When your customers want action, you’re on the case, focused on getting results.  It should be so simple and basic, but sometimes, in the crush of too much, too fast, the basics get overlooked.  Not to malign any industry, but we’ve all spent too long on hold, or dealt with a rep who parrots a response without hearing our plea.  One company lost me for good last week, a  reality-check reminder of What Not To Do.

What does a customer hope for? Okay, a full-scale Congressional investigation, triple refund and lifetime discount may not be the best answers! But there are others…

A calm oasis: some customers themselves are so agitated, they’re loud, confusing, annoying. Instead of escalating to match their tone, take it down a notch. Let their waves of frustration wash out, and respond in the calmest, “I’m-a-supervisor-and-I’ll-fix-it” tone.  Oh, and please turn off the speaker phone, where the volume feels aggressive and less than personal.

Yes, the personal. The friendlier you are,  the easier it is to find out just what’s wrong, and make a connection. Simple way to do both: use the person’s name. In a respectful but friendly tone, remind that customer that you not only know his demand, you recognize his value.

The solution to his or her demand may be elaborate or easy, but instead of waiting for the customer to tell YOU…propose your own course of action. “I’d recommend we do this to resolve it,” you say. Once you state exactly what you believe will make that person happy, you’ve become the problem solver who saves the day.

If they hesitate, bring their input into the process.  “What would YOU suggest to take care of this?” puts them in the position of agreeing with your proposal, or telling you why they won’t. The dialogue gives you an added chance to personalize the solution—and keep them as a future customer who recalls the individualized attention of someone who believes in basic good business.

For more information on Dealing with Difficult Customers and Action Hero Problem Solving, contact Market Viewpoint.

If you’ve ever shopped at one of those bath and beauty stores, you’ve experienced the “add on” push at the cash register. Just buying one item? The sales clerk will suggest something else in the same scent.  Getting a collection of products for gifts? “But you need something for YOU,” comes the gently insistent tone.  Because those added, impulse “extras” tally lots more profit.

You can find an even better illustration at any big-name coffee shop.  Sure, lots of customers are ordering their standard caffeine-to-go, in sizes to fit the adrenaline lag. But many more are getting a sandwich, or pastry. The oversized to-go cups are popular too, not to mention the small plush teddy bears, greeting cards and even sets of colorful mugs. On a recent snowy morning, I sat in a suburban Starbucks and in half an hour, saw at least 12 customers who didn’t buy a coffee, tea or cocoa. To the musical accompaniment of quiet jazz, they purchased the “extras,” from CDs to gift cards, spending significantly more than they would have on a venti caramel macchiato.

By contrast, a local “independent” coffee shop a block away sat nearly empty, despite much lower prices.  Customers could buy only coffee or tea.  The floor bore traces of slush, and the silence—not even a radio— told me why the place wasn’t filled.

What struck me was the realization that the “big-time” coffee giant, not the struggling little guy, was the one offering an ever-expanding inventory of items. You’d think an internationally successful brand already profited nicely just from those coffee drinks. But rather than rely on the basics, they “added on,” displaying more and different products to keep customers interested.  You’d think the “little” coffee place would try to do the same, just as bookstores have added coffee bars.  But it just seems to shrug, “we sell coffee, take it or leave it.”

Do you go beyond the basics and offer customers an “add on”? Think about what “impulse” might appeal to them.  The lure of “something special” can be irresistible, and brings them back to see what else might be in store.

As managers who are responsible for customer service, we’ve all got those To-Do lists.  There’s always at least one in our Blackberry.   And another in our heads, in constant revision mode.  Maybe a few more, from long range fitness to Friday’s grocery run.  And of course, the list of ways to increase our business, from attracting new customers to pumping up that cash flow.  We dutifully cross out each completed item, or try to.  Then we add more to-do’s to the ongoing to-do list. That turns it into more of a never-ending story than a list of tasks done. Because there will always be more to do! And honestly, we know too well, that to-do list is never going to be done.

