voice123 become a better website is one way we like to return the favor.
• Create personal relationships between your customer service team, and their customers: It is true that there are some customers who will have amazing ideas one day, and the next day, they may just contact you to complain a bit, and that is great! You will always have people looking out for your business this way, and you will be looking out for your customers! Even when working in Times Square at ESPNZone NY many years ago, I found myself being a friendly ear to customers who just wanted to let off some steam about ESPN, and their programming decisions. I did tell them that I had no control over such things, but they appreciated that I just listened. These same people came back time and time again, and it was a pleasure to serve them.

I have found that working online requires a larger ear for listening, if you will, because of its anonymous environment. There will always be that ‘need for reassurance’ from another person, that even though you said ‘no’, that the idea was taken into consideration.

Steven Lowell

About Voice123

Voice123 has been serving the needs of the online voice over casting world since 2004, and is the premier marketplace to post voice over work, and find voice over talent. It has maintained a customer satisfaction survey rating of 90% or higher for the past year and a half due to its development in the field of customer service and innovative product development to answer the needs of its customers. Steven Lowell is a customer service specialist & trainer, trained by top Fortune 500 companies from around the world, and former customer of Voice123.

Challenged by managing & motivating a culturally diverse customer service team a continent away?

I am a customer service manager at Voice123.com, and a challenge I face is managing the staff we employ in Bogota, Colombia from the offices we have in New York City, NY. When I took this job as Customer Service/Quality Assurance/Blogger/Public Relations manager at Voice123, I understood ahead of time what challenges were ahead of me. I was not told what the challenges were, but my past experience in traveling to other countries filled me with the knowledge of how businesses in the United States were viewed internationally. I also understood that there are countries that view the United States as ‘1st World’, as if to say that their own country must be ‘3rd World’ by comparison. Luckily, traveling has also taught me that many times people who believe their country is inferior to the United States, may simply need to be reminded as to how the world is pretty much the same no matter where you go. Back in 1992, I read a book called ‘Think and Grow Rich’ by Napoleon Hill. In this book, he describes very basic needs shared by all human beings, or at least, that is my interpretation of his writing behind his Philosophy of Success:

• The need to achieve prosperity
• The need to feel appreciated
• The need to love and be loved
• The need to be successful

Considering these four ‘needs’, then forgetting where someone was born or their views of the United States (because sometimes that opinion is not favorable), is how I approached my position at Voice123 when I was hired. I approached everyone with a clean slate. I never talked down about people in the United States to explain a cultural difference, nor did I ever say one country was better than the other. In return, I expected the same from the staff in Colombia. Our team has always had a ’silent pact of trust’ that we would never insult the culture of another person. This was not stated by me, nor was it ever discussed because I wanted our customer service team to be ‘people of actions’, not just words and mission statements. To build trust, unity, and understanding, we did the following:

• When visiting other countries, Colombia or United States, our staff stays at other staff member’s houses and apartments, no matter what the conditions, and we commute to work together to get the experience.
• Understanding the love of music that exists in Colombia, and knowing that people who love the same music share an instant bond, I hooked up Xbox Live in Bogota, Colombia and played a popular music-video game called Rockband from my apartment in New York. This was a team event that we still do to this day, and it has become a great way for our team to release stress. I also found out that there is a heavy influence of US music and art culture in Colombia.
• I agreed to learn the Latin American way of speaking Spanish, if they agreed to learn North American English.
• As a former actor, I spoke at student seminars when invited by other members of my staff studying acting and film in Colombia. In return, when they visit New York City, I have taken them to classes that I attended to give them a better understanding of what takes place in the United States.
• Generally, we keep a ‘family attitude’ within our staff, and never say things like, ‘Do it this way because it works in the United States.’ or ‘That is how Colombia works, so deal with it.’ I understand that would be a mistake because many of the business schools in Colombia teach students, and I have been told this is something teachers always say in Bogota, ‘You have to learn English because it is the business language of the United States!’ I have found that this type of teaching creates more resentment towards United States culture than anything our Presidents may decide on. (haha) This type of teaching makes Colombian residents feel as if their language is somehow ‘not good enough’. Meanwhile, when my staff visits New York City, they have an easier time of it than I do in Bogota because they are bilingual, and New York City is 50% Spanish-speaking. I am still learning Spanish, so I still need a chaperone when I visit Bogota.

One important thing to all of this…is the difference in business cultures. In Colombia, it is very easy to just fire someone you simply do not like, where in the United States, we have the Equal Employment Opportunity Commission, which protects employees against wrongful termination, among many other things. As a manager (and former EEOC insurance claims assistant with AIG), I promised myself when starting that I would do my best to be as fair as possible in all situations, based on what I learned as a claims assistant at AIG.

I also did something unique for someone working in Colombia, which has yet to adopt laws that protect people from being fired or not hired due to their age. I promised myself that I would hold onto staff for as long as possible for one reason…I have seen high turnover rates in customer service affect the quality of customer service. I also remember that the person who founded Wal-Mart named his original cashiers ‘associates’ and as stockholders, these employees helped Wal-Mart get off the ground because they trusted in their leader, and felt appreciated as part of a team. This type of behavior is a business culture that the staff from Colombia enjoys…feeling appreciated for hard work, and knowing that if they work hard, they will be appreciated. I acknowledge that at first, not every staff member was on-board with me, and some did quit, but that is the understanding at Voice123…”I will look out for you, if you look out for me and Voice123. If you want no part of it, it is ok to leave. We bare no ill-will and will help you in the future.”

