Understanding customer stress

As a customer service professional, understanding the mechanics of stress and the vital role human interaction plays in the process can be an advantage in diffusing volatile situations. We all know what it's like to be on the receiving end of customer fury, but do you really know what's going on in your customer's mind while it happens?

When things go wrong, most people experience a mix of emotions - everything from anger to disappointment, and everything in between. Add on top of that the frustration at not being in control or being able to fix things yourself, and you can see how a normally calm and loyal customer can become a frontliner's worst nightmare.

The only thing that will change from situation to situation is the level of stress, and this usually correlates to the perceived "value" of the transaction at hand. Some situations are just a plain nuisance (your bank statement gets misdelivered), others super-frustrating (your cell phone gets unexpectedly disconnected), and some situations are just plain heartbreaking (the package with your wife's anniversary present doesn't arrive). Depending on the potential consequences and inconvenience of the situation, you can expect a customer's stress levels to match accordingly.

All stress responses have an associated physiological reaction in the body's nervous system, triggering a rush of hormones (including adrenalin) that do everything from bumping up the heart rate to constricting blood vessels. At extreme levels, a customer can actually "see red", and have little control over their physiological reaction to the stress, let alone their emotional reactions!

There's generally three different ways a person will respond to this "fight or flight" reaction:

Pedal to the metal: Hyper-emotional, angry and agitated, hot tempered.

Slam on the brakes: Withdrawal, shut down, emotionally depressed.

Go Stop Go Stop: Outwardly frozen and lacking emotion, but seething with fury underneath, too angry to do or say anything.

Another element to understand is that competence in judgement is always compromised under stress. For most people, this means that when stressed, they generally make poor judgements and therefore poor decisions; while others may actually experience improved performance in this area (astronauts call this "the right stuff"!).

Stress also narrows the focus of attention for individuals, meaning their ability to take in new data or pay attention to areas outside of the stressful situation are limited. A consequence of this can be exaggeration of the situation and/or consequences, due to the fact that the customer can't see the "bigger picture" at the time.

To top all this off, if the customer was already stressed before the incident, and encounters a new stress on top of the old stress, this too can exacerbate the response and reactions to the new situation. You can see this when people move into a new house only to discover the electricity hasn't been turned on yet, and it's 5pm and getting dark -- beware the frontliner taking that call!

As well as having three distinct reactions to stress, people also pass through three separate stages of stress; however depending on the situation they may not pass through all of them.

The first stage is obviously the "alarm" stage, where all those hormones I mentioned already get triggered, and the body reacts to the situation at hand. Depending on how quickly your customer can get in touch with you after the incident, they'll generally still be experiencing this "hormone high" when they land in your lap, and can be the most difficult stage to get them through.

The second stage is "resistance", and if the alarm stage isn't resolved quickly a person slips into a different state of mind where their energy levels start reducing, and they can feel impatient and exasperated. During this stage, customers may have trouble remembering important details, may focus on trivial matters (like how long you kept them waiting on hold), and become less rational.

Finally, after quite some time, the customer enters the final stage of stress: exhaustion. The customer becomes both physically and mentally drained, experiences despair and even depression, and can become quite retaliatory in their interactions with those trying to help them. Overly sensitive, customers can quickly slip back to any of the previous two stages at any sign of volatility. They're difficult to deal with at this stage because they feel defeated, have given up, and are more interested in just complaining that getting things fixed.

You can see from this journey that the earlier you can diffuse the stress for the customer, the easier it'll be for you as a frontliner to deal with them. The further along in the stages the person goes during stress, the harder it will be for you to talk them down. It's important, too, that you understand the different reactions and communication methods a customer will use during each stage, so you can identify roughly where they are in the cycle and react accordingly.

There's some big lessons here that can really help you when dealing with a stressed customer, and the first is to always remind yourself -- the customer is generally not their normal selves. Their ability to think straight and make rational decisions is impaired, they attention span is narrowly focussed on you and your company and the problem at hand, and this situation may well be the icing on the cake for what could already be a bad day.

