What to do when a customer is aggressive? First, ask yourself what could drive someone to become violent and what the factors are that create and increase anger. Few people become suddenly violent; oftentimes, violence and aggressiveness are a last resort “solution” to try to regain control of a situation that’s been rotting for some time. This is why it is important to know how to prevent and defuse difficult situations.

That being said, when a customer is getting angry… they truly are and they can choose unpleasant behaviours that can and must be handled. But there are behaviours that are considered unacceptable: violence, threats and insults.

In those situations, it is useless to try being heroic, but important to maintain a safe environment. Anticipate an action plan allowing you to put an end to the exchange, to ask the customer to leave, or to call for help if needed.

The customer is not always right… Evidently, you could make your point, even have the last word. You might even be right. However, right or wrong, your effort will be in vain: It is not possible to win an argument with a customer.

Your goal is to acquire, maintain, and increase a loyal clientele, not to be right. If you win the argument, you might damage your relationship with the customer. Whether your organization is private or public, it is always a LOSING outcome for YOU.

The customer isn’t always right but he is the customer. We have to find a fair solution that answers his requests while respecting the needs of the organization!

There is no better example of an organization's commitment to customer service than the way it resolves customer service issues. Many organizations display signs, mission statements and slogans stating the importance of the customer. Such displays may impress and perhaps reassure the customer momentarily, but there is probably no better example of the organization’s commitment to customer service ideals and values than how customers are treated after they have been disappointed.

Effective complaint management refers to that extra effort that customers expect from you in the event that things go wrong for them. That's what keeps your “at risk” customers. In the long run, this is a way to stand out from the competition.

There will always be problems. The difference lies in what you do to keep errors to a minimum and how you manage them when they occur.

A threat is a declaration of an intention to cause physical harm. The threat could be personal (e.g. a punch) or addressed to the organization (e.g. a bomb). Wanting to talk to your superior, writing a complaint or calling the local news is not a threat. It is a right the client has.

People who make threats often do carry them out. Every organization/department should have a security policy in place which outlines how to behave and report a threat, to ensure the safety of employees.

A culture of care and service is created by instigating people to inspire each other and encouraging leadership within.

Where people believe in what they do, and do what it takes. Where people take a stance with boldness and grit.

A culture of care and service is a mindset that is hard to create but that lasts. It's tarnished by shortcuts and by inattention, and nurtured by constant training, investment and care.

If you frequently run last-minute sales, specials or promotions, don't be surprised if your customers stop buying things in advance. You're training them to wait.

If you announce things several times, getting louder each time, don't be surprised if your customers ignore the first few announcements. You've trained them to expect reminders.

If you don't offer your customers quality service until they complain, don't be surprised if your customers are difficult. You’re training them to kick and yell in order to get good service.

The way you engage with your customers trains them on what to expect from interactions with you.

When a customer thanks you for your services, avoid responding with “no problem” or “no worries”. Although your intention is good, some customers may get offended. They may wonder why there would be a problem if the task is simply part of your job? Are you implying the customers need could potentially be a hassle or an inconvenience?

Here are a few alternatives for a successful exchange of appreciation:

• • “You’re very welcome.”
• • “It’s my pleasure.”
• • “I’m happy to help.”

Words matter. Choose them carefully, especially when acknowledging a “thank you.”

Dale Carnegie said that “a person's name is to that person the sweetest and most important sound in any language.”

A study published in Brain Research magazine, shows that certain parts of our brain light up when we hear our own name. It prompts specific and unique responses in our minds.

When you need to recapture the attention of your customer, or get back into the conversation, the best way is by using the customer’s name. We are conditioned from birth to respond to our own name. You’ll get your customer’s full attention and he will tend to listen more closely.

But be careful not to use it too often. If overused, it can come across as insincere and condescending,

In any organization of more than two people, there's the opportunity to escalate a problem.

When the software doesn't work, or the customer is in a jam or something's going sideways, you can hand the problem up the chain. Escalation not only brings more energy to the problem, but it spreads the word within the organization. And, even better, it keeps you from losing the customer.

Here's the thing: at some point, organizations start training their people not to escalate. They fear staff will cry wolf, or they get tired of pitching in.

The moment this happens is the moment you begin to give up on your customers.

Either give your front line the power to fix things, on the spot, or encourage them to call for help when it's needed.

Organizations keep making big promises, and service providers struggle to keep those promises.

Sooner or later, it leads to a situation where a broken promise arrives on the customer's lap.

In that moment, what the customer wants most is someone to care.

Professionals do emotional labor all the time. They present the best version of their professional self.

If you care, that's great. If you don't, at least right now, well, it's your job.

Doing it with effort and consistency, is what your customers need from you.

Now and then, you’ll find yourself in the situation where you are asked a question to which you don’t know the answer. You don’t want to appear incompetent or uninformed. So, what do you do?

First, it’s never ok to make assumptions (even if it seems like common sense). If you don’t know, don’t guess or lie. That’s misleading and dishonest.

Second, it’s never ok to brush them off with an “I don’t know” and make the customer keep searching for the answer.  That’s your job and you are being rude!

Finally, it’s perfectly ok to not know an answer. People will always appreciate an honest response, even if you have to say:

 - I’m not sure, but I will find out!

 - That’s a great question. I want to give you the correct answer, and I will check with someone.

 - Here’s what I know, here’s what I don’t know, here’s how I’ll find out.

 - I'm not sure how to answer that. Hang on and I'll find someone who can help you.

And then you look up the answer or find someone who knows the answer.

You aren't expected to know everything, but you are expected to do what you can to figure out the answer. Just know where to go, or who to go to, to get the correct answer.

It’s not our ability to answer every question that matters as much as our ability to handle every question with proactiveness and professionalism.

As part of a search term analysis from our users, we found this question: How do we prove a Customer wrong?

It’s always surprising to see that we’re still looking to tell the Customer he is wrong.

Let’s clarify. The Customer is not always right. But he is still the Customer.

You can absolutely make your case, and even have the last word. You might be right. However, right or wrong, your efforts will lead nowhere: the Customer won’t change his mind. Your objective is to offer quality service, not to be proven right. Whether or not your organization is private or public, this is a LOSING result for YOU.

Check out our article “When the Customer is wrong” from October 6h, 2016.