Of course, I should mention what tools we use to keep in touch during the work day. That is quite simple:

• Skype
• Webcams
• Live Streaming of my office and theirs
• Gotomeeting

Some have viewed this type of communicating, where we are simply watching each other work, as maybe ’spying’, but it is nothing like that at all. We are a very happy staff that actually misses working with each other in the same office. The beauty of the Voice123 staff members in Colombia are their warm hearts, and hospitality, which I personally find to be lacking in today’s United States customer service. This in turn has made me a perfect fit, as I am working with people who validate my understanding of the need for hospitality in customer service. It is true, that I play a role in Voice123 as one who translate what is really being said to our customer service staff. The main reason for this is that the Colombian staff does not understand the United States culture of sarcasm, and double-meanings, and with that, I know my work is always cut out for me. Communicating via Skype and typing commands to people can sometimes be misinterpreted, but when this happens, we call each other and talk about it. I also sometimes jump on Skype on weekends just to talk to staff and see how things are going. I do this because I know I am working with truly beautiful, caring people. To date, we have had no issues of political conversations, prejudices, or cultural differences, and I do not think we will because our company is gaining a reputation in Bogota, Colombia as being a wonderful place to work that is open-minded, caring, and expects one to achieve for the benefit of the employee and Voice123. On top of that…their managers ask staff to play Rockband!

Final note…You may read back through this and notice something I did not do. I never referred to people from the United States as ‘Americans’. To the people of Colombia, they consider themselves ‘Latin Americans’, so it is viewed as arrogant to say one country can hold the title ‘American’. I pay attention to these details out of respect for their beliefs, and they respect mine in return. I always view this staff at Voice123 as people I learn a great deal from, even if I am one of the oldest staff members at 36 years old.

I hope my experience has served you as well,
Steven Lowell

About Voice123

Voice123 has been serving the needs of the online voice over casting world since 2004, and is the premier marketplace to post voice over work, and find voice over talent. It has maintained a customer satisfaction survey rating of 90% or higher for the past year and a half due to its development in the field of customer service and innovative product development to answer the needs of its customers. Steven Lowell is a customer service specialist & trainer, trained by top Fortune 500 companies from around the world, and former customer of Voice123.

Download the IGN success story

In the U.S. alone, computer and videogame software sales topped $11.7 billion in 2008. In this hot market, millions of devoted gaming fans are online looking for the latest content, news and tips to enrich the gaming experience – and many of them are going to IGN Entertainment sites.

A unit of Fox Interactive Media, Inc., IGN is a leading Internet media and services provider, bringing news, reviews, videos, previews and forums to videogame and entertainment enthusiasts. In fact, IGN sites attract one of the largest concentrated audiences of young males online.

In a given month, tens of millions of unique users visit one of IGN’s targeted sites, which include IGN.com, GameSpy.com, Direct2Drive.com and AskMen.com. Across all sites, the company’s customer service department fields 12,000 support inquiries every month, from login questions to help finding specific content.

Download this customer success story and learn how leading Internet media and services provider IGN maintains a high level of service without costly staff additions.

Download this customer success story

In today’s medical environment, physicians are pressed to see as many patients as possible. Often, that means staying late to catch up on paperwork accumulated throughout the day.

Technology from e-MDs is changing that. The company’s electronic health record (EHR) software allows physicians and their staffs to document patient visits electronically with just a few clicks – saving time and improving documentation.

EHRs also allow practices to eliminate cumbersome paper charts – a huge time saver for staff and a critical customer service tool since patient information is now available from any computer with the EHR software. It is a true mission-critical application.

That’s why e-MDs’ customer support response times are so vital.

“If a doctor has an issue with his computer, he needs help immediately to access patient records or chart information,” said James Foster, client data operations manager at e-MDs.

Download this customer success story and discover how electronic health record (EHR) software provider e-MDs empowered their customers to help themselves and reduced critical issue resolution times by 80%.

Is Twitter Part of Your Customer Service Strategy?

Popular social media channel – Twitter – provides an open forum for customers to air their grievances, give praise or simply inquire about an organization’s products, services or support.  These customer sentiments and inquiries are valuable sources of information and smart companies will take the opportunity to collect, measure and act upon this knowledge.  

Insight into the perception of your brand, products, or services provides the ideal opportunity for customer service teams to step up their service techniques.  In a Mashable’s article “HOW TO:  Use Twitter for Customer Service” they nicely articulate the major tenants of customer service and how they relate to Twitter:  problem resolution – it’s the main goal of customer service and Twitter provides a platform for a fast, easy response possibly in a single tweet; positive brand image – when someone receives service they like, they talk about it and Twitter provides a viral platform to spread the word which can lead to more sales and more attention; staff involvement – Twitter provides a more interesting platform for support representatives to serve the customer and provides immediate visibility into the impact they make; cost reduction – what every support organization wants and with Twitter it’s necessary to be short and to the point reducing the time required to solve each problem.

Additionally, customer service and support software integrations with social channels provide a unique opportunity for companies to monitor customer feedback, recognize trends and be proactive.  In the CRM June ‘09 issue a Datamonitor analyst says “savvy companies should recognize that social networking can be another channel for customer support.”  And a recent survey by SupportIndustry.com showed that 32% of respondents expect social networking apps to play a role in their support within the next year.

Tell us how social media fits into your support strategy.  Is your organization leveraging Twitter for support?  Is your organization monitoring Twitter or any social media channels?  Are you part of the 32% that expect social networking apps such as Twitter to play a role in your support in the next year?