This document provides guidance on dealing with hostile customers. It begins with defining goals such as shortening interactions and reducing stress. It then discusses why customers may be angry and provides techniques for defusing hostility. These include acknowledging feelings, avoiding defensiveness, focusing on problem solving, and setting limits if needed. The document emphasizes active listening, providing choices, and making customers feel heard in order to resolve issues while reducing anger and stress.
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
The document provides guidance on being assertive when communicating with others. It defines four main communicative attitudes: non-assertive, passive-aggressive, aggressive, and assertive. The assertive approach uses "I" messages to describe your feelings and needs without blaming others. The document outlines techniques for delivering assertive messages, including using facts over judgments, owning your feelings, and asking open-ended questions. It also provides examples of applying assertiveness in different situations through role-playing exercises.
The document discusses assertiveness in the workplace and provides a quiz to assess assertive, passive, and aggressive communication styles. It analyzes the responses and characterizes each style. Passive styles are characterized by inaction while aggressive styles are intrusive and alienating. Assertive styles are balanced, standing up for rights while respecting others. Being assertive means taking responsibility, listening actively, and addressing issues directly through fair and constructive communication. It emphasizes expressing oneself clearly without abusing others.
The document discusses assertiveness, including what it is, what it is not, barriers to assertiveness, and how to develop assertiveness skills. It provides information on aggressive versus assertive versus passive behaviors. It also outlines steps for learning assertiveness like projecting yourself into past situations, analyzing your reactions, and planning assertive responses. Communication tools like listening skills and asking clarifying and probing questions are addressed.
The document discusses assertiveness skills training provided by the Imprint Training Center. It defines assertiveness as standing up for oneself respectfully while also being respectful of others. It provides tips for communicating assertively, including using "I statements" to take responsibility for one's feelings, making clear requests, and focusing on specific behaviors. The document also contrasts assertiveness with aggression and passiveness, and gives advice for practicing assertiveness skills.
The document discusses assertiveness and provides techniques for communicating assertively. It defines four types of communication styles - passive, aggressive, manipulative, and assertive. It advocates using assertive communication, which involves clearly and respectfully expressing one's thoughts, feelings, and needs in a non-confrontational manner. Specific assertiveness techniques covered include using "I" statements, maintaining eye contact, and handling criticism through fogging or negative assertion.
Managing for Success at O&B
Focus on Coaching, approaching difficult situations, conflict management, escalation and tools/ resources to assist your management functions
customer management, handling difficult guest or customer, rude customer management, focusing on customer, all about customer, how to win customer's attitude, how to increase profitability with customer management
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
The document provides guidance on being assertive when communicating with others. It defines four main communicative attitudes: non-assertive, passive-aggressive, aggressive, and assertive. The assertive approach uses "I" messages to describe your feelings and needs without blaming others. The document outlines techniques for delivering assertive messages, including using facts over judgments, owning your feelings, and asking open-ended questions. It also provides examples of applying assertiveness in different situations through role-playing exercises.
The document discusses assertiveness in the workplace and provides a quiz to assess assertive, passive, and aggressive communication styles. It analyzes the responses and characterizes each style. Passive styles are characterized by inaction while aggressive styles are intrusive and alienating. Assertive styles are balanced, standing up for rights while respecting others. Being assertive means taking responsibility, listening actively, and addressing issues directly through fair and constructive communication. It emphasizes expressing oneself clearly without abusing others.
The document discusses assertiveness, including what it is, what it is not, barriers to assertiveness, and how to develop assertiveness skills. It provides information on aggressive versus assertive versus passive behaviors. It also outlines steps for learning assertiveness like projecting yourself into past situations, analyzing your reactions, and planning assertive responses. Communication tools like listening skills and asking clarifying and probing questions are addressed.
The document discusses assertiveness skills training provided by the Imprint Training Center. It defines assertiveness as standing up for oneself respectfully while also being respectful of others. It provides tips for communicating assertively, including using "I statements" to take responsibility for one's feelings, making clear requests, and focusing on specific behaviors. The document also contrasts assertiveness with aggression and passiveness, and gives advice for practicing assertiveness skills.
