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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

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

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Don’t Buck the Broncos’ Approach to Fan Relations

Posted on January 24, 2013 in Business Advice, Sports Please leave a comment

Leadership needs to be involved in customer relations, especially when things go bad. We often say that even the best strategies and initiatives put in place to create a customer service culture can fail if management doesn’t practice what they preach.

In the article Broncos owner Pat Bowlen e-mails ticket holders after ‘gut-wrenching’ loss, the writer addresses a communication sent to season ticket holders where the Denver Broncos owner appears to do two things very well. First, he empathizes with the customer, noting “I feel terrible for our players, coaches and staff…but most importantly, my heart aches for you.” He then tries to get the fans (and probably himself) focused on the future by stating “As we move forward, I am extremely optimistic with the future of our team.”

This is a positive example of how a leader could (and should) insert himself into a major customer relations issue. He proactively and directly communicates, empathizes, and redirects the focus to the future.

Now I’m not suggesting that leadership needs to constantly be involved in the role of “customer relations representative,” because – frankly – many business leaders are ill-equipped to know how to defuse a 1-on-1 situation, how to effectively communicate, how to empathize with their customer, and how to be responsive to needs.

But when issues arise, don’t buck the Broncos’ approach to fan relations. Appropriately involve leaders in communicating the empathy and the future vision.

Interested in improving your organization’s customer service? See more at http://www.cssamerica.com/


Sample “Direction of the Team” Letter

Posted on August 23, 2012 in Business Advice, Sports Please leave a comment

There are many reasons why fans stay and why they go – it’s not just about wins or the high profile player. It’s not just about the weather or the visiting team. For many fans, whether they remain fans or whether season ticket holders renew is based on the Direction of the Team. Particularly when there’s a change in ownership, worsening performance on the field or in the arena, or some significant change in personnel, many fans want to see some reason for hope. They want to know the Direction of the Team.

Last week, Houston Astros General Manager – Jeff Luhnow – wrote this “Direction of the Team” letter to season ticket holders (STHs). Check it out…

In short, he’s empathetic about the poor season, talks about lofty future goals, and tries to connect those dots with personnel moves being made. But one interesting thing he addresses is corporate culture. Although a large part of the reason for the letter is to convey hope and retain the STHs, one of the main ways to get the Direction he wants for the organization is to get everyone to experience winning, experience success. Even if this culture-building activity is starting in the minor leagues, Luhnow realizes that a change in mindset is required to truly change performance, and he realizes that changing a culture is a longer-term process.

So what’s the Direction of Your Team, or Your Business, or Your Organization? Clearly articulate it. Identify your “today,” and identify the desired tomorrow.

Define those activities that connect the dots between today and tomorrow, and make sure you intentionally change the culture at the same time.

Interested in improving your organization’s performance? Check out our Sports Industry Services! http://cssamerica.com/csssport.htm


In Customer Service, Don’t Mess with the King

Posted on July 11, 2012 in Business Advice, World of Customer Service Please leave a comment

Now that title could mean anything. By “King,” do we mean Elvis? How about LeBron James? Er…no.

Do we mean an actual King?! Close…he’s a Sir, not a King.

In the article King calls for bank culture change, Bank of England governor Sir Mervyn King stated that Britain’s banks “need a real change in culture.” He made that statement because of “excessive levels of compensation, shoddy treatment of customers and a deceitful manipulation of one of the most important rates.”

Well, these might be byproducts of the banking culture in Britain, but the question to ask whenever anyone suggests a need for a culture change is “What is the root cause of the problem?” Once you get to the root cause, you can start to determine what aspects of the culture need to be addressed.

Whether it’s a British bank or a City government, whether it’s a community hospital or a small plastics manufacturer, there are several areas to investigate for root causes when wanting to change a culture:

  • What are the organization’s mission/vision/goals? These help to determine the culture.
  • What behaviors does leadership model to staff? This impacts employee behavior.
  • How is the organization structured? This impacts decision-making and workflow.
  • How well do processes align to organizational goals? This creates the reality of whether the company can move toward its goals.
  • What incentives and points of accountability exist? This also drives employee behavior.
  • How (and who) does the organization hire, retain, fire? This creates the human fabric of the culture.
  • How does the company communicate internally and externally? This reinforces (or contradicts and confuses) what the organization is all about.

The next time you have an issue with a company’s culture, run through this checklist to begin identifying the true root causes of the problems.

Interested in changing your company’s culture? Check out: http://cssamerica.com/cssfast.htm


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