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Don’t Begin with the Dead End in Mind - 2/17/26


Habit #2 of Stephen Covey’s “Seven Habits of Highly Successful People” is “Begin with the End in Mind.”  It speaks to the need to have a clear vision or goal for what you’re trying to ultimately achieve, so you understand the purpose of what you’re doing.  It helps you Read more

Explain without Over Explaining - 2/10/26


The customer has a question, and we have an answer.  They need to learn something, and we’re in the position to be the educator.  There’s a process they have to go through, and we need them to understand. We know so much, and we could impart so much, but sometimes Read more

Look for a Stop Sign - 2/3/26


As a customer service professional, what you say matters.  The information you’re providing is useful.  The direction you’re giving the other person is helpful.  But... As you’re speaking, you also need to be reading.  Reading the other person.  Watching the customer, determining whether and how they’re receiving what you’re sharing.  Read more

When They Want the Supervisor - 1/27/26


Maybe you did your best with the customer, or maybe the customer didn’t even give you a chance.  They want to talk to your supervisor.  They see you, notice your title does not have “supervisor” or “manager” or “director” or “President and CEO” in it, so they want to Read more

Identify Your Point of Empathy - 1/20/26


I was watching a webinar recently on empathy.  The speaker mentioned that empathy - to a large extent - is something that you are born with.  It’s something that’s very difficult to learn.  And while I agree that some people are predisposed to being empathetic and understanding of others Read more

Pressure is a Privilege, but... - 1/13/26


When athletes are asked about the pressure of a playoff match or a late-game situation, many times they will say that “pressure is a privilege.”  In other words, usually pressure exists because you’re in a match that matters most.  It exists because you are a player put in a Read more

While I’ve Got You on the Phone… - 1/6/26


I’m a big planner.  Whether it’s strategic planning or planning out the year or planning my week first thing on a Monday morning, I like to plan.  I do this because it gets all of my action items documented and ensures that I have some understanding of what I Read more

Pass the Quick Impression Test - 12/30/25


Some studies have shown that people create an impression of you in less than a second when they first meet you face-to-face.  Other studies have shown that that initial impression can take up to 7 seconds.  Regardless, first impressions are quick.  First impressions are not always the lasting impression, Read more

2025 Holiday Poem - 12/23/25


We hear the word change And that change can be good, But we like things to stay same, And sometimes they should.   The weather can be wet And then dry as a bone. We know things will change, Even if all left alone.   Our customers change. Our co-workers do, too. It seems like our resources Are often too few.   The technology Read more

Make the Long Wait Feel Shorter - 12/16/25


When Greg entered the Tax Office, he was thinking only about two things: (1) How he was going to get the tax value on his home reduced, and (2) Whether the wait would be 1 hour or 2.  He checked in with the navigator who asked a few questions, Read more

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When They Want the Supervisor – 1/27/26

Posted on January 27, 2026 in Customer Service Tip of the Week Please leave a comment

Maybe you did your best with the customer, or maybe the customer didn’t even give you a chance.  They want to talk to your supervisor.  They see you, notice your title does not have “supervisor” or “manager” or “director” or “President and CEO” in it, so they want to go up the ladder.

Different organizations have different protocols for handling these situations, and they often involve wanting you to handle this on your own – to do whatever you can to avoid the escalation.

But sometimes, despite your best efforts (or the customer just being obstinate), you have no choice.  Now let me throw in a wrinkle.  Your supervisor’s not available at that moment.  What do you do?

No Supervisor?  No Problem

First, explain the issue with the supervisor availability, offer some empathy with your not being able to give them the exact person they want to talk to at that moment.  But let them know you want to do the best you can to help them.

Second, if you haven’t done so already, clarify the rationale for the request.  What is their issue?  What is their goal?

Third, confirm your understanding of what they’ve shared.

Finally, share an alternative…or two!  Offer another party that they could speak with; offer to have the supervisor contact them back at a time when the customer is likely to be available.

Why Use this Process

This process helps you defuse the situation, which could get even worse once they realize the supervisor is not available.  You get the details you need to pass on to whomever is going to address this next.  You provide some empathy and understanding so that they know they’re being heard and that the information they’re giving you won’t have to be repeated to the person they talk to next. 