The document discusses assertiveness and provides techniques for communicating assertively. It defines four types of communication styles - passive, aggressive, manipulative, and assertive. It advocates using assertive communication, which involves clearly and respectfully expressing one's thoughts, feelings, and needs in a non-confrontational manner. Specific assertiveness techniques covered include using "I" statements, maintaining eye contact, and handling criticism through fogging or negative assertion.
Managing for Success at O&B
Focus on Coaching, approaching difficult situations, conflict management, escalation and tools/ resources to assist your management functions
customer management, handling difficult guest or customer, rude customer management, focusing on customer, all about customer, how to win customer's attitude, how to increase profitability with customer management
The document discusses assertiveness, including definitions, characteristics, and importance. It defines assertiveness as the honest, direct, and appropriate expression of one's feelings, thoughts, and beliefs. It describes assertiveness as developing self-confidence, being honest with oneself and others, expressing oneself clearly, and being able to compromise. The document also contrasts assertiveness with aggressiveness and passiveness, providing examples of behaviors for each. Finally, it offers tips for behaving assertively, such as using positive body language, broken language technique, and negative feelings assertion.
Out of four Style of communication or behavioral choice viz Direct Aggression(bossy , arrogant , bulldozing , intolerant ,opionated ,overbearing),Indirect Aggression(sarcastic , deceiving , ambiguous ,insinuating ,manipulative ,guilt inducing),Submissive( Wailing , moaning , helpless , passive ,indecisive , apologetic),Assertive(direct ,honest, accepting , responsible ,spontaneous ) recognizes our right, respect right of others, ensures responsibility for ourselves and our action without judging or blaming other people and finally enables les us to Constructively confront and find mutually satisfying solution if conflict exist
The document discusses the importance of assertive communication and setting boundaries. It states that saying "yes" when you want to say "no" can lead to feelings of being taken advantage of and resentment. Assertive communication is presented as a healthy alternative that respects one's own needs while also considering the feelings of others. It involves being able to say "no" or ask questions respectfully. When used, assertive communication can empower people and help them feel in control of their lives.
The document discusses effective communication and listening strategies. It provides guidelines for both verbal and nonverbal listening, such as maintaining eye contact, acknowledging what is said, and listening for underlying requests. Conflict resolution techniques are also presented, like stating problems openly, focusing on solutions, and committing to the relationship. Healthy relationship behaviors include telling the truth, supporting others, asking for help, and detaching yourself when needed. The overall message is that communication creates our social world and effective listening and relationships are important for success.
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
Skills and Tools for Building Healthy Relationships including developing empathy, understanding the art of compromise, understanding the love languages, and preventing relationship sabotage
This document discusses assertiveness and passive and aggressive behaviors. It defines frames as a person's perspective and how framing influences perception. It then describes passive behavior as avoiding conflict, not expressing feelings, and allowing others to make decisions. Aggressive behavior is characterized as dominating others, believing one is always right, and operating from a "win-lose" position. Assertive behavior respects one's own and others' rights, is an active listener, and negotiates conflicts through compromise. The document provides tips for developing assertiveness, including changing beliefs, learning assertion skills like empathy and escalation, and focusing on controlling one's reactions rather than others'.
This document provides guidance on effectively confronting others about policy violations as a community advisor. It discusses that confrontation is an uncomfortable but necessary part of the role to ensure safety. The key aspects of confrontation are to remain calm, clearly state the issue, and be confident in your responsibilities. The steps outlined are to plan ahead, engage respectfully, confront the behavior while adapting to the situation, and follow up after by documenting and checking in. Maintaining a respectful tone and focusing on the behavior, not the person, are emphasized for a successful confrontation.
This document summarizes a webinar about dealing with conflicts at work. It discusses various sources of conflict including personality differences, misunderstandings, and opposing opinions. It provides strategies for having difficult conversations, such as preparing key points, anticipating responses, and considering one's own role in the conflict. Customer service conflicts and strategies are also addressed, including listening, maintaining control of the situation, and focusing on solutions. The webinar emphasizes approaching conflicts in a positive manner by looking for win-win solutions and focusing on improvements rather than mistakes.
