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Confirm the Real Issue Before You Start Solving - 3/10/26


Have you ever gone “down the rabbit hole?”  It involves going deep into some topic, some discussion – with analysis that creates complexity as much as it resolves it.  And that dive into the rabbit hole often starts with a simple question. Going down that rabbit hole takes time and Read more

One Question to Prevent a Follow-up Call - 3/3/26


The way some performance metrics work, you would think companies would prefer for their staff to talk to the same customer 4 times on the same topic for 8 minutes each rather than talking to them once for 10 minutes.  Many management metrics are too focused on average length Read more

Stay Calm When the Customer Isn’t - 2/24/26


There are all sorts of others’ emotions that you have to deal with as a customer service professional.  The other person could be anxious or upset, they could be angry or agitated.  It can run the gamut of emotions, but for you to deal with them in the best Read more

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

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A Letter of Apology – 11/25/14 TOW

Posted on November 25, 2014 in Customer Service Tip of the Week Please leave a comment


If you were searching your Inbox for the Customer Service Tip of the Week at the normal time last week, I’m sorry that it wasn’t there to be found. Our e-mail provider had a major service issue, and the e-mail was delayed. Constant Contact has been an excellent e-mail/survey partner for CSS, so I wasn’t thrilled, but I’ll cut them a little slack because of past – and positive – history.

Lessons can be learned from last week by reviewing the e-mail/letter/blog post sent from the CEO. Click here to review the letter.

The CEO started by empathizing with the client and apologizing. She explained the issue that caused the problem without appearing to make many excuses. She reassured the clients that the system was now working fine, apologized again, noted how she values the client’s time, and offered support if the client needed help.

In this day and age of “LOL” and “IMO”, this letter of apology was “OMG” – pretty good! Professional letter writing is definitely a lost art. Read the letter, and e-mail me at edward.gagnon@cssamerica.com with your thoughts. What would you have done differently? What did you like best?

Sometimes we can learn best from the failures of others, so we don’t replicate those failures ourselves. And even in the missteps of others, we can learn the positives of what they did right to respond.

Learn a little lesson from a letter of apology.

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Practice Active Root Core Thinking…Huh? – 11/18/14 TOW

Posted on November 18, 2014 in Customer Service Tip of the Week Please leave a comment


We need to be “Active Listeners.” We need to be “Critical Thinkers.” We need to find the “Root Cause” and determine the “Core Need.”

You hear similar statements all the time, and, yes, these are all important things, but what do they really mean? Here are some examples:

You’re a fan relations representative for a pro sports club, and the season ticket holder asks if they can relocate from their seats to a certain section with no availability. Instead of simply saying “No,” ask “Is there something in particular you like about that section?” You might uncover a reason for their move that could be addressed elsewhere.

You work for a local municipality, and the developer says they need a permit. Instead of assuming what permit they need, you could say “I’d be happy to help you with that! Tell me a little about the project so I can best help you get started.”

You work for a hospital, and the patient says they “need a smoke.” Of course, it’s a smoke-free campus, so you say “Unfortunately, we can’t do that since it’s a smoke-free campus, but help me understand what you’re feeling that’s making you want to smoke, and maybe I can find a way to help you.”

If you are someone interested in being an “Active Listener” or a “Critical Thinker,” someone interested in “Root Causes” or “Core Needs,” that’s a good desire to have – especially in customer service. But don’t get too hung up on the fancy terms. Look at the three examples just provided to truly understand what’s being suggested by those terms:

  • Be inquisitive; ask questions – they show you’re engaged and care.
  • Understand their goal, so you can better understand potential solutions.
  • Don’t make assumptions – you might waste your time and that of the customer by going down the wrong path based on misinformation.
  • Be patient – don’t hear the symptom and think you know the root cause.
  • Restate your understanding of the person’s needs; ensure you know so specifically what they want that you can address it right the first time.

 
Practice Active Root Core Thinking…or just plain old good communication skills.

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Be Clear on What You Value – 11/11/14 TOW

Posted on November 11, 2014 in Customer Service Tip of the Week Please leave a comment


Today is Veteran’s Day in the United States of America. Many veterans, those currently serving in the military, and those who have friends/relatives who have served seem to have a strong attachment to their particular branch of the service. The values espoused by the branches often relate to courage, honor, loyalty, respect, and integrity. Those associated with the military latch onto those words and try to embody them in all they do.

To a business, those words are akin to the Core Values of an organization. They represent what the organization wants its culture, its people, its image to be about; Core Values are the desired characteristics of the employee and the company. Those qualities – when defined – help in so many ways.

Unfortunately, we have some clients that have not yet created Core Values. They have an organizational Mission – so they know what they’re there to do. They often have a Vision – so they know the long-term direction they want to go. But they haven’t defined the fabric of the people they desire to live that Mission daily and move toward that Vision. They can’t look for specific personal qualities of a prospective new hire because those qualities haven’t been defined. They have difficulty rewarding specific attitudes and actions, because the attitudes and actions aren’t fully determined.

Now you may say that – if the company has a Mission and a Vision – they can reward behaviors that align to those; they can hire people to do the job needed to live the Mission.

True, but we’re talking something deeper than a job description. Surely you’ve experienced two people with similar job experience but could tell one would be a better fit organizationally than the other. I’m certain you’ve seen employees with technical skills but without the attitudes or actions that are a symbol of what your company truly values.

On this Veteran’s Day, it’s important to appreciate those that give us the freedoms we have and often take for granted. Let’s learn a lesson from them at the same time. Take time to identify what the organization truly values in its people. Then seek, hire, reward, and retain those that are an example of what makes your company great.

Be Clear on What You Value.

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