Getting a grip on these concepts will help you use your number one tool when combating a stressed customer -- empathy. I've talked before about customer service frontliners as the gate-keepers to all the solutions a company can offer a customer, and empathising with not only their situation but their mental state can increase your ability to de-stress the customer, get to the bottom of the problem, and solve it quickly. Having human interaction with someone outside the problem can immediately begin lowering the stress response in a person, so long as that person is open, welcoming, receptive, empathizes and can help work out a solution. Remember : a problem shared is a problem halved! Taking 50% of the problem off the customer's hand is the least you can do!

Remember, too, that stress begets stress, and after you've solved the problems of the world, you, too, need to de-stress, calm down, and tend to the wounds you get from being a frontliner in the battle for customer service.

First impressions really do count

You hear about first impressions counting as a standard mantra when people talk about job interviews, and it's a super important aspect. That said, it also matters when dealing with customers, and for one simple reason : credibility. If the aim is to be taken seriously, then you have to manage that first contact and make it count.

There's a litany of resources on how to make sure you make a good impression at a job interview; everything from how you dress to how you address the interviewer -- even your very first email contact. All should be well presented, and portray the correct image you're wishing to convey to the audience. But what about when it comes to dealing with a customer?

In my last article I talked about "knowing your stuff", and how critical this was to establishing your credentials with the customers; but you won't even get to demonstrate those elements if you don't make that first contact count, so here's a few tips:

1. The introduction says everything

The first obvious contact your customer will have with you is that initial introduction you give when you introduce yourself or answer the call. This is your very first opportunity to set the tone for the whole transaction, and establish your credibility. When I listen to customer service employees, it's easy for me to spot the confident professional -- their tone is strong and balanced, and there's a faint sense of pride in just saying the phrase that has their name and the name of the company they work for. You also get a sense of helpfulness and embracing from the speaker, letting you know that they are in control and there to help. Speaking clearly, confidently and with a sense of "I do this every day and love it", will surely set the right tone for the rest of the call.

2. Immediately take control of the call

Your next mission after properly introducing yourself is to give the customer an opportunity to express their immediate need, but then instantly take control of the call. Remember, the customer has just arrived through the workings of your PABX into a world they know little about, they just know they need help. The probably don't even know what they need to tell you, so this is your opportunity to build on the credibility by showing them you know exactly what needs to happen. Make a strong reassurance to the customer that you can help them, and begin to ask the right questions to establish the facts, so you can move onto solving their problem.

3. Keep the comfort levels balanced

The trickiest aspect in customer service, I personally feel, is maintaining a balance between looking after the customer in front of you while diligently dealing with the internal systems you need to interact with to solve the problem. This is a significant opportunity for you to loose credibility, so it's here that you must be able to equally divide your attention between both aspects. Many frontliners overcome this by using the trusty hold button, but in my mind this is as good as physically turning your back on the customer while you go type on a computer. Real credibility comes from being able to keep the customer engaged and comfortable while you do your thing, maintaining that level of assuredness and credibility so the customer knows they are not alone for any longer than need be. Of course, there are times when you have to put the customer on hold, but you must use your skills here to balance that out against expectations, and if necessary make a call back promise -- just remember to keep it!

4. Build the bridge

In many cases you won't be able to immediately solve the customer's problem, and there's going to have to be a follow up. Here's another opportunity to build your credibility, but you're going to have to work hard for it. Your first mission is to compel the customer to have faith in your ability to do what you need to do, and that you will fulfill your promise to call them back with the results. If you've done well building credibility in the first three steps, this is easier - if not, you're going to have a hard time getting them to believe you won't put the case in the trash and go to lunch. A good dose of empathy will go a long way here, because if the customer really holds a belief that you "get it", it'll be easier for them to believe you'll do as you say. Remember, you're aim here is to take control, take the problem off their hands, and let them get on with their lives while you do the ground work to solve the problem. Let them know what steps you're going to take, and roughly how long you think it'll take, and make a sensible commitment to get back to them as quickly as you can.

