You Got A Problem With That?

You’re talking with a prospect or existing customer about your product or service when suddenly the customer blows up and starts screaming at you, cursing, or ranting and raving about everything you or your company are doing wrong. You become numb, feeling helpless, not knowing what to say or do. You wonder what you’ve done wrong. And how to deal with a customer who loses control and blows up.

AT&T Wireless sales representative Gregg Slosson, who works with government and business clients, finds that many higher-level government managers get upset at any delays. He recalls, “One government agency’s service was already established. Apparently, one of its services was set up improperly. The problem arose because of a billing issue – with the wrong account.

“I assumed everything was OK until after five months when the agency head called our regional vice-president to get me removed from the account. I got her number and called her about the problem, and she blew up at me over the phone.”

Slosson listened, without being argumentative or defensive, letting the infuriated customer rant and rave until she calmed down enough to have a reasonable conversation. After asking questions to help him understand the problem, he explained that he wanted to solve the problem. Slosson says, “Blowing up reflects customer frustration and lack of understanding of that particular operation. Reassure your customer that you are there to help. Never say, ‘No. I can’t help you.’ Customers need to feel that they are special.”

Finally, satisfied that he understood the agency head’s frustration and the problem, Slosson told her, “Let me see what I can do.” Later that day, he called with a progress report. Within a few days, he solved the problem and satisfied a customer who had been justifiably angry.

Sometimes, a customer gets angry over something another department did. This has happened to Slosson during several of his presentations, when a customer blew up at him over a problem caused by another division at AT&T Wireless. When this occurs, he keeps his calm composure and doesn’t argue – but doesn’t agree or commiserate either. He responds, “I’m sorry you had this problem. I’d like to help you solve it. If you want to get in touch with me, here’s my card. When I get more information from you, I’ll be glad to help you.”

This strategy works because you are taking responsibility for something not your fault and offering to be a contact point.

Liz Grove is Texas regional sales manager for Metro Wall Coverings. Her company serves architects and designers who work on commercial projects such as corporate headquarters, offices, health care facilities and hotels. She divides belligerent customers into four categories: customers upset over something her company has done, customers with unrealistic expectations, customers who are normally disagreeable, and regular customers with a temporary problem.

Grove’s reps determine if their company has done something to justify the customer’s anger. If the frustration is justified, the reps empathize with the client and move forward to correct the problem. If the problem is something beyond their control, they ask what the customer would like.

Grove recalls a recent experience: “We received an order from a large hotel purchasing company and placed it with our manufacturer (a mill). Everything was on schedule until the product went into production. Then the manufacturer called us and said that some equipment had broken during the process. That would put our client six weeks behind on their project. The client was angry and blew up at our rep.

“Our rep asked the manufacturer, ‘What are you going to do for our client?” They found something comparable that they could substitute with only a one- to two-week delay. We sent a copy to the client, who accepted the offer. Our company paid for airfreight to get the product to the job site as soon as it was ready. The client appreciated our finding an acceptable solution.”

Sometimes, the customer has unrealistic expectations. One Metro Wall Coverings client placed an order, and then * after the workmen arrived at the job site and started the installation project – realized they hadn’t ordered a large enough quantity. Grove recalls, “They called us and wanted to place another order, but we didn’t have anything left. Even though it wasn’t our fault, the customer became angry and started yelling at us. Our rep understood the customer’s frustration and found a client who could wait a little longer to receive an order of that specific product. We placed the order for the frustrated client and gave them a discount to offset the cost of airfreight.

“We work with our customers, regardless of whether the problem was our fault, to be part of the solution.”

Some belligerent customers are just disagreeable people. Their anger has nothing to do with anything you or your company did. Ask yourself, “Is this someone I can do business with on a long term basis?”

If your answer is “yes,” Grove suggests setting psychological boundaries for what you will accept. “I’ve had clients call and be nasty for no reason. I’ve had to reply, ‘I want to do business with you, but I can’t when you’re talking to me this way.’ My customers and I need to maintain a level of mutual respect.

“Sometimes, my reps tell me, ‘I have an abusive person on the line.’ I tell them, ‘Don’t accept abusive language. Tell the person to call back when they are calmer.’ This strategy works. People call us back and apologize.”

In some cases, Grove and her reps decide a particular abusive customer isn’t worth doing business with – at any price. In those situations, they simply tell the angry customer their company is not interested in doing business with them.

Some angry customers may be present clients with whom it has usually been pleasant to work. They may have personal problems having nothing to do with Grove, her reps or Metro Wall Coverings. At times, customers may take out their anger on Grove or her reps.

One customer who had always been pleasant suddenly became disagreeable. Grove found out he was going through an unpleasant divorce. She and her reps empathized and tried to be understanding, but never discussed the man’s divorce with him. “Understanding the problem made it more tolerable for us,” Grove recalled. “And after the divorce was over, our customer returned to his old, pleasant self.”

Slosson and Grove offer these tips to help you deal with angry or abusive customers:

Don’t argue, become defensive, or cross your arms. Don’t give the customer a reason to blow up more or become defensive.

Look the customer in the eye, nod your head, and give your full attention.

Don’t say anything until the customer calms down.

Tell the belligerent customer you are there to listen and help solve the problem.

Ask questions to make sure you understand the problem and the desired solution.

Give feedback after the customer is finished.

Ask the customer, “Is there anything I don’t know or understand about the problem?”

Determine if the problem is one you can help solve. If not, propose an alternative solution or work with the customer to find an acceptable option.

After you understand the problem and have all the information you need, tell the customer, “I have the information I need. Now I need to research this at our end. I’ll get back to you as soon as possible.”

Get back to the customer later that day with a progress report. Supply ongoing progress reports until the problem is resolved or until you realize that no satisfactory solution is possible.

If a customer is blowing up at you about something over which you have no control, or a problem caused by another department, offer to help them if they contact you directly. Give them your business card.

Reassure any angry customer that your goal is to research the problem, help find a satisfactory solution, and make sure the problem does not reccur.

Remember that customers are belligerent because they are frustrated. They are not usually upset at you personally. You are simply the person who is present when they blow up. Don’t allow yourself to be demoralized or humiliated by an angry or abusive customer.