Your Source for Providing a Better Customer Service and Customer Support Experience

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Those who manage people know that it is often challenging to provide ‘constructive criticism’ or feedback without causing their employees to become defensive. All too often human nature and an instinctive need to defend ourselves takes over, resulting in resentment or resistance to suggestions for change.

This webinar features Rich Gallagher - Author of What to Say to a Porcupine & How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations a Work – exploring a fresh new approach to coaching customer service professionals. An approach based on recent developments in the psychology of how we communicate with each other focusing on strength-based coaching versus deficit-based coaching. Read more »

Anger is one of our most powerful and intimate emotions. It is very uncomfortable to be on the receiving end of it. And yet most of us have been taught very little about defusing an angry customer. So most of us simply endure these situations – holding the phone six inches from our ear, making excuses, or going silent – and we feel like deer frozen in the headlights, while all too often the other person gets angrier and angrier. But the good news is that with the right techniques, these situations can be understood and managed.

So why do customers get angry? Since we have all been there ourselves, you probably know the answer: it is usually because we feel that people are not paying attention to us, so we confront them to make them pay attention. This need for attention and a sense of justice drives three key steps for defusing angry customer situations that I call the Triple-A technique: Read more »

In this blog installment, I want to look at how to change the way people react when you say “no.” And my solution is really simple: stop saying it!

Once in a while, I can read people’s minds, and I can read some of yours right now: “Rich is nuts. Sometimes customers push me to do things I am not able – or even allowed – to do. Sometimes they make outrageous demands. And sometimes they even say that something is my fault when it is really their fault. How can I stop saying no to them?”

Listen carefully: not only can you stop saying no most of the time, but both you and the other person will feel much better for it! The way to do it is by using a simple technique I call the can-can: Read more »

If your job consisted of handing out $100 bills to people, would it be easier to talk to customers? Perhaps. But it probably doesn’t. So today, let’s look at some ways you can deliver bad news to people, in a way that will keep things polite and civil on both sides.

First, however, this is not one of these “five bullet point” articles with nice but obvious tips. This is a very powerful technique that works extremely well, based on techniques from crisis intervention. (Incidentally, I am a former crisis counselor.) But be aware that it takes practice. Whenever I teach this approach to people in live training, as I have to about 6,000 people and counting, almost everyone nods their head in agreement – and then when we do live role-playing, they freeze like deer in the headlights and revert to what they have been saying for the last 20 years. That’s OK, and completely normal.

But when people do learn it, the effect is very powerful – and when a whole team starts responding this way, a process that often takes weeks of coaching, the results are truly magical to watch. Deconstruct how the very best service leaders handle difficult situations with you, and you will probably find an approach similar to this. So here goes …
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Do you find difficult customers hard to deal with? Welcome to a very large club, but a club that I would like you to leave. You see, to me, the question of what to say to a porcupine – in other words, how to respond to your most challenging customers – isn’t a matter of luck or even attitude, but rather of technique.

Let’s take a very common example. You probably wake up every morning thinking, correctly, that you are a nice person. But then you come to work and take a call from someone who sounds a little frustrated with a computer problem. You say, “I understand, sir,” and he gets even more upset. Then he makes an unreasonable demand, and you try to tell him very politely that what he wants isn’t possible. He then starts going ballistic and demanding to speak to a supervisor, at which point you escalate him with obvious relief.

You may think that you were done in by a difficult customer, but I disagree. You were done in by linguistics.

In this and subsequent blog entries, I am going to discuss the mechanics of what to say for the four most common “stuck points” in a difficult customer transaction: how to connect with someone in the first 30 seconds, how to deliver bad news, how to avoid simply saying “no” to people, and how to defuse someone’s anger. All of these issues involve specific (and in some cases, fairly recent) techniques taken from modern behavioral psychology, and as a former help desk executive and veteran of 25,000 support calls, I can also say that they work extremely well.
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