5. Bring it home

The crescendo to any performance is the finale - the part where the audience finally gets that sense of satisfaction because the journey has peaked, and now it's over. If you think customer service isn't a performance, go read my other articles! Remember, the finale for your customer is resolution -- an end to whatever problem triggered their call in the first place. In movies, it's where the hero returns near the last act to save the day, and if he doesn't turn up you can only guess how the audience reacts! You must, no matter what, deliver on the promise you made to the customer at that bridge point -- at any cost. Your bonus points for credibility, and the credibility of the company you represent, shoots up ten fold at this stage of the game. It can be the make or break of a customer's loyalty, and if you've ever thought your job meaningless, here's a good opportunity to really reflect on the potential lifetime value of the customer you're holding in your hands, and the bottom line effect you have if you don't keep your promise and bring it home.

I've talked here about your personal credibility as a professional, and how significant it is to your individual success when dealing with customers on a daily basis -- but remember, the bigger picture is the company you represent and the trust that's been put in you to deliver outstanding customer service and beat customer expectations. Credibility, both that of your company and yourself, and key elements in being a successful customer service professional, so don't let either of you down!

Knowing your stuff matters

If you ask a customer what they look for when interacting with customer service staff, they'll give you a list a mile long. Let's face it, the expectations are as varied as the customers are; yet there is one key area that probably matters more than the customer knows -- confidence. This can only come from a foundation of "knowing your stuff", and making the customer feel that you're in control of the situation.

Have you ever been dealing with someone in customer service and caught that fleeting moment when you knew instantly that the person you were interacting with didn't "know their stuff"? That hesitation, that pause, that "ummm", that gave away their hand? The minute you sensed it, you'll remember that deflated feeling in your stomach when your intuition told you "this isn't going to be as easy as it should". No matter how perky, charming and assuring that customer service person is, from that point on it's all uphill.

Don't get me wrong; i'm not implying that customer service staff need to know everything about everything within their organization, that's simply impossible. However the customer knows even less about how your company works, and the first thing they want when they interact with your customer service is to feel that the person who's looking after them "knows their stuff".

I recently dealt with Bank of the Philippines credit card team and had the pleasure of being looked after by an agent who really did know her stuff. She was obviously experienced, knew the right procedure and process I needed to follow, and had me dealt with quickly. In a situation where I was already anxious and stressed, this level of confidence instantly put me at ease. This was really important because I was already expecting the lengthy and stereotypically daunting process of dealing with a bank.

Customers use customer service because it's the gateway to a businesses core operations, and when they contact it they want to be wrapped in the warm blanket of confidence, to know that things will be taken care of, and that the person who's dealing with them really does have their best interests at heart. So you're next homework topic after patience is to know your stuff.

Build your personal knowledge bank of tips and tricks and have it ready to deploy whenever needed. Take the extra effort to learn things most other people can't be bothered knowing, even if it has nothing to do with your department. Talk to other people and find out how their job works, learn where those processes go after they leave your group, and discover the answers to questions your customers may potentially one day need you to know. Oh and whenever your company offers training, sign up! Learn learn learn.

A true customer service professional is a jack of all trades, as well as a master of at least one - and that one should be information and knowledge. Get cracking!

Customer service is a team sport

The first day in any customer service job is a daunting one; and although it does get easier the longer you're in the role, it takes a long time to achieve "master" status. But fear not, because customer service is a team sport. It works at the collective level, and becomes a sort of "hive mind", so if you learn how to tap into this network of information your chances of success increase dramatically.

The biggest stumbling block for people in customer service is the overwhelmingly large amount of information their customers demand they have instant access to -- everything from product codes to troubleshooting procedures, all must be readily available to keep transactions moving swiftly. This challenge is compounded by the fact that no company on Earth has a fool proof information system, making it extremely difficult for those on the frontline to easily get their hands on the tidbits of information needed to serve their customers.

No one person, no matter how clever they are, will ever know everything there is to know about their workplaces processes and procedures (although plenty will pretend they do, we've all met them). However, it is much easier for a group of people to hold knowledge collectively amongst them, so long as the environment is there to tap into it; and this is where the hive mind comes into play.

