Communication Skills for Effective Customer Service

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991044: Communication Skills for Effective Customer Service

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Unit 1 Importance of Effective Customer Service

Section 1.1 Overview

Customer service can be defined as all those things organizations do that promote customersatisfaction, while eliminating/reducing customer frustrations. As logical as this sounds,

organizations are not always successful at satisfying customers. For example, who amongus hasn't been frustrated at some time by slow service in a restaurant or fast-foodestablishment? Or, how about those times you have roamed around a retail store searchingfor a clerk (an associate). And, if the above examples have not irritated you enoughalready, imagine the last time you dealt with lost luggage or lost hotel reservations. And,

just how sincere and helpful were the employees representing the above-mentionedorganizations once your frustrations were acknowledged?

Section 1.2 Keep Customers Happy

Obviously, it is in best interest of organizations to learn their customers' needs and then dotheir best to meet them. Why? It is simple. Satisfied, happy customers are returncustomers. Furthermore, they typically mention their satisfaction to others (i.e., family

members, fellow workers, friends, etc.). This is the least expensive form of advertisingorganizations can use. It is free. This, in turn, frees up some advertising dollars; a portionof which can be used to fund ongoing customer service training for their employees.

Section 1.3 What's Wrong with Frustrating a Few Customers?

But, what's the big deal about losing a few frustrated customers? There are over six billionpeople on the planet, and the net population grows daily. If an organization loses a fewcustomers, there are plenty more people who will replace them.

We all know that this would be a lousy business philosophy and an equally-lousy way oftreating people no matter how popular the product or service. The truth is that the cost of

losing customers is very high. On average it costs five times as much to attract a newcustomer as it does to create a repeat customer. And, let's not forget the future lostbusiness that results from frustrated customers sharing their negative experiences withothers.

Section 1.4 The Cost of Poor Customer Service

When customers are not satisfied with an organization's level of customer service, theytypically choose to spend their money in competitors' establishments. Unfortunately, theyrarely voice their complaints to the offending organizations before taking their businesselsewhere. Thus, organizations often don't know they frustrated the former customer, howthey frustrated him or her, how they are frustrating current customers and/or how they willfrustrate future customers. They are left in the dark regarding matters they can't afford to

be uninformed about.

On average, 90 percent of all customers who have a complaint about a product or servicedo not complain to the offending organizations. These former customers simply do notreturn. On average each of these former customers voices his or her dissatisfaction to 20people outside of the organization. Furthermore, the above-mentioned 20 people describethe dissatisfaction to others also. Ultimately, an average of 100 people hear about thedissatisfaction. Fortunately, approximately 70 percent of dissatisfied customers will buy


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again from organizations with which they had a complaint if they believe their complaint hasbeen handled properly and promptly.

So, why don't more dissatisfied customers complain to organizations? Some frustratedcustomers simply don't express their concerns to organizations because there are otherestablishments nearby that will meet their needs properly and quickly. Others don't

complain because they are too busy to take the time to write or pay a visit to theorganization. Still others don't complain because they have written off the organization asone that doesn't really care anyway.

No matter whether or not frustrated customers eventually return, organizations benefit fromlearning about their customers' frustrations. At the heart of achieving this objective ismaking it convenient for dissatisfied customers to communicate their frustrations. Staffingorganizations, Internet sites, and toll-free phone lines with well-trained, sincere, customerservice representatives is a good start. In addition, follow-up telephone calls inquiring aboutthe quality of customer service are very effective. For example, many hospitals call patientsshortly after they return home to see how they are doing and to inquire about the quality ofcustomer service they received.

Who among us, though, has not experienced poor customer service served up by front line,under-trained (importance, attitude, & techniques), overworked, under-appreciated (byboth employers & customers), under-paid retail clerks (associates)? And, who among us hasnot walked away grumbling about how we customers are paying the price for organizationaldownsizing? Newspapers and magazines are filled with stories about customers'dissatisfaction with sales and customer service representatives, who are struggling to get bywith limited resources. Many of my shopping experiences and those of my friends andcolleagues mirror the above description. How about yours? And equally important, howabout those of your customers and clients?

Section 1.5 The Role of Communication in Customer Service

It is not the objective of this course to address all components of customer service. Forexample, this course does not discuss the role of product or service quality, timely productor service delivery, product or service price, employee product or service knowledge,warranties, etc. The purpose of this course is to share important communication techniques that contribute to effective customer service. Customer service communication wheneffective leads to return customers who voice their satisfaction to others. Poor customerservice communication typically results in lost customers and poor PR.

While it is true that what we say to customers is important, equally important is how we sayit and even when we say it. Obviously, most customers want organizations to say what theywant to hear; sometimes this is possible, sometimes it's not. When it's not, well thought outalternatives soften the blow. But, how the words are spoken or written are equallyimportant. For example, the customer should hear an underlying theme of sincerity, caring,

genuineness, and helpfulness in the words. And, customers would prefer to hear thesewords as soon as possible.

Throughout the remainder of this course, a variety of communication techniques thatcontribute to effective customer service are presented. They are presented in fourcategories: (1) oral and nonverbal techniques, (2) listening techniques, (3) writtentechniques, and (4) other useful techniques.


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Unit 2 Oral and Nonverbal Techniques


The purpose of this unit is to provide oral and nonverbal communication techniques thatcontribute to effective customer service. The oral communication section focuses on face-to-face conversations, while information regarding telephone conversations is found in Section5.8. The topic of feedback pertains to both oral and written communication and has beengiven brief coverage in Section 2.2. Extensive coverage can be found in Section 5.6.

Section 2.2 Oral Communication Techniques

Oral communication techniques range from concerns about voice qualities and word choiceto pauses and speaking rate. In oral customer service settings what we say and how we sayit are at the heart of clear, effective communication.

Several oral communication suggestions that promote effective customer service follow.

• Voice Qualities. What should your voice sound like when you are speaking to acustomer? Words such as friendly, warm, cheerful, and enthusiastic should quickly come tomind. It is especially important that your voice communicates sincerity and concernregarding customers' needs.

Even then, the best voice qualities are those that are not forced. For example, people whogenuinely enjoy helping customers tend to exhibit voice qualities that come naturally and, inturn, are typically both appropriate and effective.

• Word Choice. Oral communication also concerns itself with the actual words spoken. Astrite as it may seem, it is critical that words the customer understands are used. This

sounds like a common-sense suggestion, but one that is often overlooked. Some effectiveword-choice suggestions follow:

In a society, indeed in a world, where customers' vocabulary levels vary so significantly, it iseasy to confuse, frustrate, embarrass, and even lose customers by speaking above them.How can this be avoided? First, make attempts to understand each customer's vocabularylevel. Then, choose words accordingly. This sounds simple; however, it takes time, effort,and a willingness to use words other than those you may typically use.

Customers can also be confused, frustrated, and embarrassed to the point of taking theirbusiness elsewhere if inundated with specialized technical words (i.e., jargon, buzz words,etc.) with which they are unfamiliar. Again, care needs to be taken to determine eachcustomer's level of familiarization with such words. If a customer is unfamiliar with such

words, replace them with synonyms. When there is no replacement word, at least describein layman's terms what each one means.

Also, don't forget how important it is to be polite. Words and phrases such as please, thankyou, and you're welcome, coupled with a sincere tone and a smile, greatly increase the oddsthat successful customer service will transpire.