The document discusses assertiveness and how to communicate effectively. It defines assertiveness as having the courage to express one's thoughts, feelings, and needs honestly. An assertive person is direct but also understands other perspectives. In contrast, aggressive people ignore others' views and passive-aggressive people manipulate covertly. The document provides tips for assertive behaviors, such as making requests using clear descriptions and expressions of feelings rather than accusations.
This document discusses assertiveness training and provides guidance on how to communicate assertively. It defines assertiveness as expressing one's thoughts and feelings directly and honestly without disrespecting others. Assertiveness is described as more adaptive than passive or aggressive behaviors. The document outlines components of assertiveness including physical presence, vocal tone, and assertion level. It provides a 4-step model for assertive communication and guidelines for behaviors like making requests, refusing requests, and responding to criticism.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
This PowerPoint show is on one of the basic behavioral principles of our program, Social Skills. I teach a high school class of ED students. These 10 social skills address at least one area that my kids need to practice in order to move back into a least restrictive environment.
I enlisted the help of my students in making this show. It was fun.
This PowerPoint show is on one of the basic behavioral principles of our program, Social Skills. I teach a high school class of ED students. These 10 social skills address at least one area that my kids need to practice in order to move back into a least restrictive environment.
I enlisted the help of my students in making this show, by recording each slide. It was fun.
This particular platform, SlideShare, didn't allow my images to upload and I obviously don't have the audio on here, so I removed those.
Dorset HR Forum April - Having Difficult ConversationsMandy Fitzmaurice
This document provides guidance on having difficult conversations in the workplace. It begins with an introduction to the topic and common fears or challenges associated with difficult conversations. It then provides a 3-stage process for managing difficult conversations, including preparing for the conversation, using a 4-step approach during the conversation, and practicing the conversation. Finally, it discusses two legal cases related to discrimination and dismissal to demonstrate how conversations can have legal implications if not handled properly.
This document discusses confrontation and provides guidance on how to effectively confront others. It defines confrontation as directly expressing one's views and feelings about a conflict situation while inviting the other party to also share their perspective. The document recommends confronting with empathy, self-confrontation, and maintaining trust. Whether to confront depends on the relationship, issues, and other party's ability to act. Effective confrontation is specific, timely, uses personal and relationship statements, and perception checks while inviting feedback. Self-confrontation examines one's own life for problems. Confronting preserves love, is empowering, and solves problems by clarifying reality. The document advises planning confrontations and focusing on the real issue rather than arguing.
This document discusses different communication styles: passive, assertive, and aggressive. It defines assertiveness as expressing one's feelings, thoughts, and opinions without violating others' rights. The document provides examples of assertiveness techniques like using "I statements", basic assertion, empathetic assertion, consequence assertion, discrepancy assertion, and negative feelings assertion. It also covers the "broken record" technique of preparing what to say and repeating it calmly and consistently. Overall, the document offers guidance on communicating assertively in various situations.
The document discusses assertiveness and provides characteristics of different communication styles such as passive, aggressive, and assertive. It notes that assertive people are able to respect themselves and others' rights, have balanced relationships, and feel in control without needing to control others. The document also provides tips and techniques for communicating assertively, including using "I feel" statements, being aware of body language, and knowing how to respectfully say "no". Overall, the document promotes assertiveness as an effective communication style.
This document provides an overview and summary of a book about dealing with workplace bullies. The book advises readers to change distorted thinking patterns, build assertiveness skills, set boundaries, identify personal goals, and consider three routes of action once personal growth efforts are underway. Readers are guided to develop strategies for short-term survival and long-term success when facing bullying behaviors at work.
The document provides an overview of assertiveness skills. It begins by introducing Howard, who faces problems at work due to an inability to communicate assertively with subordinates and bosses or say no to unreasonable demands. This leads to an explanation of why developing assertiveness skills is important. The document then outlines objectives which include explaining what assertiveness is, listing benefits, comparing behavior patterns, and describing various assertiveness skills and strategies. It provides definitions of assertiveness, discusses passive, assertive, and aggressive behaviors, and explains the liberation cycle of becoming more assertive through positive affirmations and expectations.
