12. Complaint Management
No matter how good the service provided, there are
occasions when things go wrong.
Sometimes the problem is caused by a service failure or on
occasions some members just cannot be satisfied.
What ever the cause, providing improved service can assist
you to develop you service skills when managing a difficult
situation.
13. Basic conflict resolution tools…
Acknowledge the problem:
No matter who is at fault, acknowledge the problem with
empathy.
Members want to
know that you recognise there is a problem.
Apologise for the inconvenience (this does not admit blame).
In fact it builds rapport with the member.
goodlifehealthclubs.com.au
14. Basic conflict resolution tools…
Listen, ask questions and show that
you care:
Give your member your full attention and listen.
Ask a few well placed questions with demonstrate that you
are taking the member seriously.
It is important to acknowledge that people have feelings and
emotions e.g. “I understand that is frustrating”.
It is tempting to be defensive; doing so will only anger a
member.
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15. Basic conflict resolution tools…
Fix the problem:
Ensure the member feels that they are being treated as an
individual
Ask the member what outcome they are seeking
Tell them what you can do. Avoid stating what you can’t do
(know your limitations with the resources available)
Look for a way to fix the problem
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16. Basic conflict resolution tools…
Follow through
Make this a priority
Whatever you have promised the member ensure that you
are able to follow through with this within the time you
specified. If this is not achievable then contact the member
and update them on how you are progressing.
If you can’t manage the issue yourself, contact the CGM/CSM
immediately.
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17. Basic conflict resolution tools…
Some more to
consider
The important thing to realise when dealing with an upset
customer, be they internal or external, is that you must - deal
with their feelings, then deal with their problem.
Upset customers are liable to have strong feelings when you,
your product or service lets them down and they'll probably
want to "dump" these feeling on you.
goodlifehealthclubs.com.au
18. Basic conflict resolution tools…
You don't deal with their feelings by concentrating on solving the
problem, it takes more. Here are 5 action ideas that deal with
the customers' human needs:
1 - Don't let them get to you:
Stay out of it emotionally and concentrate on listening non-
defensively and actively. Customers may make disparaging and
emotional remarks - don't rise to the bait.
goodlifehealthclubs.com.au
19. Basic conflict resolution tools…
2 - Listen - listen – listen:
Look and sound like your listening. The customer wants to know that
you care and that you're interested in their problem.
3 - Stop saying sorry: - Sorry is an overused word, everyone says it
when something goes wrong and it's lost its value. How often have you
heard - "Sorry about that, give me the details and I'll sort this out for
you". Far better to say "I apologise for ......" And if you really need to
use the sorry word, make sure to include it as part of a full sentence.
"I'm sorry you haven't received that information as promised Mr
Smith". (It's also good practise to use the customer’s name in a difficult
situation).
goodlifehealthclubs.com.au
20. Basic conflict resolution tools…
3 - Stop saying sorry:
Sorry is an overused word, everyone says it when something goes wrong and
it's lost its value.
How often have you heard - "Sorry about that, give me the details and I'll sort
this out for you".
Far better to say "I apologise for ......" And if you really need to use the sorry
word, make sure to include it as part of a full sentence. "I'm sorry you haven't
received that information as promised Mr Smith". (It's also good practise to
use the customer’s name in a difficult situation).
goodlifehealthclubs.com.au
21. Basic conflict resolution tools…
4 - Empathise
Using empathy is an effective way to deal with the customer’s
feelings. Empathy isn't about agreement, only acceptance of what the
customer is saying and feeling.
Basically the message is - "I understand how you feel". Obviously this
has to be a genuine response, the customer will realise if you're
insincere and they'll feel patronised.
Examples of empathy responses would be - "I can understand that
you're angry", or "I see what you mean". Again, these responses need
to be genuine.
goodlifehealthclubs.com.au
22. Basic conflict resolution tools…
5 - Build rapport
Sometimes it's useful to add another phrase to the empathy response,
including yourself in the picture. - "I can understand how you feel, I don't like
it either when I'm kept waiting".
This has the effect of getting on the customer's side and builds rapport. Some
customer service people get concerned with this response as they believe it'll
lead to - "Why don't you do something about it then".
The majority of people won't respond this way if they realise that you're a
reasonable and caring person.
goodlifehealthclubs.com.au
Editor's Notes
Play the GL song and build energy around our values and Our purposeCreate the Vibe to start launch
Add in clubs that came in under Leavers Budget and I suggest rank in best minus %We need to be driving the CSM’s on not just coming in under Budget but -10%, -20%, -30%.
Add in the CSM’s that came in under Suspension budget and achieved the 75% paying.We need to be recognising the success of this result to encourage change and adherence.
Add in those who exceeded Retail Budget rank National result .Lets start to drive the CSM’s on top performers Nationally.
BIG DEAL made for CSM’s that are HAT TRICK ChampionsI will send out certificates with my congratulation s message.
Ensure all understand the why, when, who, where for each listed.
This training was part of the Reception Service Workshop 1 we have been rolling out Nationally. Use the “Handle, Defuse Irritation, Difficult or Angry members/customers” Workbook as you work through the following slides. CSM to add and complete sections of the workbook.
Finish off with the GL song and fire the team up to go back to clubs and make a difference.