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• Speaking Rate. When speaking to customers, you are advised to speak at a rate ofapproximately 150 words per minute. Most people can speak at a rate as high as 250 wordsper minute, and some even higher. Speaking too fast, though, typically compromises clarityand retention and may even frustrate customers who can't keep up. This is especially trueof situations where the customer has little familiarization with some or all of the informationbeing shared.

• Pauses. When speaking to customers, well-placed pauses promote clarity and retention.For example, if you want to give the customer a chance to catch up and/or to shift mentalgears before moving on to the next thought or topic, just pause. In addition, pauses can beinserted for emphasis purposes. Some people pause immediately before stating a point thatthey wish to emphasize. More often, people pause immediately after making the point theywish to emphasize, thus providing customers the opportunity to reflect on what was justsaid.

• Feedback. Two-way feedback is critical to effective communication in customer servicesituations. Both you and your customers are capable of confusing each other.Communicating effectively on the first pass is challenging for everybody.

What can you do to encourage feedback from a customer? Near the beginning of theconversation invite the customer to ask for feedback when clarification is needed.

Unfortunately, there are times when customers need clarification, but do not ask forfeedback. In such situations, you should initiate feedback by simply asking the customer ifhe/she would like something repeated, restated, or further explained. Look for signs ofconfusion no matter whether or not the customer asks for clarification. Customers aretypically confused if they: (1) frown, (2) scratch their heads, (3) sigh, and/or (4) pause atlength before responding to something you have said.

Another technique you can use to activate feedback is to routinely ask the customers if theywould like a point repeated, restated, or further explained. This is an especially important

technique when the information you are sharing is very complex and/or unfamiliar to thecustomer.

Of course, there are times when you may not understand something a customer has said toyou. For clarification purposes, ask the customer to repeat, restate, or further explain whatis confusing you. Not only will you achieve clarification; you are taking seriously what he orshe is saying.

• Interrupting Customers. Interrupting customers when they are speaking is typicallyinappropriate and rude, unless you are seeking feedback. Even then, it is best to wait untilthe customer has finished a thought or, at minimum a sentence, before jumping in.

Most people have a natural urge to want to interrupt others so they can share their

thoughts or opinions. However, most people learn to control this urge at a young age. It ispolite and professional to hear the customer out before sharing your thoughts and opinions.Interestingly, approximately 95 percent of interruptions in U.S. organizations are credited tomales. And, they don't just interrupt females. They interrupt everyone.


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Section 2.3 Nonverbal Communication Techniques

Nonverbal communication techniques range from silent cues such as facial expressions andamount of eye contact to appropriate body position. Nonverbal cues are considered to bevery powerful, very honest communication. Typically, if a customer perceives your spokenwords contradict your nonverbal cues, sincerity, honesty, and communication effectiveness

will be greatly compromised.

Several nonverbal communication suggestions follow:

• Facial Expressions. Facial expressions that are most effective in customer servicesituations are the same expressions that work well in most other settings. Your facialexpressions should be friendly, warm, cheerful, and most important of all, sincere. Smileswork especially well and should be used generously. For example, always greet customerswith a warm, sincere smile.

The best facial expressions are those that are not forced. People who genuinely enjoyhelping customers typically exhibit facial expressions that are natural, appropriate, andeffective.

Yet there are times when organizational representatives' facial expressions should swaysomewhat from the above-mentioned description. In situations where a customer has aserious complaint and/or is emotionally upset, friendly yet serious and sincere facialexpressions are most appropriate. In such situations, excessive smiling and expressions ofcheerfulness may irritate the customer. In these situations, customers may perceiveexcessive smiles and cheerfulness from you as being inappropriate for the situation,patronizing, and possibly insincere.

• Eye Contact. Most American customers prefer to receive the same amount of eyecontact in business settings that they typically receive in most other settings. Exceptionsmay be found in situations where couples are madly in love with each other or are in the

midst of heated arguments. In these situations, the amount of eye contact often borders onstaring, which is certainly overkill in customer service settings.

Prolonged eye contact or too much eye contact makes customers feel very uneasy. Mostimmediately sense the inappropriateness. Some may even believe you are attempting tointimidate them into submission; be it related to the business situation or some otherhidden agenda. No matter the perceived intent, be it real or imagined, prolonged eyecontact can quickly result in lost business.

Too little eye contact, though, can also be damaging. Besides sensing the inappropriatenessof such actions, customers typically form other negative perceptions. For example,customers may believe that the reason you are giving them too little eye contact is becauseyou are trying to avoid them or their needs or hurry them along. Other customers may

conclude that you do not care about their needs and/or them.

Finally, organizational representatives should be familiar with the unique cultural desires ofcustomers as they relate to eye contact. For example, most Japanese women areuncomfortable with receiving the amount of eye contact American males typically give. Inturn, in some Middle Eastern cultures, males give very little eye contact to females, whichmay be misinterpreted by their foreign female customers. The point is that members oforganizations who make eye contact with cross-cultural customers should be both


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knowledgeable of and sensitive to their global customers' expectations and needs as theyrelate to eye contact.

• Body Position. Body position can even impact communication effectiveness in customerservice situations. And, as can be imagined, body position norms vary among differentcultures.

When serving customers, position your body so it faces the customer. Furthermore, turnyour head so you are facing the customer. By doing so, you communicate attentiveness tocustomers as well as reduce peripheral visual distractions.

The physical distance between you and your customers is also very important. Americancustomers and American businesspeople are typically most comfortable when they maintaina distance of approximately one arm's length.

If you stand much closer than an arm length, the customer is likely to feel veryuncomfortable. This feeling is similar to the feeling most people experience when they findthemselves in a packed elevator with a group of strangers.

To stand much farther away from the customer than an arm's length is not advised either.Customers perceive the inappropriateness of such actions. More importantly, though, is therealization that too great a distance prompts both parties to speak louder. This can reallybecome a counterproductive shouting match if the customer is dissatisfied and you do notfully control your emotions and actions.

If both you and the customer are seated, avoid placing him on the opposite side of a deskfrom you. Arrange the chairs so you are both away from the desk. Sitting behind a deskcreates a power barrier that undermines relaxed, effective communication.

Finally, organizational representatives should be familiar with the unique cultural desires ofcross-cultural customers as they relate to body position. For example, people in most Latin

American countries are comfortable communicating at a distance considerably less than anarm's length, with some preferring a distance of four-to-six inches. Obviously it is importantto be both knowledgeable of and sensitive to your global customers' expectations and needsas they relate to body position: especially physical distance.

• Touch. Touch can also impact the effectiveness of customer service communication. Thisis especially important in U.S. organizations where sexual harassment, intentional orunintentional, often results in litigation. Unexpected touches, no matter how innocent, canalso escalate emotions in already emotionally charged customer service exchanges. If thesituation is heated enough, innocent touches by organizational representatives can result infisticuffs initiated by the customer.

The best advice regarding touching customers is don't do it. The most common

inappropriate touches in business settings are on people's hands, arms, shoulders, andbacks. If you were raised in a family where such touching was the norm, learn to look forand control these subconscious behaviors. In addition, maintaining slightly more than anarm's-length distance from customers helps.

However, one form of touching, handshakes, is appropriate in most customer servicesituations. Americans, for example, prefer a firm handshake. So, what does this mean? Itsimply means that the grip should not be soft nor should it be so strong as to cause physical


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discomfort. In addition, the handshake should last approximately two-to-three seconds.Furthermore, the up-and-down motion of each party's arm should be approximately 12inches in distance. A much-shorter range feels awkward, while much longer ranges are veryinappropriate and annoying.