None of us get it right all the time. Part of the human experience is dealing with upset or disappointed people. Sometimes this is because of a misunderstanding, or because we didn’t deliver quality service to our customers. Learn how to deal with difficult customers.
1) Dealing with difficult customers requires patience and understanding as the customer is often annoyed by poor service or products rather than the individual representative.
2) It is important to listen without interrupting, ask clarifying questions, and gauge what actions can reasonably be taken to resolve the complaint based on company policy.
3) If the complaint cannot be addressed, politely explain the decision by referring to specific policies while still offering alternative resolutions to retain the customer's business.
This document provides guidance on dealing with difficult customers. It notes that unhappy customers will tell many others about their negative experiences. It then lists types of difficult customers and potential triggers for their anger, such as unmet expectations. The document offers tips for defusing anger, such as actively listening, acknowledging emotions, and avoiding emotional triggers. It also discusses specific strategies for dealing with seven common difficult customer situations and emphasizes following up with customers after an issue is resolved.
The document discusses assertiveness, including definitions, characteristics, and importance. It defines assertiveness as the honest, direct, and appropriate expression of one's feelings, thoughts, and beliefs. It describes assertiveness as developing self-confidence, being honest with oneself and others, expressing oneself clearly, and being able to compromise. The document also contrasts assertiveness with aggressiveness and passiveness, providing examples of behaviors for each. Finally, it offers tips for behaving assertively, such as using positive body language, broken language technique, and negative feelings assertion.
Out of four Style of communication or behavioral choice viz Direct Aggression(bossy , arrogant , bulldozing , intolerant ,opionated ,overbearing),Indirect Aggression(sarcastic , deceiving , ambiguous ,insinuating ,manipulative ,guilt inducing),Submissive( Wailing , moaning , helpless , passive ,indecisive , apologetic),Assertive(direct ,honest, accepting , responsible ,spontaneous ) recognizes our right, respect right of others, ensures responsibility for ourselves and our action without judging or blaming other people and finally enables les us to Constructively confront and find mutually satisfying solution if conflict exist
The document discusses the importance of assertive communication and setting boundaries. It states that saying "yes" when you want to say "no" can lead to feelings of being taken advantage of and resentment. Assertive communication is presented as a healthy alternative that respects one's own needs while also considering the feelings of others. It involves being able to say "no" or ask questions respectfully. When used, assertive communication can empower people and help them feel in control of their lives.
The document discusses effective communication and listening strategies. It provides guidelines for both verbal and nonverbal listening, such as maintaining eye contact, acknowledging what is said, and listening for underlying requests. Conflict resolution techniques are also presented, like stating problems openly, focusing on solutions, and committing to the relationship. Healthy relationship behaviors include telling the truth, supporting others, asking for help, and detaching yourself when needed. The overall message is that communication creates our social world and effective listening and relationships are important for success.
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
Skills and Tools for Building Healthy Relationships including developing empathy, understanding the art of compromise, understanding the love languages, and preventing relationship sabotage
This document discusses assertiveness and passive and aggressive behaviors. It defines frames as a person's perspective and how framing influences perception. It then describes passive behavior as avoiding conflict, not expressing feelings, and allowing others to make decisions. Aggressive behavior is characterized as dominating others, believing one is always right, and operating from a "win-lose" position. Assertive behavior respects one's own and others' rights, is an active listener, and negotiates conflicts through compromise. The document provides tips for developing assertiveness, including changing beliefs, learning assertion skills like empathy and escalation, and focusing on controlling one's reactions rather than others'.
This document provides guidance on effectively confronting others about policy violations as a community advisor. It discusses that confrontation is an uncomfortable but necessary part of the role to ensure safety. The key aspects of confrontation are to remain calm, clearly state the issue, and be confident in your responsibilities. The steps outlined are to plan ahead, engage respectfully, confront the behavior while adapting to the situation, and follow up after by documenting and checking in. Maintaining a respectful tone and focusing on the behavior, not the person, are emphasized for a successful confrontation.
