Hey, guys. What's up? Kris Krohn here. And today, we're talking about customer
service. And right now, every company that has clients is going to have customer
service issues. And there's one that I've learned in the last 15 years is bigger
than the rest. And as our team is expanding and growing I'm finding that
we've got some of the stuff creeping in. So today, I am cutting the head off of
the snake. We're going to get to the bottom of this.
We're going to fix this right now.
What's up guys? How we doing? Thanks to let me interrupt. You guys I'll have a good
weekend? -Yes! -Good. Hey, so what I wanted to do today is I want to have a little
conversation with our team here --customer service. By the way, who here thinks
customer service is important? But who's in charge of customer service? You think
Denise is in charge of customer service? We're all in charge... Wait. What do you
mean we're all in charge of it? -Because we all have a role in the business. -We
all have a role in customer service. And we're all to... By the way, how many of you
deal with clients? So, by the way, every single one of us is customer service.
What does customer service actually mean though? -Support. -Means support. -Respect.
-Respect. -Building a brand. -Building a brand. -Positively interacting with people
who need something from us. -All right. -Connecting. -Connecting. -Interacting.
-Interacting. And by the way, there's different philosophies on what you want
your service to look like, right? I mean they're famous like companies like
Zappos out there and others that are known for like what they do in the
customer service world in industry. And the question is "What is our philosophy
and what's our approach?" And this is a big conversation. But what I wanted to do
today is I actually wanted to talk about number 1 problem I've seen and
observed in the last 15 years when it comes to customers. Because by the way, do
customers always do everything they're supposed to? When they have a problem,
it's usually 1 of 2 things. Either they have a personal problem or they
have a problem with the company. Does it make sense? And so, by the way, that's
kind of growing pains. That's going to happen no matter what. So, the question is
"What do we think about that? What do we want to do with it?" If you have a
customer that has a problem, how should we address it? What's the best way?
-As quickly as possible. -As quickly as possible. So, speed. What else? -Calmly and kindly. -Calm and kindly.
You've got to be good listener. -And reiterate. Get clarity. -So, you got to
fully understand what's concerning for them.
-Customer service, it's not about the solution. It's how solution arrives. A lot
of times people's experience with a product service. You name it. Isn't
mechanically about what has or has not... -By the way, there's validity to everything that
you're sharing here. The number one problem that I have found in customer
service has nothing to do with customers or even customers with problems. Do you
know where the problem really emanates first? --Our perception as a team. What do
we actually believe the problem is? How many of you have ever dealt with a
difficult client and then it kind of became the talk of the team and it kind
of became part of the gossip train? How many of you have ever had this happen
before? Like... Guys, it's natural, right? I mean, if if you're working with someone
and they're terribly irritated and it's like... And you think that they're being
totally unreal about something, then before you know it, it's like "You won't
believe the phone call I just had." And then it gets on the gossip train. And
then it becomes kind of a thing. And one of the things... Most of you don't know
this. I think there's only one person in the room that actually knows this. But
years ago, we actually had a person that had been a long-standing member of the
team that isn't here with us anymore. And there's one predominant reason
why that one individuals not here. They were incredibly competent. They were
actually gifted they're really good at what they did. But the one thing that
they let out with is they led the gossip train. And it could not be stopped. So, if
something bad happened, everyone was going to know about it. By the way, when we
talk about dealing with a difficult customer, what happens to energy? Up or
down? -Down. -Does your energy go up or down? But then... But that's not the bad part. The bad
part is what happens when you actually have to talk to that person again? You
don't want it. You're already in a bad mood. What else happens?
-You've made assumptions about them that aren't true. -You've
assumptions about them that aren't necessarily true.
You create an expectation. You were hard then you're going to be hard today and
you're going to be hard tomorrow. So, you're going to be difficult. You know, the
reality is that when... You know, people are going to have differ
recollections of their perception. Problems will rise and they need to get
resolved. But my personal experience is that if a team comes together and
unifies in how we want to feel about clients that are struggling or having a
difficulty, we can create an altogether different experience. How could we change
it? What would we have to change internally if we wanted to change the
the gossip train? The negativity? And have a kind of pass around and becoming the
next thing that gets talked about? Bringing everyone's energy down and
then... By the way, when you do have to talk to that client again, are you more
excited or less excited? -Normally less excited.