Cultural differences also exist regarding touching. For example, Japanese people prefer a

bow to a handshake. People in some cultures will even greet others in business settings witha hug, while others may even kiss a same-gender person on the cheeks. Furthermore, it istaboo to touch an Indian child on the head.

Become both knowledgeable of and sensitive to your global customers' expectations andneeds as they relate to touching. Robert E. Axtell's book Gestures: The Do's and Taboos ofBody Language Around the World , John Wiley & Sons, Inc., is an excellent reference sourceon topics such as touching and distance.

• Distractions. In oral customer service situations (i.e., face-to-face, telephone,videoconference, etc.) distractions should be eliminated or at least minimized. To do so,take planning measures in advance of meeting with customers and exercise self-controlwhen with them.

Examples of planning measures to be taken before meeting with a customer include:

• Turn off the ringer on your telephone.

• Turn off the volume on your answering machine.

• Have incoming phone calls forwarded automatically to your voice mail system.

• Turn off your cell phone.

• Turn your pager onto vibrator mode--not ringer mode.

• Ask others not to interrupt you when you are with a customer.

Examples of self-control when with a customer include:

• Don't answer your phone.

• If you are talking with a customer on the phone, don't take incoming calls on anotherline.

• Don't respond to incoming pages.

• Don't respond to knocks on your office door.

• Don't encourage conversations with others that interrupt.

While all distractions and interruptions cannot be avoided, most can and should be. Failureto control distractions is unprofessional and rude, and leaves customers feeling like a"second-class citizen." Failure to control distractions can be especially volatile in emotionallycharged situations.


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Unit 3 Listening Techniques


Listening is possibly the single-most important communication skill that contributes to goodcustomer service in oral settings. Effective listening is at the root of determining customers'

needs and concerns in order to meet them.

Good listening implies three things:

• An individual has a realistic attitude about the impact of listening. More specifically, theindividual understands the positive effects of effective listening and the negative effects ofpoor listening on customer service as well as on her or his organization and career.

• An individual is familiar with effective listening techniques and common listening

barriers. The individual does not merely view listening as an effortless, biological function(hearing) that he or she has been performing well since birth. Instead, the individualunderstands effective listening is a process that requires specific skills and techniques.

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An individual is willing to work continuously at refining her/his listening skills. Theindividual understands that effective listening will always involve effort combined with theright attitude.

The remainder of this unit contains suggested listening techniques as well as a list of poorlistener types.

Section 3.2 Suggested Listening Techniques

• Give your full attention to the customer who is talking. First, maintain an attitude thatthe customer deserves your full attention. Then, avoid those actions that divert yourattention. Examples include daydreaming, faking attention, answering your telephone or

pager, making judgments about the customer's appearance, etc.

Be especially careful to avoid forming your response(s) to what a customer is saying whilehe or she is speaking. Hear the customer out before developing and sharing your response.This way you will be able to focus on all of the facts and details and nonverbal andemotional cues the customer shares. In addition, you will be able to put the customer atease which includes, among other techniques, sharing reassuring nods and verbalutterances (i.e., uh-huh, certainly, etc.) at appropriate intervals.

• Listen for nonverbal and emotional cues as well as for facts and details. Facts and detailsare certainly important components of any oral conversation; however, they alone do notcomprise the total message. Good listeners understand that nonverbal and emotional cuesalso contribute to the total meaning. Effective listeners are thorough listeners who listen for

nonverbal and emotional cues as well as for facts and details.

Some people even suggest that males typically listen more for facts and details than dofemales, while females typically listen more often for nonverbal and emotional cues than domales. While these propositions sound interesting and very likely could and should bedebated in length, it is important to keep in mind that there is nothing physically uniqueabout either gender that prohibits people (males & females) from being thorough listeners.


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• Capitalize on your listening rate. Most people can listen at a much faster rate thanothers can talk. Thus, when a customer is speaking to you, you are left with spare time thatyou can use productively or unproductively.

Instead of allowing this spare time to be consumed by counterproductive activities likedaydreaming, use it productively. For example, mentally outline what is being said, relate

what is being said to the purpose of the conversation, and focus on the speaker's nonverbaland emotional cues. These are all examples of techniques that help you focus your listeningand better understand what is being said.

• Be open-minded. View listening situations as being learning experiences. Avoid beingquick to dismiss some or all of what a customer says because it is inconsistent with yourway of thinking. For example, a customer may voice a negative opinion about a product thatyou think is wonderful. Instead of tuning out the customer's opinion, take the opportunity tolearn about possible product defects or drawbacks.

Having a closed mind and preconceived ideas about what the customer is saying typicallyinterfere with good listening and good customer service. Don't forget that minds are likeparachutes; they only work when they are open.

• Control your emotional blind spots. Everyone has emotional buttons that can and will bepushed when least expected. In customer service situations, like in most settings, bothparties typically suffer when emotional flare-ups go unchecked.

Here are some suggested ways to control your emotional blind spots when listening tocustomers. In advance of talking with the customer, anticipate what the customer is apt tosay that is likely to set you off. Then, develop appropriate, non-emotional behaviors andcontrol. Also, mentally review the down sides of allowing your emotions to take control ofyour words and actions. If the customer is emotionally charged, avoid feeding into it. Whena customer does upset you, take a couple deep breaths before responding. Finally, knowwhen to walk away from a heated or potentially heated conversation before saying things

you and your organization will live to regret.

• Empathize with the customer . The better you understand the customer and what he orshe is saying, the more effective will be your listening and the overall customer service. Forexample, learn about the customer and his or her concerns or needs in advance of yourmeeting. Also, imagine yourself in the customer's position and think about how you wouldfeel and react.

• Avoid saying to the customer that "you know exactly how he or she feels" . Suchstatements can be easily perceived as being patronizing and phony. In addition, be surethere is vocal empathy in your voice as well as in your words. If your words are emphatic,but your voice is not, the customer will likely conclude that you are insincere.

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Put the customer at ease. Both parties benefit from customers who are at ease whenthey are speaking. The customer is more relaxed and feels he or she has your attention andinterest. You and your organization also benefit from the increased quality and quantity ofinformation provided by customers who feel at ease. Finally, there is also a positive publicrelations benefit.

There are several techniques that you can use to put customers at ease while they arespeaking. For example, if you are seated, lean forward slightly toward the customer which is


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a sign of good listening. Other suggestions include: position your body and head so they arefacing the customer, maintain normal eye contact, and provide reassuring nods and verbalutterances (i.e., yes, certainly, uh-huh, etc.) which should be varied.

• Remove environmental distractions. There are several benefits associated with removingenvironmental distractions. First and foremost is the respect for the customer and what he

or she is saying that is communicated through your efforts. For example, you communicaterespect for the customer when you allow your incoming phone calls to be picked up by youranswering machine rather than interrupting them. Furthermore, both the customer and youcan maintain a consistent train of thought during your conversation if avoidable distractionsare removed.

Some common distractions that should be avoided when customers are talking to youinclude answering your telephone, pager, or door. Allowing another person to step in andinterrupt the customer or looking at your watch or clock frequently is also distracting. Also,shuffling papers, doodling, fiddling with your computer, and not turning down backgroundmusic are also distracting.

• Avoid the urge to speak too soon. It is natural for most people to want to have their

thoughts heard. Even as babies most of us were conditioned to speak out (cry) exactlywhen we had a need.

