| "Society is always taken by surprise at any new | | | | it brings customers back. A credible person is worthy |
| example of common sense."This Ralph Waldo | | | | of confidence and a company that proves itself |
| Emerson quote opens one of the most impressive | | | | credible gains the respect of their customers, and |
| works on customer service: Michael LeBoeuf's book | | | | often of their competitors. Teach people to be |
| How To Win Customers and Keep Them For Life. I | | | | credible and you are teaching them |
| am a fan of the book, and of the man, who has | | | | respect.AttractivenessAnything the customer sees, |
| become a good friend and mentor. What makes such | | | | feels, touches, hears, or smells concerning your |
| a difference in Michael's writing is that, while written | | | | business is shaping their opinion of your service for |
| over ten years ago, it remains consistent and | | | | better or worse. Appearances may be deceiving, but |
| relevant to us today.Teaching customer service | | | | customers draw a lot of conclusions about the |
| should be easy. After all, it is common sense to treat | | | | service quality on the basis of what they see. Look |
| customers as we would want to be treated. | | | | at the business through your customer's eyes, and |
| Developing or delivering a program that helps people | | | | make the effort to put forth a first-class image. |
| understand that proves more difficult. That's because | | | | Being attractive means to be pleasing to the eye as |
| at the core of every customer service training | | | | well as to the mind. It means having the power to |
| initiative must be a clear understanding of the | | | | attract. When you teach people to dress smart and |
| motives and purpose that drives us, accompanied by | | | | maintain a pleasant work environment and |
| a clear strategy for delivering exceptional service that | | | | appearance you are empowering them to provide |
| not only wins customers but also helps you keep | | | | great service.ResponsivenessResponsiveness has to |
| them for life. Many companies have customer service | | | | do with more than the speed at which you provide a |
| program in place (or at least address the need for | | | | service. Being responsive means being accessible, |
| one). But most focus on practices rather than the | | | | available, and willing to help customers whenever |
| principles that make them successful. Customer | | | | they have a problem. A responsive individual is ready |
| service training is often driven reactively by the need | | | | to respond and react to suggestions, influences, |
| to solve immediate service problems. As a result, we | | | | appeals, or efforts on behalf of the customer. Teach |
| fail to identify, promote, and train employees on the | | | | people to be responsive and you are preparing them |
| core components that drive service from the heart, | | | | to be flexible.EmpathyCustomers should be treated |
| not just the brain. No customer service program is | | | | as unique individuals, with their unique personalities, |
| complete until it addresses the integration of the | | | | wants, and reasons to buy. If you treat them as |
| following components:ReliabilityConsistent | | | | such and solve their unique problems, they will |
| performance is what customers want most. They | | | | continue to be your customer. Showing empathy |
| want service they can depend on. More specifically | | | | means putting yourself in the customer's shoes. It |
| this means that they want you to do what you say | | | | means trying objectively to grasp their point of view, |
| you are going to do... do it when you say you're | | | | and feeling what they feel. It means listening |
| going to do it... and do it right the first time. If you | | | | intensely, asking the right questions, speaking their |
| can also get it done on time, you are being reliable. A | | | | language, and tailoring your services to help them as |
| reliable individual is worthy of reliance or trust, and | | | | best you can. When you show empathy you dig |
| trust builds long-term relationships in personal and | | | | deeper into your own self and attribute part of you |
| professional life.In business, sports, or in any field of | | | | to your interactions with others. When you teach |
| endeavor, consistent, high-level performance is the | | | | people empathy you are helping them to really |
| major difference between the runners and the | | | | care.When these elements are in place you will see a |
| champions. Teach people to be reliable and you are | | | | change in the attitudes and behavior of your service |
| teaching them to be winners.CredibilityOne thing | | | | providers. Start with these principles as a strong |
| customers will readily pay for is peace of mind. We | | | | foundation for creating action-ready training programs |
| want security, integrity, and the assurance that if | | | | and you will see incredible returns on your training |
| there is a problem, it will be promptly handled at no | | | | investment. You will also win and keep the customers |
| extra cost. If we buy products, we want them to be | | | | who ultimately pay the bill.Julio Quintana is a writer |
| safe and guaranteed. If we buy services, we want | | | | and speaker based in Weston, Florida. He is the |
| them to be free from danger, risk, or doubt and | | | | author of the companion training guide to the |
| kept confidential. We don't want hidden agendas, | | | | powerhouse classic, How to Win Customers & Keep |
| hard-sell techniques, extra charges, and contracts | | | | Them for Life by Dr. Michael LeBoeuf. |
| with "fine print". Such is the nature of credibility, and | | | | |