Then, by coming up with an alternative or two to consider, you’re actually putting the choice in their hands.  You’re giving them some control.  Yes, that can be risky, but you’re giving them control over a decision where you have provided options that you know are doable.

When they want the unavailable supervisor: Defuse, get details, empathize, and give them some control.

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Identify Your Point of Empathy – 1/20/26

Posted on January 20, 2026 in Customer Service Tip of the Week Please leave a comment

I was watching a webinar recently on empathy.  The speaker mentioned that empathy – to a large extent – is something that you are born with.  It’s something that’s very difficult to learn.  And while I agree that some people are predisposed to being empathetic and understanding of others (having that innate level of concern for others’ situations and their feelings), I have also witnessed people who became more empathetic over time.  They learned what it means.  They learned the importance of it.  They intentionally strived to build their habits and skill sets to be more empathetic.

Some of us find it difficult to be empathetic because we – understandably – feel like we don’t know exactly what that other person is going through; we’ve never truly been in their shoes.  But to be empathetic, you don’t have to have had the same life experiences of the other; with empathy, we’re simply trying to create a cognitive understanding, and utilize that knowledge to serve the other person better, to treat them better.

Creating Empathy for a Situation You’ve Not Experienced

For example, the customer may be upset that they received an unexpected fee on their bank statement, and they’re complaining to you.  Maybe you’ve never gotten an unexpected bank fee, but you’ve been charged more than you expected for the hamburger or the clothing or the service on your car.

Your season ticket holder may be upset because the seats that they’ve been in for years are moving next season due to some reorganization of the grandstands.  You’ve never had this exact situation happen to you, but your monthly 8:00 a.m. physical therapy appointment was just moved to an afternoon slot because your therapist is going part-time, and her hours are changing.

The local home builder walks into your offices because she’s upset that her plans didn’t pass, and that’s going to add at least 2-4 weeks to her project.  You’ve never been in that exact situation, but you applied to take night classes, and the application wasn’t approved due to some missing paperwork, so it’s going to take longer than expected to begin.

If you’re not the most empathetic person in the world, that’s OK.  Many of us were not born with that natural inclination.  But we can learn to empathize, and it doesn’t require that we’ve actually been in the exact situation that our customers are experiencing today.

Find Something Similar, Not Something Exactly the Same

Ask some questions to truly understand their situation, think of something similar you’ve been involved with, and use that understanding to build up your own empathy for what they’re going through.  You don’t have to tell them your similar story, but use that story to at least create some internal empathy for the other person.

Identify Your Point of Empathy.

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Pressure is a Privilege, but… – 1/13/26

Posted on January 13, 2026 in Customer Service Tip of the Week Please leave a comment

When athletes are asked about the pressure of a playoff match or a late-game situation, many times they will say that “pressure is a privilege.”  In other words, usually pressure exists because you’re in a match that matters most.  It exists because you are a player put in a situation within a given game where how you perform can determine the outcome.

So, yes, in ways, pressure is a privilege, but…pressure is still pressure.

In the world of customer service, you – as a customer service professional – are under pressure a lot.  And oftentimes, you’re under pressure because of nothing that you did.  It was because of some product flaw that took place in a manufacturing plant six months ago.  It’s because of a bad experience that an attendee to an event had with one of your co-workers.  It’s about some misinformation that went out via e-mail or on the website, and now people are upset.  It’s a complaint about the facility that you didn’t build, with a policy that you did not enact, with a process that you did not design, or the price that you did not quote.

Why You’re in a High-Pressure Situation

You’re in this situation where pressure’s involved, but as I said earlier, it’s a privilege to be there.  It’s a privilege because you find yourself in this position for a reason…

Somebody thought you had potential, so they entrusted you with your responsibilities.  Somebody thought this was an opportunity for you to grow, and they wanted to offer you the chance to improve.  You exhibited empathy and understanding, and someone believed your qualities enable you to deal with challenges.

You’re experienced, and you know how to handle difficult situations.  You excel at communicating or at defusing negative emotions.  You make the company look good by how you care for their clients.

You find yourself in pressure situations for a reason.  Somebody thought you have potential, or you have great qualities, or you’re highly skilled…or all of the above.

View pressure as a privilege.

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