Thus, in our zeal to share our thoughts, we need to be careful not to unwittingly interruptcustomers. Interrupting customers only tends to derail their train of thought and leavesthem feeling that they and what they are saying are not important.

Of course, it is appropriate technique to interrupt a customer if clarification of what he orshe has said is necessary. It is best not to fake understanding only to have your actionsuncovered further into the conversation. Finally, when interrupting is necessary wait untilthe customer has finished a sentence or thought before jumping in.

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Avoid content-related barriers. Good listeners avoid falling victim to common, content-related, listening barriers such as those listed below.

• Arguing and/or debating with the customer . Fight the urge to debate and/or arguewith customers. The times when you are most susceptible to these counterproductivebehaviors are when customers say something that is inconsistent with your way ofthinking. We are all challenged to think before we speak in such situations. Goodlisteners know when and how to exercise self-control.

• Believing that there is little you can learn. Some poor listeners tune out customers ifthey believe they are being told something that is either too elementary or that theyalready know. While this may be true of some of what customers say, it is rarely trueof all that they are saying. Needless-to-say, tuning out customers for this reason is

very inappropriate.

• Believing that you have too little knowledge and/or experience to understand. Somepoor listeners tune out customers if they believe what the customer is saying isbeyond their ability to comprehend. In such situations, rather than tune out thecustomer, challenge yourself to apply your best focusing techniques. In addition, askthe customer for clarification as needed. Finally, don't hesitate to restate some of the


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customer's main points so you can determine if your perceptions and interpretationsare accurate.

• Believing that what is being said is not interesting and/or entertaining. Most peopleunderstand and accept the fact that all that is said in customer service situations isnot interesting and/or entertaining. It would be nice if most was because it is

naturally easier to pay attention when what is being said is interesting and/orentertaining. When the talk is not, though, challenge yourself to apply your bestfocusing techniques.

• Avoid speaker-related barriers. Good listeners avoid falling victim to common, speaker-related, listening barriers. Examples include being distracted by customers' appearance,mannerisms, voice, gestures, facial expressions, and so forth. For example, overcome theurge to focus even a small portion of your attention on a male customer's unusually highvoice or a female customer's excessive makeup at the expense of hearing andunderstanding their message.

Good listeners focus their attention on the customer's total message; the facts and detailsas well as the nonverbal and emotional cues. While they may be tempted to be distracted

by some of the above-mentioned, speaker-related barriers, they have learned to focus theirattention on the message not the speaker.

Section 3.3 Poor Listener Types

The following list provides an interesting way of reviewing some poor listening techniques. Itis almost impossible to read through such a list without seeing some of your own or others'negative listening habits. Hopefully you won't see yourself in the list too often. The listprovides yet another means of analyzing your own listening abilities.

• The Faker . This person pretends to be listening intently, but his or her verbal andnonverbal responses signal the opposite. Fakers' body language is usually a give away. They

usually maintain poor eye contact, shuffle their feet, and slouch.

• The Continual Talker. This person interrupts constantly, debates every issue, andgenerally loves to hear herself talk.

• The Critic. This person is quick to call the speaker's subject matter uninteresting, argueabout every little detail, and/or demean the speaker's delivery style.

• The "I'm-In-A-Hurry" Listener . This person is rude enough to do other things whilelistening. For example, he or she may shuffle papers; open mail; work on her computer;and/or look at their door, watch, or clock frequently.

• The "Hand-On-The-Door" Listener . This person gets up from his chair and moves toward

the door when he believes the conversation should be over. There the person stands, withhand on doorknob, nonverbally indicating that the conversation should end soon.

• The "Make-Sure-Everything-Is-Correct" Listener. This person listens very carefully forfacts and is the first to signal when an error has been uttered. Besides being very annoying,this person rarely listens for nonverbal and emotional cues due to her tunnel visionattention on spotting facts-based errors.


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• The "Finish-The-Sentence-For-You" Listener . This person thinks he knows exactly whatthe speaker will say next. So, he is quick to blurt out the remainder of a speaker's sentenceor thought before or while the speaker says it.

• The "I've-Done-One-Better" Listener. This person exhibits a form of one upmanship byalways interrupting with a better idea, experience, etc. For example, her story, of course,

always demonstrates more difficulty, worse conditions, and better results.

• The "I'm-Bored" Listener . This person communicates his boredom with what the speakeris saying and/or with the entire conversation. For example, he doodles, plays with pens orpencils, shuffles papers, etc. This person's boredom is also displayed through his nonverbalcues of which unenthusiastic vocal qualities and facial expressions are the most obvious.

• The "Interruptions-Are-The-Norm" Listener . This person neither eliminates, reduces, norcontrols interruptions. Customers should either complain about her actions or simply taketheir business elsewhere. This person ignores customers, while they are speaking, byaccepting phone calls, answering pages, allowing others to stop by during conversations,etc.

The above list serves to remind us that poor listeners come in a variety of forms. Twocommon denominators do stand out though. Each is rude as well as being a poor listener.

In closing, the right attitude appears to be the key to effective listening, while the wrongattitude is the single greatest obstacle. The right attitude about the importance of goodlistening and the amount of effort it takes to be a good listener is what opens up peoples'minds to learning and practicing effective listening techniques. A poor attitude, on the otherhand, typically stands in the way of learning and practicing effective listening techniques.

Unit 4 Writing Techniques


The purpose of this unit is to provide suggestions about how to enhance writtenclient/customer service communication. The focus will be placed on four related areas: (1)favorable news messages, (2) unfavorable news messages, (3) select writing principles, and(4) writing support software.

Section 4.2 Favorable News Messages

Favorable news messages are typically written in response to customers' requests forinformation or some type of product or service adjustment. For example, a potentialcustomer may place a routine request for information about a product or service or a

current customer may request an adjustment because what you sold him did not workproperly. Favorable news messages imply that you are sending the requested information orgranting the requested adjustment .

Tone is important in these messages just as it is in other message types. If the tone isappropriate, customers are typically receptive to the contents as well as to future business.Words and phrases that best describe an appropriate tone are positive, sincere, tactful, andconversational.


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Using the wrong tone typically results in just the opposite effect. Words that best describean inappropriate tone are: negative, insincere, tactless, formal, rigid, preachy, cold,defensive, condescending, belittling, patronizing, and arrogant.

Before mailing a favorable news message, simply ask yourself how you would react to your

tone. You will quickly determine if the tone is in need of repair or is acceptable as is.

The recommended overall strategy to be used when developing favorable news messages isreferred to as the direct or deductive approach. This involves:

• Sharing the information or approval of the requested adjustment at the beginning of thefirst paragraph.

• Sharing supporting details and explanations in the middle paragraphs.

• Remaining appreciative, forward looking, and friendly in the closing paragraph.

The basic outline for favorable news messages follows:

• Opening. Tell the customer what he or she wants to hear in the first seven or eightwords of the first sentence of the first paragraph. By doing so, the customer isimmediately placed in a positive, receptive frame of mind and will typically read theremainder of your letter. Avoid using a cliché in the opening (i.e., As per your letter of...). They contribute to an inappropriate, formal, non-conversational tone.

• Middle. Present supporting details and/or explanations necessary for message clarity. Ifthe message involves granting an adjustment for a product that did not work properly,don't sound begrudging. In addition, place emphasis on the adjustment not on theproblem.

•

Closing. Include an expression of appreciation, mention of future business opportunities,and a friendly close. Avoid using worn out clichés in the closing paragraph (i.e. enclosedplease find, looking forward to hearing from you, etc.).