This document summarizes a webinar about dealing with conflicts at work. It discusses various sources of conflict including personality differences, misunderstandings, and opposing opinions. It provides strategies for having difficult conversations, such as preparing key points, anticipating responses, and considering one's own role in the conflict. Customer service conflicts and strategies are also addressed, including listening, maintaining control of the situation, and focusing on solutions. The webinar emphasizes approaching conflicts in a positive manner by looking for win-win solutions and focusing on improvements rather than mistakes.
The document discusses assertiveness and how to communicate effectively. It defines assertiveness as having the courage to express one's thoughts, feelings, and needs honestly. An assertive person is direct but also understands other perspectives. In contrast, aggressive people ignore others' views and passive-aggressive people manipulate covertly. The document provides tips for assertive behaviors, such as making requests using clear descriptions and expressions of feelings rather than accusations.
This document discusses assertiveness training and provides guidance on how to communicate assertively. It defines assertiveness as expressing one's thoughts and feelings directly and honestly without disrespecting others. Assertiveness is described as more adaptive than passive or aggressive behaviors. The document outlines components of assertiveness including physical presence, vocal tone, and assertion level. It provides a 4-step model for assertive communication and guidelines for behaviors like making requests, refusing requests, and responding to criticism.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
This PowerPoint show is on one of the basic behavioral principles of our program, Social Skills. I teach a high school class of ED students. These 10 social skills address at least one area that my kids need to practice in order to move back into a least restrictive environment.
I enlisted the help of my students in making this show. It was fun.
This PowerPoint show is on one of the basic behavioral principles of our program, Social Skills. I teach a high school class of ED students. These 10 social skills address at least one area that my kids need to practice in order to move back into a least restrictive environment.
I enlisted the help of my students in making this show, by recording each slide. It was fun.
This particular platform, SlideShare, didn't allow my images to upload and I obviously don't have the audio on here, so I removed those.
Dorset HR Forum April - Having Difficult ConversationsMandy Fitzmaurice
This document provides guidance on having difficult conversations in the workplace. It begins with an introduction to the topic and common fears or challenges associated with difficult conversations. It then provides a 3-stage process for managing difficult conversations, including preparing for the conversation, using a 4-step approach during the conversation, and practicing the conversation. Finally, it discusses two legal cases related to discrimination and dismissal to demonstrate how conversations can have legal implications if not handled properly.
This document discusses confrontation and provides guidance on how to effectively confront others. It defines confrontation as directly expressing one's views and feelings about a conflict situation while inviting the other party to also share their perspective. The document recommends confronting with empathy, self-confrontation, and maintaining trust. Whether to confront depends on the relationship, issues, and other party's ability to act. Effective confrontation is specific, timely, uses personal and relationship statements, and perception checks while inviting feedback. Self-confrontation examines one's own life for problems. Confronting preserves love, is empowering, and solves problems by clarifying reality. The document advises planning confrontations and focusing on the real issue rather than arguing.
This document discusses different communication styles: passive, assertive, and aggressive. It defines assertiveness as expressing one's feelings, thoughts, and opinions without violating others' rights. The document provides examples of assertiveness techniques like using "I statements", basic assertion, empathetic assertion, consequence assertion, discrepancy assertion, and negative feelings assertion. It also covers the "broken record" technique of preparing what to say and repeating it calmly and consistently. Overall, the document offers guidance on communicating assertively in various situations.
The document discusses assertiveness and provides characteristics of different communication styles such as passive, aggressive, and assertive. It notes that assertive people are able to respect themselves and others' rights, have balanced relationships, and feel in control without needing to control others. The document also provides tips and techniques for communicating assertively, including using "I feel" statements, being aware of body language, and knowing how to respectfully say "no". Overall, the document promotes assertiveness as an effective communication style.
This document provides an overview and summary of a book about dealing with workplace bullies. The book advises readers to change distorted thinking patterns, build assertiveness skills, set boundaries, identify personal goals, and consider three routes of action once personal growth efforts are underway. Readers are guided to develop strategies for short-term survival and long-term success when facing bullying behaviors at work.