-You should keep your mindset very positive because your job is to fulfill
and to make a good experience for them. -Yeah. And by the way, sometimes genuinely
we have clients that we don't want to have his clients. Sometimes, we just want
to give their money back and say, "We are not a fit. I don't know how you made it
through the... Through the crowd gates." You know what I
mean? Let's unwind this thing, right? You made it through the gauntlet you
weren't supposed to. But once we have someone we have their responsibility,
this is what I don't want to ask you is I've noticed that we've got an
amazing team. Often incredibly positive about our clients. We have a lot of
clients. My question is what can we do as a team regarding gossip so that we get
more and more energized about clients or create awareness for people have issues?
And we basically turn it into like a positive thing instead of a like
the negative thing? How do we do that? So,
So, first and foremost, if there is a reoccurring pattern... By the way, if there
is a reoccurring pattern and multiple people are having the same problem, whose
problem is this? Is this a personality problem with the client or is this a
company problem? -Company. -How come it's a company problem?
-It's reoccurring. -It's reoccurring. So, you have to
correct reoccurring problems. I agree. what else?
-Improve product instead of... It's not enough to just correct it. You have to
improve it and make it actually work. So, you even take a weakness and turn it
into a... -Strength. -Okay. So, you get ahead of the curve. So, weakness is the strength.
Love that. What else? So, in my experience, what I try to do with it is I want to
turn it around. -Okay. Maybe something wasn't captured,
maybe something was miscommunicated. Maybe they misunderstood.
There's got to be something there. And so my job is to try to analyze it and make
it something positive and turn around. -And I think part of that... So, I do think
attitude is part of it. How do we want to feel as a team about working with
someone that has a problem? And let me break it up into 2 scenarios. If
we're dealing with someone who has a problem that we created, how should we
feel about it? We want to take ownership and say... What can we do to what? No,
because all they're doing is they're actually the voice. They're our teacher
in that moment. They're saying, "You guys need to align your expectations with
your reality. And right now, there's the disparagement. So, I totally
agree. If someone has a problem and it's reoccurring, I'm stopping and I'm saying,
"How did I create this?" And I'm not going to throw them under the bus. If I felt
like someone needed to be thrown under the bus,
who would I throw in the bus? -You. -I would just look internally and be like, "How do
we correct this? Because I'm not going to blame them for having this issue." So,
that's cool. What do you do though when you're dealing with a difficult client
that has a... What we might call it? A personality disorder... Or conflict? Or like..
We just don't see eye to eye, right? Accuracy has been communicated and they
become angry or belligerent. Like what do you do when you have a difficult client?
What do we want our team's philosophy then?
-I think that's the complexity of the client. And I I personally have to
get feedback about how to deal. So, I often go and talk to a team member and
say, "I just met this..." Or I might introduce them prior to actually getting feedback
from them. They're aware the person is. Then I don't know... "What do you think?"
-And I think that you can lead a productive conversation or an
unproductive conversation. Like, you can actually be talking for the sake of
actually digging up drama or you can have... Or the intention of the
conversation can be to find a solution or resolve the drama. And
I think that's where the important. Guys, we can't keep quiet. If
someone has an issue, we it needs to be talked about. The question is "How do you
do it productively?" -Yeah. I think you if you collaborate with each other,
there's no problem there. It's when you communicate with a team member about
a client and it's negative and drags you down, that's how you know you've crossed the line. For example,
Let's dig up a solution versus let's just talk about
this." -Yes. -Collaborate with each other, "Hey I have had this issue. And I know it's
nothing to do with the company. But this person approached me this way. How do I
go about approaching them that would be a positive way?" -So, it's always a solution
oriented mindset. And it's always saying we're gonna talk about the hard thing so
the difficult things. We're doing it in an energy that says, "How do we address
this? How do we improve this? How do we make it better?" -Yeah. -Totally. What were
you saying, Denise? -I was going to say that if I'm not able to resolve the problem with
everything I know, sometimes I give them the opportunity to tell me how can I
actually help you? What do you feel that would satisfy the solution? You need me
to contact someone above me? And if that's the case and I'm more than happy
to do that?" Sometimes I don't know what they need. So, I have to ask. "What do
you need to feel like this is resolved?" And by doing so, I give them the
opportunity to to know that we're working as a team. I'm not working
against you. And working here for you. -So, I love that. I'm running down
collaborate which means if you feel like you can't solve it on your own, then
get some additional help from the team. Someone brought something up earlier
that Derek said that I really liked which is speed.