Logic alone would have us conclude that favorable news customer service messages aretypically effective. Most are; however, lack of attention to tone and/or including too fewdetails and/or explanations too often undermine writer's effort and goals.

Section 4.3 Unfavorable News Messages

Unfavorable news messages are typically written in response to a potential customer'srequest for information you are unable to provide or some type of product or serviceadjustment you cannot grant. For example, a potential customer may place a routine

request for information, but the requested information is not open to the public. Or, acurrent customer requests a product or service adjustment you are simply unable to grantbecause he or she misused the product.

Tone, as you can well imagine, is extremely important in unfavorable messages. If the toneis appropriate (and the content logical), customers may return with future business. Wordsand phrases that best describe an appropriate tone are positive, sincere, tactful, andconversational. Among these words and phrases describing tone, sincerity is the most


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important. If the customer perceives your words/message as being insincere, chances arevery good that you have lost not only their business, but also the business of everyone theycomplain to about you and your organization.

Using the wrong tone in unfavorable messages is, at best, a waste of everyone's time inaddition to being inappropriate, unprofessional, and downright irritating. Such inattention to

tone will only serve to anger some customers or anger other customers even more thanthey already are. The result is typically lost business from these customers and from all thepeople with whom they share their dissatisfaction. Words that best describe aninappropriate tone are: negative, insincere, tactless, formal, rigid, preachy, cold, defensive,condescending, belittling, patronizing, and arrogant. Among these descriptive words, themost damaging are insincere, tactless, preachy, cold, condescending, belittling, patronizing,and arrogant.

Before mailing an unfavorable news message, simply ask yourself how you would react toyour tone. You will quickly determine if the tone is in need of repair or is acceptable as is.

The recommended overall strategy to be used when developing unfavorable news messagesis referred to as the indirect or inductive approach. This involves:

• Remaining friendly and neutral, concerning the unfavorable news, in the first paragraph.

• Providing reasons supporting the unfavorable news, stating the unfavorable news, andoffering alternatives if possible in the middle paragraphs.

• Remaining positive, neutral, and forward looking in the closing paragraph.

The basic outline for unfavorable news messages follows:

• Opening. The key to the opening paragraph is to remain neutral concerning theunfavorable news. Unlike the favorable news messages, you do not want to break the

unfavorable news until after you have presented the supporting reasons. Furthermore, bevery careful not to hint at either an unfavorable or favorable response in the openingparagraph. For example, to accidentally hint at a favorable response just sets the customerup for a greater disappointment when the refusal is clearly stated later in the message.

If the customer has requested an adjustment, express an understanding of his or herproblem(s) but do not repeat the problem(s) so vividly that you make him or her relive, inexcruciating detail and pain, the problem and aftermath of a faulty product or service. Inaddition, assure them that your organization values their business. Finally, avoid using acliché in the opening (i.e., As per your letter of . . . ). They contribute to an inappropriate,formal, non-conversational tone.

• Middle. The middle paragraphs are the most critical in unfavorable news messages

because of the variety and importance of the information shared. For example, theunfavorable news is shared in the middle section. If handled properly, return business islikely to occur. If handled improperly, the customer will not be back and will very likely tellseveral others about his or her experiences with your organization.

Begin the first paragraph of this section by stating reasons that support (lead up to) theunfavorable news; but, do not give away the unfavorable news. The intent is that when


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customers finally receive the unfavorable news, they will understand and accept the logicsupporting the decision and may be less emotionally involved.

Next, state the unfavorable news clearly. Don't skirt the issue by being vague. Be briefthough. Dwelling on the refusal only serves to upset customers more than they already are.In addition, avoid using negative words in the refusal. Be especially careful not to use

accusing language (i.e., It is obvious that you did not read the instructions before . . . ).

In the supporting reasons and the refusal, avoid hiding behind company policy. It is so easyto tell a customer that you can't grant his or her request due to company policy. To thecustomer this sounds like you took the easy out. If the reason for the refusal is grounded ina company policy, at least provide the customer with a clear, logical base by explaining thepolicy and the reasons the policy was originally developed.

When possible, offer alternatives immediately after stating the refusal. This technique shiftscustomers' attention away from the refusal, while sending a message to them that you careabout helping them.

If you are able to offer alternatives, place emphasis on the adjustment, not the problem,

and be careful not to sound begrudging. Offering alternatives in unfavorable messages is anexcellent customer service technique and extremely inexpensive public relations.

• Closing. There are several items that are important components of an effective closingparagraph in unfavorable messages, and some that should be avoided. For example, in theclosing paragraph, don't hint at, repeat, or restate the unfavorable news or apologize foryour decision. Doing so only serves to undermine the gains realized from sharing logical,supporting reasons for the refusal and offering alternatives. The closing should be positiveand forward-looking.

Start the closing paragraph with an expression of appreciation for the customer's pastbusiness. Then, move straight into talk of future business relations (i.e., mention of an

upcoming sale; include a catalogue, etc.). Finally, end this relatively short paragraph with afriendly close.

Be extremely careful in the closing paragraph not to include carelessly developedstatements that undermine sincerity. For example, "At . . . customer satisfaction is ournumber one goal." Such a statement will be perceived as being extremely insincere andhypocritical. In addition, avoid worn-out clichés such as: "enclosed please find" and "lookingforward to hearing from you." These statements also ring of effortless insincerity.

One can quickly conclude that writing effective, unfavorable news messages is extremelychallenging. And, truth be known, even well-written, unfavorable news messages are notalways successful in terms of fostering future business relations. Many are though.

Keep in mind; however, that there are many down sides of hastily developed, ill-thoughtout, unfavorable news messages. The most critical among them include loss of theimmediate customer's future business and that of his contacts who will certainly hear aboutyour organization's lack of commitment to customer satisfaction.


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Section 4.4 View Effective Writing as Being a Multi-Step Process

The answer to the question "How do you eat an elephant?" is analogous to the writingprocess. The answer is "one bite at a time." Good writing is similar. We do one step at atime. Most writers cannot develop a well-written document in one pass (one writing). Thereare just too many factors to take into account to do so effectively in one pass. But, when

writing is treated as a multi-step process, effective documents can be developed. Thewriting process typically includes the following five steps:

Plan the document carefully. Be clear on your objective and analyze your audiencethoroughly. Then, develop an outline of the document. Don't rush this step.

• Draft the document . This step involves getting your ideas out on paper or computerscreen without concern about grammatical, punctuation, and general writing errors.Concerns about reordering segments should also be suppressed in this step. All of theseerrors and concerns can be easily addressed in later steps. Techniques such asbrainstorming and freewriting are important to this step. Each technique encourages writersto quickly move their ideas from their minds to their computer screens or paper.

•

Revise the document . While document content is determined in the planning anddrafting steps, true writing quality typically emerges in the revising step. It is in this stepthat the writer can shift her attention away from brainstorming and freewriting activitiesover to focused readings designed to determine if: (1) the message is appropriate to theaudience, (2) the message is clear to the audience, (3) any necessary information has beenleft out, (4) any unnecessary information can be removed, (5) the tone is appropriate, (6)the correct writing strategy was used, (7) basic writing principles were followed, and (8)writing mechanics (i.e., grammar, punctuation, spelling, etc.) are addressed.

• Format the document . Formatting involves setting up the physical presentation of thedocument so it meets the expectations of its audience (i.e., margins, spacing, etc.).Formatting follows the planning, drafting, and revising steps because it can be accomplished

easily following these steps. The idea is to keep your attention in Steps 1-3 on the manyactivities involved in planning, drafting, and revising and not expend any thought or energyon formatting.