The document provides an overview of assertiveness skills. It begins by introducing Howard, who faces problems at work due to an inability to communicate assertively with subordinates and bosses or say no to unreasonable demands. This leads to an explanation of why developing assertiveness skills is important. The document then outlines objectives which include explaining what assertiveness is, listing benefits, comparing behavior patterns, and describing various assertiveness skills and strategies. It provides definitions of assertiveness, discusses passive, assertive, and aggressive behaviors, and explains the liberation cycle of becoming more assertive through positive affirmations and expectations.
None of us get it right all the time. Part of the human experience is dealing with upset or disappointed people. Sometimes this is because of a misunderstanding, or because we didn’t deliver quality service to our customers. Learn how to deal with difficult customers.
1) Dealing with difficult customers requires patience and understanding as the customer is often annoyed by poor service or products rather than the individual representative.
2) It is important to listen without interrupting, ask clarifying questions, and gauge what actions can reasonably be taken to resolve the complaint based on company policy.
3) If the complaint cannot be addressed, politely explain the decision by referring to specific policies while still offering alternative resolutions to retain the customer's business.
This document provides guidance on dealing with difficult customers. It notes that unhappy customers will tell many others about their negative experiences. It then lists types of difficult customers and potential triggers for their anger, such as unmet expectations. The document offers tips for defusing anger, such as actively listening, acknowledging emotions, and avoiding emotional triggers. It also discusses specific strategies for dealing with seven common difficult customer situations and emphasizes following up with customers after an issue is resolved.
This training guide provides strategies for handling difficult customers in 4 steps:
1. Listen - Allow the customer to vent without interrupting and listen carefully to understand the issue.
2. Acknowledge - Express empathy, apologize sincerely, and clarify the details of the problem.
3. Respond - Present positive solutions to the problem and ensure promises can be fulfilled to avoid further issues.
4. Thank - Express appreciation to the customer for their time, patience, and for bringing the issue to your attention. Role playing exercises demonstrate applying these techniques to customer service scenarios.
„Projekte sind Out-of-Time und Budget“, „Anforderungen sind unklar“, „eine allgemeine Unzufriedenheit breitet sich aus.“: Mit Scrum soll nun endlich alles anders werden! Durch Transparenz und Anpassung sollen die Produktivität und die Zufriedenheit der Kunden und der Teams gesteigert werden. Vielleicht lösen sich damit die Probleme in der Produktqualität und der Entwicklung? Agil zu sein klingt nach der dringend benötigten Beweglichkeit. Doch nach der Einführung bilden sich Fronten, die vorher optimal durchlässig waren. Teams sind unzufriedener als vorher. Die Entwicklung verlangsamt sich oder gerät sogar ins Stocken. Die erwartete positiven Effekte bleiben aus. Es fühlt sich an, als wäre Scrum gescheitert. Nicht jede agile Methode passt zu jedem Kontext. Scrum behauptet von sich „simple to understand“ und „difficult to master“ zu sein. Andere agile Methoden, wie XP oder Kanban, sind nicht einfacher zu „meistern“. Der Weg zur passenden Projektmethode ist manchmal schwierig. Aber es gibt typische Hindernisse und Widerstände, die man iterativ lösen und bewältigen kann.
Tobias Ranft beleuchtet Stolperfallen und Nebenwirkungen, die mit der Einführung eines agilen Mindsets einhergehen können. Und er zeigt, wie wichtig es ist, ehrlich miteinander ins Gespräch zu kommen.
This document provides strategies for dealing with hostile customers without becoming hostile oneself. It discusses the differences between upset and difficult customers, with upset customers being potentially fixable. It outlines six steps for dealing with upset customers: 1) maintain a positive attitude, 2) let the customer vent, 3) be empathetic, 4) demonstrate understanding, 5) begin problem solving, and 6) mutually agree on a solution. Additional tips include listening without interrupting, acknowledging the customer's feelings, apologizing when needed, and remaining professional.
This presentation discusses empathy and conflict resolution. It defines empathy as feeling what another person is experiencing from their perspective while maintaining one's own identity. The document outlines factors that help and hinder empathy like trust and inattentiveness. It also describes four types of "empathy blockers" to avoid: domination, manipulation, disempowerment, and denial. Finally, it emphasizes responding thoughtfully to others rather than reacting automatically to open communication and build richer relationships.