Amongst your team there will be people of varying experience and backgrounds, and this mix of knowledge is generally how most service environments survive. Someone, somewhere in the group, will have already encountered the situation in front of you, and the key information needed to solve the problem. Therefore a frontliners ability to tap into that knowledge bank is critical to their success.

Some companies encourage the use of knowledge bases, blogs, twiki's, even live chat rooms to help give their people direct access; and this is a fantastic way to get the information you need, so long as the person seeking that information has the cooperation of the "hive".

We've all been the newbie in the workplace, and suffered the teeth-grating experience of not knowing anything about anything, needing help for even basic things like the directions to the washroom. We also know that the term "newbies" immediately highlights a distinction between those who've been at the workplace for a while versus those who haven't. This gap can be incredibly difficult to overcome, and it's generally for this reason that many workplaces pair new employees with veterans, to help initiate them into the environment and give them an access point into the hive mind. If the workplace doesn't foster this kind of relationship, then the "newbie" is left with some basic training and a procedural manual, and wished well on their adventures as they begin dealing with customers.

Even if you've been in the workplace for a while, cooperation only works when people actually want to help you, and there could be plenty of reasons why they won't. Professionals know this, and know how to work the environment to make sure they don't get cut off from the support they need to be successful.

First impressions certainly count, and we know that the first impressions you make with co-workers will shape your future relationship with them, so keep that in mind when you break your first bread at the lunch room. More importantly, work out who really knows what they're talking about and who doesn't, what areas each of your co-workers are strong in, and what experience they've had in the past. All this information will be vital in working out who to turn to in your time of need.

Remember also that the biggest killer of any workplace relationships is gossip, followed closely by office politics -- areas any seasoned professional avoids like the plague. Crossing work mates, or getting involved in the affairs of others can ruin a good working relationship, and cut you off from a resource you might be in need of down the road. Easiest thing to do is just avoid getting involved in these situations altogether.

The critical tips and tricks will be stored in the heads of your co-workers, so it's important that you foster positive relationships to keep yourself in the loop, ensure you get the support you need to be successful, and stay ahead of the competition by being the best customer service employee you possibly can; none of which can happen without information and cooperation.

Cooperation from colleagues isn't just about information either. Remember, those people working along side you will be involved in the processes and procedures you'll be relying on to solve your customer's problems. Whether it's cross-department or within your own team, you'll be looking for co-workers to enable you in whatever transaction you are doing, so it's key to foster relationships and make sure that when the time comes, your needs (or those of your customer) don't get put at the bottom of the pile because of bad mojo with colleagues. Tread lightly!

If you don't like team sports, stay out of customer service. Like army soldiers crouching in the ditches avoiding enemy fire, you're reliant on the people most closest to you to ensure survival, so watch where you point your gun and avoid friendly fire wherever possible!

Trying your best

Tip:the phrase "trying your best" starts with "trying". Magic in customer service doesn't just happen, it has to be made to happen,and that only comes from trying. Give every customer your best and you'll be the one reaping the rewards for years to come.

How taking your time actually improves efficiency

The world today is measured in transactions per minute, resolution time, and other time bound metrics that determine whether others believe we are doing things well -- but what if I told you that taking more time to do something is actually better for efficiency in the long run? Contact centers, hotel front desks, even banks, can all benefit from taking more time rather than less.

The rationale is simple: If you rush, you make mistakes. Mistakes are costly, in both time and money, because they distract resources away from new transactions, and this can have a massive ripple effect all the way to the bottom line.

When I say mistakes, I mean more than just plain old errors (ordering the wrong product, mis-keying the customers contact details, or sending the wrong repair technician); I also mean all the little things that could and should have been done to totally satisfy the customer and resolve the issue completely. Everything from providing the customer with all the information they'd need so they don't have to call you back, to preemptive actions that could eliminate a recurrence of the problem in the future (like taking a few minutes to type a proper entry in the call log, or to fix a misspelling of the customers street).

