• “I can certainly look at it immediately.”
• “I am on it as soon as I hang up.”
• “I am on it and I’ll call you back in an hour.”

No customer likes to be told “no”. However, like it or not, the circumstances sometimes force us to say “no”. But, this does not have to become a negative situation.

Here are some ways to respond to the challenge:

Tell the customer what you can do.
“I can issue a credit for the value of the merchandise and you can use it at your convenience.”

With tact, explain why you cannot honour the customer's request.
“When a product works as expected, without defects, we cannot take responsibility and, as a result, we cannot offer financial compensation.”

Suggest an alternative.
“I need to get approval from my manager before I can _________________. In the meantime, I can ___________________. Does this work for you?”

Focus on the positive.
“Thank you for contacting me regarding this problem” or “The information you have given me will help us make improvements.”

Remember that you are saying “no” to the request, not to the person.

When the customer is angry, it is sometimes difficult for us to calm them down. In these situations, the polite repetition technique proves effective and helps the customer redirect towards working on solving problems rather than focusing on negative emotions.

The technique involves calmly repeating what you just said and repeating it again until the customer understands. You must not raise your voice or defend yourself, as you must keep your tone level neutraland polite.

For example:

• Customer: “Your service is horrible. I sent the form and I never heard back from you.”
• You: “When did you send the form, Mr. Smith?”
• Customer: “I have waited long enough, I have no patience left.”
• You: “When did you send the form, Mr. Smith?”
• Customer: “You would not last two minutes in the private sector with service like this”
• You: “Mr. Smith, I need to know when you sent the form so that I can help you.”

Polite repetition can also be used when customers are not accepting your answer. They may believe that they may make you change your mind by continuing to insist or that they will get you to work around the rules for them. The polite repetition then lets the customer know that your answer is firm.

In the long run, the customer will understand and accept your answer.

Interrupting - Never interrupt the customer or finish their sentences. Most customer service providers want to solve the problem as quickly as possible. This is normal and natural, but it will prevent you from defusing the customer's anger; this customer will argue, will become withdrawn and get even more upset.

Being afraid of not having all the answers - In order to listen well, you don't need to have all the answers. This bad habit can cause you to miss the real issues. Sometimes the customer is looking for understanding, not necessarily answers.

Forgetting that the customer is probably having this problem for the first time - You've had to deal with this issue thousands of times and it is anything but new for you, but remember that the customer is experiencing this for the first time, so respond accordingly.

Believing that you are better informed than the customer - This habit can cause you to dismiss the customer's message, to anticipate it or to interrupt with a premature resolution. Leave your mind reading talents at home... They're not always reliable!

Reacting too strongly - When the customer's words strike a nerve, we tend to stop listening. In our heads, we start to disagree with the customer.

Doing more than one thing at a time - Being distracted or doing something else while listening tells the customer that we are not paying much attention to what they are saying.

Justifying yourself - Do not make the mistake of justifying what went wrong or choosing someone to blame ("The guys in shipping..."). You will become defensive and the customer will feel like you are looking for excuses, which lessens your credibility and professionalism.

When a customer is unhappy, it is very important to let the customer know that they are understood and cared for. Listen to the customer and respond with empathy as a way to recognize their feelings and the information they are providing. To show empathy, you must:

• Acknowledge the customer’s feelings;
• Take note of the information on file;
• Let the customer know that they are being heard;
• Let the customer know that you understand why they feel the way they do.

What to do:

• Give the person sufficient time to get their point across
• Use short and sincere responses
• Use a neutral tone of voice
• Try to properly understand the needs expressed by the other person
• Use paraphrasing, reflecting and language that is appropriate for showing that you understand

What not to do:

• Do not give advice
• Do not interrupt the person
• Do not pretend that you understand
• Do not use clichés as responses
• Do not use a condescending tone of voice
• Do not jump to conclusions
• Do not only say “I understand”

When your organization makes a mistake, it is only fair to make a sincere and clear apology on its behalf. This does not necessarily mean that a person has to admit fault; they can express regret for what happened. Regardless of who is to blame, you must sincerely and clearly apologize once to the customer. Apologies should never be partial or conditional.

Never blame anyone, become defensive, or pretend, for example, that staff shortages or budget cuts are to blame. The person is there to solve the problem, not to hear about yours.

When presented with an apology, the customer feels heard and understood. This can lessen their anger, which allows you to start regaining their trust.

The best thing to do is to say something along the lines of: “I am sorry about what happened and I understand what a nuisance this is. Here is what I am going to do to make this right.”

Suggestions:

• “Please accept my apologies for any inconvenience this may have caused you.”
• “I am sorry for the misunderstanding.”
• “This is an unfortunate situation and I would like to apologize.”