• Proofread the document. Proofreading i nvolves taking final passes through the documentto catch obvious errors that were missed during the revising step. Good technique is toconduct a separate proofreading for each of the following topics: content, writing style,writing principles, writing mechanics, typos, and formatting. While computer software doesexist to assist writers with proofreading, these programs do not catch all possible errors inthe above categories. Writers must still allow adequate time for proofreading.

Section 4.5 Make Clarity Your Main Writing Goal

Effective writers analyze their audiences (receivers) which provides the base from whichthey can develop clear messages. Clarity in this sense has two meanings/goals. The writer'sfirst goal is to develop messages receivers can understand. The second goal is to writemessages in which the meaning is perceived by receivers exactly as the writer intended it tobe perceived.

There are a host of threats to message clarity, but most can be remedied with attention andeffort. For example, avoid trying to impress people by using big words and a complex


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writing style. Instead, use shorter words combined with a conversational writing style. Inaddition, avoid using vague terms that have unclear meanings (i.e., soon, most, etc.). Also,be careful when using company and/or industry-specific jargon. While people in yourcompany and/or industry know the meaning of these terms, many stakeholders with whomyou communicate in writing may not. Finally, one of the greatest threats to message clarityoccurs when writers include too little detail. This typically occurs when writers assume their

receivers know more than they do about the message topic and/or they rush through thedevelopment of the message which causes them to leave out necessary details.

Section 4.6 Write Concisely

Concise messages are preferred by most businesspeople. The main reasons for thispreference are: (1) concise writing reinforces message clarity, (2) it typically takes receiversless time to read concise messages, and (3) it typically takes less time for effective writersto write concise messages.

Some suggested techniques for writing concisely include:

• Replace long words with short words as long as meaning is not changed in the process.

• Eliminate words and phrases that can be removed without affecting the meaning of themessage. (I.e., "At the present time we are using your equipment." Remove the words"At the present time" and capitalize the letter "w" of the word "we.")

• Avoid unnecessary redundancy. Repeating a word is appropriate when your intent is toemphasize a point, but if emphasis is not the purpose such repetition is wasted words.

• Avoid a writing style in which the dominant sentence structure is compound and/orcompound-complex. Look for ways to say the same thing in a simple sentence.

• Look for opportunities to integrate visual aids into written messages, letters and memos

as well as business reports. Points that would take several sentences and/or paragraphsto communicate in words can often be communicated more concisely and effectivelythrough well-developed visual aids.

Section 4.7 Include Visual Aids in Letters

Visual aids are used frequently in presentations, meetings, and written reports.Businesspeople understand that visual aids spark audience interest, improve audienceunderstanding and retention, and provide a means of communicating more concisely.

The use of visual aids in business letters, though, has been far less noticeable. The samebenefits mentioned above can be realized with business letters also. Break the habit andlook for opportunities to integrate visual aids into customer service letters.

Thanks to the development of good, affordable presentation/graphics software and graphicsfeatures built into word processing programs; we can now produce high-quality visual aidsfor written documents, meetings, and presentations in short order. Increasingly,businesspeople are expecting writers, meeting participants, and presenters to use softwareto produce visual aids.


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Section 4.8 Enhance Written Communication by Using Writing Support Software

Writing support software is comprised of programs that are capable of (1) enhancing thequality of written documents, (2) enhancing the appearance of written documents, and (3)speeding up the writing process. Sample programs include word processing software,document analysis software (grammar checkers), and idea generators/outliners.

Word processing software (i.e., Word and Word Perfect ) is the most powerful of these toolsin that its features fit the writing process (see section 3.4) so naturally. For example, in thedrafting step writers should not be concerned with grammatical problems. Such problemsshould be corrected in the revising and proofreading steps. Word processing programs makeit easy for writers to do so. Most word processors also include built in spell checkers andthesaurus programs. Be especially careful with the spell checker feature. While spellcheckers flag most misspelled words, they miss some that are not in their dictionaries. Usethem, but also look for spelling errors during the proofreading step after you have used thespell checker.

Document analysis software (i.e., Grammatik and Power Edit ), often referred to as grammarcheckers, are very helpful also. These programs scan documents developed using word

processing software and suggest to the writer where he or she might consider changes.These programs scan for a host of potential problems including grammar, punctuation,spelling, writing style (i.e., too wordy, overuse of passive voice, etc.), jargon, and so forth.This is all done in a matter of seconds. Like spell checkers, document analysis software hasits limitations. These programs will catch most errors, but may miss a few or indicate thatsomething is an error when it is not. For example, these programs typically consider anyuse of the passive voice to be an error. If you the writer purposely used the passive voice asa de-emphasis technique, then it is not an error. Just be sure that after taking thedocument analysis software input into consideration, the final revising and proofreading passes are completed by you or another human.

Section 4.9 Consider the Impact of Message Transmission Timing on

Communication Effectiveness

People typically communicate most effectively when they are not rushed, upset, tired, etc.Most people do not communicate effectively and efficiently when rushed, upset, and/ortired. In addition, most people are more or less alert during certain portions of the day (i.e.,some are more alert during the mornings and others in the afternoon).

Good communicators attempt to control the timing of message development andtransmission so as to enhance the effectiveness of their communication. In turn, they alsoattempt to delay reading/listening to incoming messages until a time they are alert andopen-minded. Businesspeople can't control the timing of all of their outgoing or incomingmessages, but can control the timing of some. A good place to start is with the moreimportant messages.


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Unit 5 Other Useful Communication Techniques

Section 5.1 Allot Adequate Time for Audience Analysis

It is imperative that you acquire as much understanding of your customers as possible.While good audience analysis requires time and effort, the result is typically more effective

communication and fewer misunderstandings, fewer mistakes, and fewer hard feelings.

As a means of analyzing communication partners, it is recommended that you develop aseries of questions regarding topic areas such as: his communication abilities, knowledge,needs, expectations, anticipated reaction to your message, etc. Then, answer as many ofthe questions as thoroughly as possible before developing messages.

Good communicators understand that once they have analyzed their audience thoroughlythey may need to adjust their communication style to fit their audience's needs. Goodcommunicators are flexible communicators.

Section 5.2 Incorporate Basic Communication Principles into Your Communication

There are a variety of basic communication principles that should be adhered to whendeveloping messages. Most are expected (i.e., keep written and oral messages concise),and most, when used properly, enhance communication.

Several of the more important communication principles are listed below.

• Make message clarity your prime objective.

• Avoid using vague words that can result in misinterpretations and misunderstandings(i.e., soon, several, etc.)

• Target your choice of words, appearance, etc., to your audience.

• Weave the words so as to create in the receiver's mind a visual picture of yourmessage.

• Avoid using sexist language.

• Use a positive, courteous, professional tone. Avoid a tone that communicates anger,frustration, or resentment and/or is patronizing or condescending.

• Develop concise messages, but not at the exclusion of details needed for messageclarity.

• Use emphasis and de-emphasis techniques to improve message effectiveness.

• Use an active voice most of the time, but remember that the passive voice providesan excellent de-emphasis technique.

• Adhere to the rules of writing mechanics. Appropriate use of grammar, punctuation,and spelling are still at the heart of effective communication.


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Section 5.3 Avoid Communicating Biases, Prejudices, and Stereotypes

Most people understand how improper such statements are in any form of businesscommunication and how damaging they can be to business relations. Of course, businesspersonnel should avoid incorporating such statements whether direct or implied, whetherintentional or accidental.

