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The inclination to complain about a customer happens to all of us from time to time. After a customer irritates us in some way and eventually walks away or hangs up the phone, we immediately look for a nearby co-worker so we can share our negative experiences. “Hey Bob. You won’t believe this jerk that was just on the phone…” It becomes a bonding experience for co-workers, but unfortunately it alienates the customer. And when a frontline worker sees a manager dismissing a customer as “stupid” or an “idiot” it becomes clear to them that it’s okay to classify customers. Some customers are good and some are just plain dumb. They then feel that they have the ability to determine which customers are worth their time and which ones are not. This can be a very destructive culture for a business. So as a manager, you can’t allow your employees to see you disrespect a customer in any way. As I have already mentioned customers can be wrong – and yes, sometimes even dumb. But that’s not our concern – at least not in this article. It’s your job as a manager to keep your employees focused on finding new ways to keep customers happy and to look for problem areas that upset customers so you can prevent problems in the future. It’s no secret that you and your employees are going to have problem customers, but it’s your responsibility to keep your employees focused on the fact that they have a job for one and only one reason – to serve the customer. Without customers, no one has a job. Keep employees focused on what’s important. The good news is that YOU are the one who decides what’s important.
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More Articles:1. Managers Who Spend PR $$ Wisely By Robert A. Kelly If you are a department, division or subsidiary manager, your budget is a precious possession whether you work for a business, a non-profit or an association. So why stand by while your public relations team spends too much time and treasure on tactics like press releases, column mentions and brochures? Especially when you could be using an aggressive PR blueprint to persuade your most important outside audiences to your way of thinking, then move them to take actions that lead to your success… 2. Managing Client Relationships By Christopher David Managing Client Relationships: Even the best run organizations occasionally run into difficult situations with clients, consultants, and vendors. Often times it is not just a business process that has gone a-rye, it is the relationship of the people managing the situation. So how is it that we manage difficult problems and how is it that we coach all the members of our organization to manage crisis to their (and their company's) advantage. Here are some helpful tips:Treat everyone (clients… 3. Why Do I Need a Board of Directors By Rick Johnson Family owned/privately held organizations in wholesale distribution, both small and large, with succession issues, family preparation and second and third generation leadership issues have been subjected to the evolution of leadership. These organizations are often founded by an aggressive, highly talented entrepreneur. Many of the principles of leadership employed by the founder that helped build the success that the organization enjoyed in the past is not the type of leadership that will mai… 4. Is Your Performance Review System Outdated? By Doug Staneart One of the most common complaints we hear from interviewing employees in the construction industry is, “I never get useful feedback about how I am doing my job.”Most companies today use a performance appraisal system or a performance review system that was invented decades ago in a much slower business economy. So data that is given to employees in annual, semi-annual, or even quarterly reviews tends to be outdated by the time it is received by the person who could benefit most from the infor… |
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