When a customer has a problem, your organization has a problem. Did you know that:

• A dissatisfied customer will share the “rotten” treatment that he has experienced with you with 20 other people ... These 20 people will share with 400 others, which could represent huge consequences for your organization?
• 96% of dissatisfied customers do not complain to the manager or the organization?
• If you are able to resolve the customer's problem, they will be more faithful to you than if they had never encountered a problem?

Dealing with complaints is therefore a key element for the organization. Every complaint that is resolved to the customer's satisfaction earns you points with dissatisfied customers.

The message that stands out based on these figures is clear: “Do it right the first time. Otherwise, it is in your best interest to do it right the second time!”

There is an ongoing debate about the pros and cons of open offices. Some research indicates they are a playground for collaboration, innovation, creativity and camaraderie where ideas flow and problems get solved quickly. On the other hand, newer studies suggest that open offices are a distracting environment, detrimental to productivity and a source of stress, conflict, and turnover. More than ever people in open office environments seem to avoid one another, isolating themselves and using instant messaging or email to interact.

The open office environment began with good intentions, but it is full of distractions and can become a daytime nightmare. People talking while you are on the phone, noisy background when you need to focus, co-workers having loud conversations, people laughing, coughing, screaming, cell phones constantly chirping … Staying focused in a noisy open office is a real challenge.

As companies increasingly adopt an open layout, it is important to develop survival strategies in order to stay productive while avoiding tensions. Here are some suggestions:

Have a team talk

Have a conversation with your manager and your team about how you can all work optimally in an open office. Define together some “agreed-upon” rules and norms.  For example:

• When one colleague is on the phone, the rest will speak with a low voice.
• When the phone rings, the conversation stops.
• Speakerphone conversations should be done in conference rooms.
• Moving to a different environment when sharing and collaborating.
• Establish a “earbud code” to signify the level of focus.
• Use "Library Rules".
• …

Have dedicated "Quiet" Space

Once in a while it’s good to get away to a quiet place within your workspace. Quiet rooms have grown so popular, some companies incorporate dedicated "Private work rooms" within their office layout. While empty conference rooms make for a great quiet space, they are not always available.  Investigate and identify private spaces in your office where you can isolate yourself, to be alone and silent, somewhere you can think and focus free of distraction.

Have a dedicated "Collaboration" Space

When it’s time to collaborate or brainstorm, moving to a different environment can help shift gears. Delegate a larger central “community” table where conversation and ideas can flow freely. And encourage co-workers to go there when chatter amongst neighboring desks begins.

Create a “Virtual Wall”

Use signs and signals —If you frequently require uninterrupted periods of time with which to complete your work, consider making some kind of sign or signal that serve as a visual cue to your colleagues that you’re not to be disturbed unless it’s absolutely necessary.

Purchase a set of noise-canceling headphones – for those times when you are working on something that requires concentration. You can listen to white noise or classical music or whatever it is that helps you feel and perform at your best. The best sounds for concentration are natural and unpredictable. Ambient electronic music tends to work well at blocking out noise yet it doesn’t create a distraction.

Use a common code for headphones – Earphones serve as a visual cue to your colleagues so they do not bother you unless absolutely necessary. Have a common "code" that symbolizes the unavailability.

Example:

• Two earpieces mean "Leave me alone. I'm focusing. "
• Only one earpiece means "Ask before interrupting me. "
• Without earphones means "You can interrupt me"

 Reserve a “Do Not Disturb” block of time

Trying to get things done and simultaneously be available for others imposes a heavy “cognitive load”. To counteract this, set aside a block of time every day when you’re not to be disturbed so you can concentrate on your work without distraction and focus on your top priorities. You can go to the "Quiet" space or put on your headphones. You can collaborate with and help colleagues during the rest of the day.

Be green

Well-placed plants have proven effective in reducing noise levels in an open office setting. The larger the plant, the bigger the impact - not to mention the appeasing benefits and overall impact on air quality.

Raise the issue with tact

When the “agreed-upon” rules and norms are not followed don’t suffer in silence, but don’t snap by screaming “Can you just shut up” either, try a gentle:

• “Can you take it down a notch please? "
• "Please keep it down. I know you probably don't realize it, but it's really distracting."
• "I’m having trouble concentrating while you are talking. I’d be so grateful if you could take the conversation down the hall."

.. most of the time, people don’t realize how loud they’re being, and they'll probably appreciate a gentle reminder. Do it with a smile, and in just about every occasion, no one will get offended. Be direct and diplomatic, but never attack someone personally.

Encourage a compromise

This doesn’t have to be an all-or-nothing proposition. If you have tried these suggestions but haven’t gotten the results you were hoping for, you don’t need to hand over your resignation letter. It might be time to start a conversation with your manager about finding a happy medium.  A solution that can improve your productivity while still being part of the team. Maybe doing some of the work remotely, having flexible hours to come in earlier or staying later, or simply moving desks. Finding an alternative might be a challenge, but it’s not impossible.