It is human nature, though, to observe others and how they behave and then form mentalcomparisons and judgments. The challenge is to keep such attitudes out of businesscommunication. How can this be accomplished? First, watch for such statements whenplanning and developing messages. Then, set aside appropriate time to revise messagesgiving special focused attention to spotting and eliminating such statements before themessages are transmitted. In addition, have another person read or listen to your messagesbefore transmitting them.

Section 5.4 Learn How to Communicate Effectively With Others in Multicultural andInternational Environments

U.S. businesspeople are challenged daily to communicate clearly and effectively with people

of other cultures. This challenge can be seen in the multicultural makeup of the workforce ofmost U.S. organizations as well as in international business.

The benefits of learning about others' cultures and their unique communication behaviorsand desires go beyond the ability to communicate with them effectively. We alsocommunicate respect to them. By exhibiting, through our actions, knowledge of theircultures and communication behaviors and desires, we typically gain our communicationpartners' respect. Such a show of respect typically leads to improved business relations.

Several of the more important cross-cultural communication guidelines are listed below:

• Analyze and understand your own culture, subcultures, and communication behaviors

and desires before studying others'. (You can understand and appreciate others' needsbetter if you first understand your own.)

• Understand how people of other cultures perceive your culture, subculture, andcommunication behaviors and desires. (For example, it is typical in Latin cultures forbusinesspeople to want to visit with a foreign business partner about non-businessmatters, as a means of getting to know her as a person, before discussing business.From such visits they attempt to determine if the other party is a person with whomthey would like to develop a long-term business relationship. U.S. businesspeople,however, typically like to get right down to business, because they operate on tightschedules and equate time with money. If the U.S. businessperson attempts to forcebusiness talk from the start with a Latin businessperson, she may damage the potentialbusiness relationship and may be viewed as "pushy".)

• Learn all you can about your cross-cultural customers' communication behaviors anddesires. Also learn as much as possible about your business partner's country andculture. (For example, learn about the country's political system, beliefs/religion(s),history, educational system, social customs, climate, geography, etc.) Such knowledgewill be very useful in conversations in business and social settings, gain your businesspartner's respect, and contribute to a successful business relationship.


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• Learn about your cross-cultural customers' attitudes about the use of electroniccommunication technology. (For example, some cultures prefer face-to-facecommunication, while others are receptive to e-mail messages and faxes. Then there areothers who expect initial contact to be face-to-face and once a relationship is establishedare receptive to e-mail communication, teleconferences, etc.)

•

As a general rule, when writing to or conversing with business partners from anothercountry, keep messages as short and simple as possible. Uses short simple sentencesand avoid slang. In addition, since the chance of the confusion is increased, makefeedback an active part of the communication activity.

Learning about others' cultures and communication behaviors and desires requires quite abit of effort, but the results are typically very interesting and fruitful.

Section 5.5 Constrain Emotions

Unrestrained negative emotions typically threaten communication effectiveness. Whennegative emotions go unchecked, communicators often write or make damaging statementsand/or respond emotionally and defensively to others' messages. This is typically not a

problem with routine, positive, non-controversial messages. But, messages that containnegative news and/or very controversial content are extremely susceptible to emotionalinterference.

When upset, message developers may be tempted to create messages that expressemotions such as anger, resentment, and/or frustration. Their words may even be viewedas being mean spirited, spiteful, petty, patronizing, and/or condescending. Most peoplehave the creative ability to develop messages like those described above and some mighteven take pleasure in doing so. However, we all know on a logical level that they should notdevelop and transmit such potentially damaging messages.

The challenge is to keep negative, emotions-based statements out of messages. First

postpone developing messages susceptible to emotional interference until you have "cooledoff" and can develop them objectively and professionally. Next, look for damaging emotionalstatements when planning and developing messages. Then, set aside appropriate time torevise messages with the intention of eliminating such statements before the messages aretransmitted. In addition, have another person read or listen to your messages beforetransmitting them with the purpose of catching problems that have gone unnoticed.

Receivers of upsetting messages may also be tempted to create responses that expressemotions such as anger, resentment, and/or frustration. If not controlled, their messagesmay also be viewed as being mean spirited, spiteful, petty, patronizing, and/orcondescending. These people, like all communicators in such situations, must stronglyconsider pushing the "delete" button on their keyboard before pushing the "send" button.

Receivers of upsetting, emotionally-charged messages are also challenged to leavenegative, emotions-based statements out of their messages. As mentioned above, theyshould also postpone responding to upsetting messages until they have "cooled off" and candevelop them objectively and professionally. They need to also look for damaging emotionalstatements when planning and developing such responses, then set aside appropriate timeto edit out potentially damaging statements before messages are transmitted. Finally, theyshould also have another person read or listen to their responses before transmitting themwith the purpose of catching problems that have gone unnoticed.


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Section 5.6 The Role of Feedback in Customer Service

Customer service feedback has two distinctly different purposes. One type has as itspurpose seeking clarification, while the other seeks opinions. Descriptions of each arepresented below.

• Encourage feedback for clarification purposes. Ideally, feedback for clarification purposesshould be encouraged, given, and received willingly by all parties to the communicationprocess.

• Use feedback in oral communication settings. Feedback is more commonly initiated inoral communication settings than in written situations. In oral communication settings, allparties to the conversation are typically quicker to ask for clarification and/or to notice signsof confusion in their communication partners. Face-to-face and telephone conversationslend themselves well to initiation of feedback.

As was mentioned in the unit on effective listening (Unit 3), observe customers' nonverbaland emotional cues as well as listening to their words. It is the confusion we sense in

customers' nonverbal and emotional cues that typically signals us to initiate feedback.Confusion is typically occurring when customers: (1) frown, (2) insert unusually long pausesbefore responses, (3) scratch their heads, and/or (4) sigh.

Another technique you can use to initiate feedback is to periodically ask customers if theywould like a point repeated, restated, or explained differently. This is an especiallyimportant technique to use when the information you are sharing is very important,controversial, technical, complex and/or unfamiliar to the customer.

Encourage customers to initiate feedback also. For example, near the beginning of aconversation, invite the customer to ask for feedback when clarification is needed.Customers are more likely to ask for feedback, and feel comfortable doing so, if you simply

invite them to do so at the beginning of the conversation. In addition, at the end of theconversation invite them once again to ask any final questions and to contact you ifquestions come to mind later.

Finally, there are times when you do not understand something a customer has said.Possibly the customer spoke too quickly or his thoughts were poorly organized. The reasonis not important. What is important, though, is that you ask the customer to repeat, restate,or explain more thoroughly what is confusing you.

• Use feedback in written communication. Feedback for clarification purposes should alsobe encouraged, given, and received willingly by all parties in written customer servicesituations. Several suggestions on how to encourage feedback are presented below.

Accept the fact that most messages are not totally effective on the first pass. Thecommunication process is very complex and any communication is automatically threatenedby the vast differences among communication partners. Encourage regular feedback.

Be willing to build time into your schedule to request feedback. After writing a customer,allow time to answer their questions when they contact you, and don't rush the responses.


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Create and maintain an environment in which all parties are comfortable requestingfeedback and find it easy to do so. Unfortunately, when customer service is conducted inwriting, feedback is typically initiated less often than in oral settings. One way to changethis is to remove the hassles for customers so they will write back or call you if they havequestions.

