Masonry Magazine February 2001 Page. 23
Passing blame only serves to make the problem more diffused than it really is. Besides, most customers don't care nearly as much about "why" as they do "when" it will be fixed!
• Repeat your understanding of the customer's problem back to the customer. This shows the customer that you not only understand the problem, but that you understand how important the situation is to him, and that you're sincere in providing a remedy. Let them know you're on their side and that you appreciate them bringing their problem to your attention.
This next one is directed more at owners. Do not under any circumstances do that dopey, dopey thing (that, for some reason, many fast-track companies do) wherein you demand that your employees not use the word "problem" in conversation with customers or with each other. "We call them "opportunities" (or some other mindless, first-grade euphemism) here", you sternly tell your employees... as if they've just blurted out a four-letter word.
I don't know where this practice started (or what marketing seminar started it), but in short, companies that stoop to such ridiculous diversions inevitably accomplish nothing other than becoming the next subject of a Dilbert cartoon. Remember, your customer isn't stupid and he or she will only find this type of childish diversion condescending and insulting.
As hard as it can sometimes be, don't become defensive with a complainer. Yes, there are some nasty chaps out there and sometimes they can talk pretty rough (especially in our industry). Keep cool and maintain your interest in their problem. Most callers will calm down after the first burst.
• Here's a good trick... and one I use myself all the time. After you've addressed the problem at hand to the customer's satisfaction, ask them, "Is there anything else I can do to help you?" This simple exercise of adding one more concerned sentence (as opposed to getting off the phone as fast as you can) gives the customer the chance to pour forth any remaining frustration ... and is often the point in the conversation where "the walls come down."
• Always try to agree on some mutual solution to the customer's problem at the time of the complaint. If a complete solution just isn't possible right then and there, arrange for a defined and specific "next step." If you need to check with a superior or another party, set up a time that you'll call the customer back...and then keep your promise.
• Once the problem is fixed, follow up with a call to the customer just to make sure everything is fine. Most of the time it will be. But if not, treat it as a brand new situation and start the whole process over. Of course, you don't need a complaint to follow up with a customer. Always make a point to call or stop in to recent project owner "just to see how things are holding together." They'll almost always appreciate it, and it often gives you a chance to discuss future work opportunities.
Conclusion
Most of what we've discussed is common-sense and nothing greater than practicing the golden rule. It's just that in the heat of our everyday business battle, swamped in technical details and deadlines, we often forget the very basics of simple socialization. We forget to be human. But always remember, we're in a people business the very same people that will spell the difference between our ultimate success or failure.
Kennison
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MASONRY FEBRUARY, 2001 23