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Casual Articles - Customers Aren't Angry - They're Afraid!
In almost all cases customers come to your business because they have a problem and believe that you may have the solution. Whether you do, or whether you can build enough trust with the customer to let them solve their problem is up to you.In the day to day workings of a business some things can be out of you
They’re afraid.
If they’re afraid, they need reassurance. Like a child who hears a disturbing sound in the night, customers need to be comforted; to be told that they’ll b
In the insurance sector the job of a risk manager in simple terms is to work out how likely someone is to claim and what premium would be required should they need to pay out on the policy.An example of risk management in work could be, given the recent changes in the UK law, anyone found using a mobile phone
Examine the classes offered by giants in the training industry, and you’ll always seem to find something pertaining to “Dealing With Conflict & Difficult Customers.”
It’s an appealing title, to be sure, and robust registrations will support such offerings.
But it’s all based on a faulty premise: That the major impediment that needs to be addressed, remedied, overcome, is dealing with angry people.
What if customers aren’t angry?
Wouldn’t this make most of these efforts misguided, if not utterly wasted?
Wouldn’t that mean we’re prescribing the wrong medicine for what ails us, and them?
Consider this alternative explanation. When customers call in, using a loud voice, expressing themselves in fits and starts, and even taking personal swipes at CSR’s, these people are not angry.
They’re afraid.
If they’re afraid, they need reassurance. Like a child who hears a disturbing sound in the night, customers need to be comforted; to be told that they’ll be
Good PR is harder to get than ever these days. There are many good reasons for this and the proliferation of PR agencies and one-man bands play only a small part.The real culprit is technology. In the good ol’ days (if they ever existed) getting some really cool press coverage depended on two things: A. Having
It’s an appealing title, to be sure, and robust registrations will support such offerings.
But it’s all based on a faulty premise: That the major impediment that needs to be addressed, remedied, overcome, is dealing with angry people.
What if customers aren’t angry?
Wouldn’t this make most of these efforts misguided, if not utterly wasted?
Wouldn’t that mean we’re prescribing the wrong medicine for what ails us, and them?
Consider this alternative explanation. When customers call in, using a loud voice, expressing themselves in fits and starts, and even taking personal swipes at CSR’s, these people are not angry.
They’re afraid.
If they’re afraid, they need reassurance. Like a child who hears a disturbing sound in the night, customers need to be comforted; to be told that they’ll b
Searching for executive jobs used to be a buyer’s market. Recruiters or head-hunters in the past called you with offers; companies advertised for job openings, and announcements of new positions would generate multiple interviews.Executive job search is now however a seller’s market – with many executives rea
What if customers aren’t angry?
Wouldn’t this make most of these efforts misguided, if not utterly wasted?
Wouldn’t that mean we’re prescribing the wrong medicine for what ails us, and them?
Consider this alternative explanation. When customers call in, using a loud voice, expressing themselves in fits and starts, and even taking personal swipes at CSR’s, these people are not angry.
They’re afraid.
If they’re afraid, they need reassurance. Like a child who hears a disturbing sound in the night, customers need to be comforted; to be told that they’ll b
Toiling away at our daily grind, we dream of running away to Hawaii or the South Pacific where we can lie on the beach and do absolutely nothing.Some of us are lucky enough to take a vacation there and temporarily cut ourselves off from the world of responsibilities and demands and worries. We breathe easier,
Wouldn’t that mean we’re prescribing the wrong medicine for what ails us, and them?
Consider this alternative explanation. When customers call in, using a loud voice, expressing themselves in fits and starts, and even taking personal swipes at CSR’s, these people are not angry.
They’re afraid.
If they’re afraid, they need reassurance. Like a child who hears a disturbing sound in the night, customers need to be comforted; to be told that they’ll b
The main function of a business card is to provide your personal information. Being in the entertainment business, it is crucial to have a business card that is distinct and speaks volume about you and your work. Your business card should contain the basic elements like your name, contact numbers and services you pro
They’re afraid.
If they’re afraid, they need reassurance. Like a child who hears a disturbing sound in the night, customers need to be comforted; to be told that they’ll be protected, that they’re safe.
They don’t need to be engaged in a debate about whether there’s something lurking out there. You can appeal to that rational side of the brain all you want, and you won’t put a petrified kid at ease.
You don’t have a “conflict” with your child. Your interests are identical. You’re on the same team!
While the child may be expressing herself aggressively, that is her defensive reaction to fear. It makes no sense to attack her defense; that will just obscure the underlying problem, even more.
So, does this mean conflicts don’t exist? They exist, but we need to define them, properly.
Conflicts are misunderstandings and disagreements about facts. The customer who says she sent in her charge card payment on time, and the rep who disputes that, are in a state of conflict.
But beneath that, is the fear, fostered by the client that she’ll be wrongly charged late fees and finance charges. Assu
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