By the way, if someone has a misperception or if there was a
miscommunication or a missed expectation, that how important to speed? Or what if
you get on the phone to resolve it and you can tell it's still not resolved? Is
it resolved? -No. -No. But we could just wait for it to boil over again, right? -No. -So,
you know, for me, you go for... You collaborate. You go for speed and then I
think the third one that's really key is you work towards a solution until you
feel or hear from them specifically. You could even ask, "Does this resolve your
concern?" And our personal philosophy here is guys white glove. Which is how do we
go above and beyond? How do we excel in doing that? How do we not just
correct and meet the expectation? How do we actually show that we're a team that
really loves and cares and goes beyond? And that's what I love about the people
around this table. That's what I actually love very much about who you are because
everyone here is a good soul. Pure soul that wants to do right by people. And I...
And so, I think that's really important. Where I think that we as a team should
focus on proving. The reality is guys I think we do an incredible job
representing our clients. I feel like we do an incredible job internally in how
we talk about them as well. How many of you also know that once in a while, we
have a couple of special cases. And then it gets a little bit on the train a
little bit, right? And when that happens, you know, my only invitation is to say,
"Hey, if we talk about it negatively..." By the way, I'm guilty of this. I've done
this before. I've noticed that when I do poke fun at it or make it light-hearted
or share it. "I can't believe how incredulous this was." But it never
improves my energy. It never gives life energy for us. It never makes me feel
better. And it never gets me more excited to deal with the client. Actually the
opposite, it makes it more horrendous. It makes it more difficult and it makes it
more challenging. And so, years ago, we made a tougher goal. We hadn't made a
very tough difficult decision. And you know, we lost a member of our team
because it was just... It was just happening too much. I feel fortunate for
the team we have today. I think today's conversation is really just a
super-important reminder that we just say, Hey, let's help each other." That if we
ever have a difficult client, difficult circumstance, we always first say, "How do
we take responsibility? Is this a patterns? Is this something we created? And if
not, collaborate." Like what is the best solution? How do we help
this person? And how do we get to the time point where we have verified that
we have in fact created a real solution and nothing short of that? And I think
that's something that we'll solve. I think one of the biggest issues in all
customer service which is just our philosophy in how we feel as a team
about difficult situations circumstances are people. That make sense?
Awesome. So, what's one action item we can walk away with here as a group?
What's one commitment we can walk away with as a group to just step it up on
this side of the game? What do you think? -I think we should connect.
Recently, where something was unclear, does that conversation of giving them
time. I think that's understood and validated. -Then that's... Like you said, if we
collaborate and like Danny said. If we offer them further solutions and
clarify what you said. As you know, "Is there anything else that I could do to help?"
I think that would be great. -Yeah. And I think the key there is you said it. You
spoke with them. Email we'll correct it. I sometimes use text to correct
things. It's hardly effective. But the only way
to really verify us to really get to a real connection with someone. To care
enough about saying, "Hey, I'm giving you time because you need that time. Let's
work through this together. Let's figure it out in this level of the game." I think
that's a great... How many of you think we can all agree to doing that? Help each
other out with that? And by the way, if you've got a difficult one,
then ask for help. That's what we're all here to figure out how to do together. So,
thank you guys so much for being here for the training. Appreciate it. And we're
going to rock this out to the next level. Thanks guys.
Awesome!
Hey, thanks so much for watching today's video.
I hope that it shed light and brought the solution home for you. I mean, the
cancer starts from within not from without. And it's not about your clients.
It's about how you react to your clients and what you think about them. So, correct
to thinking about them and then guess what? Doesn't matter how many problems
you get. Your team will be literally ready to handle that like pros.
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