Instead of always running the To-Do marathon, why not change the scenery? Make a wish list for yourself.  We associate those with kids writing to Santa, and starry-eyed brides-to-be, or even our own birthdays. Usually a wish list is defensive: we compile a list of gifts we’d enjoy getting to make sure we don’t end up with  drugstore perfume in a bottle shaped like Hannah Montana, or eleven crock pots.

But those wish lists are for others.  A wish list for ourselves should come from the heart, not the accessories department.  Instead of “I wish I had a new pair of Ugg boots,” try “I wish I could polish my public speaking skills.” Rather than wishing for a new tennis racket to improve your serve, you may wish you could emulate a colleague’s organizing ability. Then look for a way to make that wish come true, whether it’s making practice presentations, or asking a co-worker’s help.  When you get your wish, you’ll feel  energized, confident—and capable of tackling any To-Do list on the planet.   Keep adding new wishes to your private list. You’ll find that “wishing” can boost “doing” every time.

Freedom—it’s a truth we all take way too much for granted.  Freedom to___ : Fill in your own blank. It’s what we all want, at some level.   Freedom to book a vacation anywhere, never mind the cost.  Or just to take a midweek day off, no questions, no guilt. Freedom from a specific corporate mindset has been the goal of everyone who ever started a business. Your cubicle-bound friends sigh in frustration / admiration, wishing they could be free to do whatever THEY want, too, using their own splendid ideas instead of answering to the Boss of the Year, Evil Variety.  YOU have the freedom to be your own boss and answer to no one.

As they say in New Jersey, yeah right.  Freedom in business means you’re at the epicenter, but you’re often answering to a hundred bosses, better known as customers. The freedom to pursue your own instincts has to balance with that demon bottom line. You already know that if you really want that day off smack in the middle of a workweek, you’ll do more work in advance, and endlessly check emails or messages while you’re ‘off.’ That freedom comes with a price tag.  If you crave some extra freedom, in the form of family time, or taking a class, how much responsibility are you willing to bear in exchange?

Reba McEntire, the entertainer, once told an interviewer that although she loved skiing and riding horses—she’d been a rodeo champ as a teen—she no longer indulged in either hobby. “I’m responsible for too many people trying to make a living,” Reba said. “If I get injured, it’s not fair to all of them.”  Instead she’s chosen a new freedom from routine: designing business casual clothing for women. Her outfits are aimed squarely at those who buy her CDs or watched her TV series. She’s responsible—there’s that word again!—for choosing the colors and fabrics, calling it more fun than she imagined.

Seeking some freedom from your routine? Sometimes the price tag comes with the bonus of new creativity. Worth its weight in responsibility.

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You may have heard of that old ballad by the former teen idol Ricky Nelson. The tune, called “Garden Party,” told of a concert at Madison Square Garden, where Nelson was jeered by displeased fans who preferred his old songs, not the new numbers he performed. “You can’t please everyone, so  you gotta please yourself,” Nelson sang.  Easy for him to say: he got a solid gold hit record out of a mocking swipe at his former fans.

In business, as in life, you really can’t please everyone.   If one customer likes a chatty, friendly approach, another wonders why you can’t  just “cut to the chase.”  Another may need nonstop maintenance while his opposite is practically hands-off.  And there YOU are, like a den mother taking a troop of Cub scouts to the zoo.

So who are YOU trying to please, and can you serve all of them well? Naturally the answer isn’t easy.  If it was, we‘d all have Donald Trump’s bank account (please, keep his hair!).

It’s like when the oxygen mask drops on the plane. You put it on first, and then help your child or seatmate.  As long as you can breathe, you can function, and juggle. If you aren’t pleasing yourself first, you can’t possibly cope with anyone else’s wants and needs. You’ll be too unhappy to see that one business associate needs nurturing, another needs a good joke and a third needs a crisp, just-the-facts rundown.

The cliché tells us the customer is always right. Our daily reality tells us that, sometimes, that is true. But without you staging the show, there is no customer.  And if you’re unhappy while trying to appease too many others, customers will pick up the signals and head for the exits.  Borrow Ricky Nelson’s songbook and make your theme “Me First, Then How May I Help You?”

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