Quite often people feel that by cutting edges they're actually doing everybody a favor because they can serve "more" customers, but the reality is that back-jobs and call backs chew up everyone's time and do no one any favors, so as the saying goes, "a job worth doing is worth doing well".

The conflict comes when management doesn't understand this, and people with spreadsheets and statistical models get to determine the path your company takes for delivering customer service. If you're old enough to remember the good old days when shop assistants would take a few minutes to talk with their customers beyond the basic "next please!", you'll remember the fantastic experience and great rapport that was built, and the loyalty that was generated from taking the time to do things right. We need to bring this back if we're to succeed in such a competitive marketplace and meet the demands of our well-informed customers.

I'm not saying that you should stretch every transaction out just for the sake of taking more time; this will just back fire on you; and I also realize that this "taking extra time" will be tough to do in your own job because of of the metric constraints I mentioned earlier. Yet if you put it into perspective, even just taking an extra 60 seconds with a customer can have a dramatic effect on their experience.

If your supervisors or managers push you, explain to them where you're coming from (even show them this article), and if they still don't get it, then, unfortunately, it means they aren't serious about customer service and maybe you should find a company that is, after all, businesses that don't embrace these cultural changes won't be around for much longer anyway!

Remember: with a customer, every second counts!

A pitfall for social networking in customer service

I was recently talking with a group of people who are beginning to develop strategies for using social networking to gain improvements in customer service. It's a hot topic in the industry at the moment, and people are keen to learn from others on the ups and downs of integrating this approach. More importantly, they were looking for pitfalls, and there are plenty of them!

The pitfall I want to talk about today is that of "replying in kind". It's best described in this scenario: if I send a "tweet" to a company asking a question about their products or services, generally, it's perfectly fine for them to "reply in kind" by sending me back a tweet. It makes sense because it's leveraging the benefits of the technology such as rapid response, resource optimization, and multi-tasking. Where this becomes a potential pitfall is when these immediate benefits are outweighed by a major negative for non-voice/non-video electronic communication - "miscommunication".

We discovered the plights of this pitfall when email hit offices en masse in the 80s and 90s, around the time local area networking boomed; and it's still being felt today by anyone who makes the social faux pas of misinterpreting a single sentence in an email, and then blasting off a furious response, only to discover they had misread the intention of the sentence altogether.

Electronic communication misses out on the regular social cues inherent with face to face or even verbal communication, and makes it extremely difficult to build a fundamental aspect of social interaction - rapport. It also tends to make more complex transaction times longer because it's harder to get your exact message across to the other party.

Replying in kind without detecting the point at which the conversation should switch to a voice/video medium can turn loving customers into critics and cynics, and can even trigger a shift away from using the social networking channels altogether, based on these potentially negative experiences. In the end, you lose all the benefits you were chasing by using social networking in the first place.

I tend to go for the "rule of three" when trying to decide when it's time to shift to a phone call. That's three transactions from either party. This includes the customer's original query, your reply, and a possible follow up by the customer. Unless that third transaction is a "thank you" because the issue is resolved, then, pick up the phone and start dialing.

For certain industries, this is going to be a real challenge; particularly, those which involve customer identification and confidential information. Due to restrictions placed on the verification process for a customer's identity, quite often email and social networking mediums simply aren't robust enough to deal with what can quite often be a lengthy process. If certain inquiries will require such steps, it's best to warn customers upfront and then switch to voice communication where possible, or incorporate the steps into a web form where it can be done securely online rather than through Facebook, Twitter, or even email.

A few things to remember:

1. The aim of the game is speedy resolution of the customer's issue - nothing else matters.

2. If the technology is hindering you from achieving that aim, then it's time to shift back to normal communications for that transaction.

3. The primary benefit of these social networking tools is that it makes it simpler and easier for your customers to get in touch with you, not necessarily easier for you to deal with them.

It'd be a great shame to see the uptrend in social media usage wither away, just because companies start to use technology as a tactic to deal with customers "at arms length".

As a customer service representative, you need to make sure you do your part in detecting that point in time when you should switch, and do it promptly unless you have the express permission or insistence from the customer.