Make it easy for customers to ask for feedback. For example, provide easy-to-find, toll freephone numbers customers can call. Of course, this approach will not work well if they areleft on hold for very long. Make sure there are enough people staffing the phones who caneither answer customers' questions or forward their calls to you or someone else that canprovide answers.

If calls must be routed through your answering machine or voice mail system, return theircalls as quickly as possible. Customers get irritated if they wait at length for a return call aswell as when they have to be routed through several people in order to finally get someanswers.

Another feedback alternative is e-mail. In written messages you send, mention thisfeedback alternative; among others. In addition, provide your e-mail address, and then

check your e-mail messages daily so you can provide timely responses. Customers are justifiably irritated when organizational representatives do not respond to their e-mailmessages in a timely manner; thus, leaving them wondering if the company doesn't care orif their message has been lost in cyberspace.

Take the initiative to ask if feedback is needed if a customer does not contact you followingreceiving your written message, yet you sense that some confusion has likely occurred. Insuch instances, contact the customer and simply ask if clarification is desired. Thistechnique should be used especially in situations where the message content is veryimportant, controversial, technical, complex and/or unfamiliar to the customer.

• Encourage feedback for opinion purposes. Another type of feedback associated with

customer service has as its goal soliciting customers' opinions and ideas regarding products,services, and how they are being treated. It is quite possible that you are familiar with thefollowing examples of opinion soliciting methods. Furthermore, use several methodssimultaneously. By virtue of using several, you will receive a greater number of responses.In addition, most customers typically feel more or less comfortable with some methods; so,provide a wide range of choices.

Customer service counters. Customer service counters are relatively effective becausecustomers can have a face-to-face conversation with customer service representatives.They are not very effective, though, if they are understaffed forcing customers to wait inline for very long.

Customer service telephone numbers. Customer service telephone numbers are most

effective when: (1) a toll-free number is provided, (2) the number can be easily located,and (3) there are a sufficient number of people staffing the phones. Unfortunately, someU.S. organizations give lip service to the value of customer service and believe itappropriate to leave customers on hold for as long as one hour.

Customer service Internet sites. Customer service Internet sites (web addresses) areincreasingly used as methods of soliciting and providing opinions. This method can be used


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by customers who purchase products or services using the traditional methods as well asthose who buy over the Internet.

In addition, potential customers use Internet sites to ask questions and share opinions priorto making purchasing decisions. The success of this method also depends on how quicklycustomers receive responses, the quality of those responses, and whether or not the

customers believe their opinions are taken seriously.

Suggestion boxes. Suggestion boxes are still an inexpensive way of soliciting customers'opinions and ideas. Place them in a very visible location and provide plenty of pens. Inaddition, provide some structured response forms / comment cards (i.e., How was theservice? Excellent, Average, Poor) as well as unstructured response forms. You may evenconsider setting up a kiosk where the customer can key his or her opinions and ideas into acomputer.

Written surveys. Written opinion surveys are effective if you accept the fact that your returnrate will probably be very low. You can increase the return rate and quality of theresponses, though, by keeping the surveys short, providing easy-to-answer questions (i.e.,check-off format), offering incentives, and providing return postage. Most people are busy

and have many good reasons for not completing your survey.

Telephone surveys. Like written surveys, expect a relatively low response rate. Some of thereasons for this include: people's busy schedules, not catching people in when you call,calling on inappropriate days and at inappropriate times, and the flood of telemarketing callsthat lead many people to screen all calls through their answering machines.

At minimum, place telephone survey calls on appropriate days and at appropriate times.Very few people wish to be disturbed on weekends or holidays, no matter whether it is legalin their state to do so. And very few like being called before 9 a.m. or after 5 p.m. nomatter what time zone they live in. (And, know what time zone you are calling.) Theeffectiveness of telephone surveys depends, in great measure, on the degree of common

sense and common courtesy that is exercised.

Focus groups. A focus group is a group of customers that meet with organizationalrepresentatives and share their opinions, ideas, and suggestions. Since most people leadbusy lives, be extremely sensitive to the frequency and length of these meetings as well asthe meeting day of the week and time. It is best to have the customers participatingdetermine frequency, length, day, and time.

In addition, dispensing tangible incentives and other forms of recognition typicallycontribute to the success of focus groups. Finally, be a good listener when involved withfocus groups and be sure to use some the participants' suggestions. If the participants donot feel like you're listening and/or never see results, the group will soon disband.

Section 5.7 Handling Customer Complaints in Oral Settings

Whether justified or not, customers will complain at times, and they are not always pleasantwhen they do. When you feel like dismissing complaining customers by showing them thedoor , stop for a moment and think about the information shared in Unit One, Section 1.4(The Cost of Poor Customer Service). While showing the complaining customer the door may feel good momentarily, it will cost your organization current and future business.


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In most situations it is simply more logical to work with a complaining customer and arriveat an amicable solution. After all, his or her complaint may be perfectly legitimate. Ofcourse, there may be exceptions. For example, customers who are being very abusive,swearing excessively, and/or implying or making physical threats may not be worth saving.In such situations, it may be in your best interest, and that of your colleagues, to end theconversation. Fortunately, most customers act rationally, making it possible for us to deal

with their complaints. So, how do we handle complaining customers effectively ? Severalsuggested techniques follow.

• Listen to customers concerns. Customers with complaints have a strong desire toexpress their concerns. This means you should hear them out before interrupting withquestions, recommended solutions, reactions, etc. You may feel the urge to jump into theconversation during this early stage to offer a solution or even rush them, so you can get toyour turn to speak. Such actions typically cause more damage than good. Most customers,first and foremost, need to tell their story and let off steam.

Your role at this stage of the conversation is to listen well. (Unit 3 describes many excellentlistening techniques.) By doing so, you communicate respect for customers, learn of theirconcerns, and contribute to a calmer, more-productive exchange.

• Show some empathy. When possible, sympathize with customers before they beginvoicing their concerns, while they are voicing their concerns, and afterwards. For example,before customers share their concerns, tell them that you are interested in hearing theirconcerns. While customers are talking, share the appropriate facial expressions and othernonverbal cues (i.e., nods) that communicate that you understand and are taking theircomplaints seriously. After they have shared their concerns, thank them for doing so andreassure them that you are taking their complaints seriously.

As was mentioned previously, don't overlook the value of nonverbal and emotional cues. Forexample, the tone of your voice and facial expressions will quickly communicate tocustomers that you do or don't care about their concerns no matter how appropriate the

spoken words.

• Get all the facts. This is accomplished, in part, when the customer is sharing his or herconcerns at the beginning of the meeting. Other facts are acquired later when both partiesare exchanging ideas and opinions. Be careful not to rush customers and/or rush throughthe questions you have and the ideas and opinions you wish to share. If one or both partiesrushes or is rushed, all of the facts needed to arrive at a workable solution, suitable to bothparties, will be not be available.

Here are some suggested ways of not rushing the conversation at the expense of acquiringneeded facts. Listen effectively, avoid talking too fast, invite the customer to ask questions,use words the customer understands, and ask the customer to repeat or restate what yousaid.

• Arrive at a solution. Typically, the most effective solutions are those that you and thecustomer develop together. Such an approach takes into consideration both the customer'sand your needs and desires as well as contributing to a solution both of you can live with. Itis best to start out by asking customers to share their recommended solution. This approachplaces them at center stage where they do not feel that you are attempting to force yoursolution upon them before they have shared theirs. This simple approach places them in a

8/20/201

Communication Skills for Effective Customer Service

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