Do you find yourself avoiding certain people? Or celebrating when that certain person calls in sick? This session will teach you some strategies on how to deal with difficult people instead of avoiding them. Presenter: DeAnne Heersche
How to deal with difficult people - Timothy DimoffCase IQ
If your job involves communicating with employees under difficult circumstances, you have probably encountered aggressive or uncooperative people. Handling these situations competently can help you get the results you need rather than an ugly confrontation. Join i-Sight and Timothy Dimoff for a free one-hour webinar: How to Deal with Difficult People.
During this webinar you will learn;
Aggressive versus assertive behavior
The difference between reacting and responding
Stages of aggression
De-escalating aggression
Things never to say to someone
How to speak “Peace Language”
This document discusses the importance of customer service and employee commitment. It provides tips for motivating employees, such as getting excited yourself, hiring motivated people, measuring performance, and profit sharing. Good customer service experiences less stress and saves time. Keys to good customer service include listening, anticipating needs, making customers feel important, helping them understand systems, appreciating feedback, and treating employees well. Customer loyalty is more valuable than satisfaction. Employee loyalty is the foundation for customer loyalty.
This document discusses different personality styles and how to better understand relationships. It identifies four main styles: Driver, Expressive, Amiable, and Analytical. Each style has different traits in terms of assertiveness and responsiveness. Understanding one's own style and flexing to accommodate others' styles is key to building good relationships. People have backup styles that emerge under stress, and it's important to manage stress and avoid important decisions during backup states. Flexing one's behavior is recommended to improve relationships when they are not going well.
The document discusses assertiveness and how to communicate effectively by saying no when you want to say no. It defines assertiveness as expressing one's thoughts and feelings in a way that respects others' rights and finds win-win solutions. It contrasts assertive communication with aggressive, passive, and confused styles. It provides examples to test the reader's ability to identify different communication styles and gives tips for praising and criticizing others constructively.
The document outlines the key learning objectives of a course on dealing with difficult people. Participants will learn to recognize behavioral traits, determine appropriate actions, confront people when needed, apply preventative strategies, explain what conflict is, and use resolution techniques. It discusses different types of difficult behaviors and personalities, including hostile, aggressive, complainers, quiet, super agreeable, negative, and know-it-alls. The document provides strategies for dealing with difficult people by focusing on changing one's own approach rather than trying to change the other person or situation.
This document provides guidance on how to handle difficult people. It begins by describing common traits and behaviors of difficult people, such as being pushy, hostile, or complaining frequently. It then discusses various strategies for coping with difficult interactions, such as remaining calm, removing yourself from the situation, or changing your attitude. The bulk of the document categorizes and profiles eight common types of difficult people, like "steamrollers" and "know-it-alls," and recommends behaviors to use with each type, such as standing up to steamrollers while asking open-ended questions of "clams." General tips are offered like using "I" statements and listening actively. The document concludes by providing steps to develop an action plan for dealing with
The document provides advice to avoid common mistakes in body language when interacting with upset or angry clients. It recommends maintaining a calm, sincere, and concerned facial expression and tone of voice. Specific behaviors to avoid include negative facial expressions like smiling or looking away, using a sharp speaking tone, wrapping arms defensively, having an improper body position like being too close or relaxed, touching the client, insulting, swearing, eating or chewing loudly, and acting slowly or lazily. Proper body language is important for resolving client issues and portraying a positive image of the organization.
The document provides an overview of a supervisor training for Superman. It discusses introducing yourself as a supervisor, challenges with staff, structuring supervision through consistent meetings and goal setting, giving feedback both positive and difficult, establishing boundaries, and managing time.
Assertiveness & Confidence Building with Young PeopleVanessa Rogers
This is a presentation that I put together for training peer mentors and peer educators to develop their confidence in public speaking and consultation. If you need more information please contact me @VRyouthwork www.vanessarogers.co.uk
Assertiveness & Confidence Building with Young PeopleVanessa Rogers
This document discusses assertiveness and provides guidance on developing assertive communication skills. It defines passive, aggressive, and assertive behaviors and examines how they can look and sound. The document emphasizes the importance of standing up for your rights while also respecting others, communicating directly and honestly, and expressing emotions in a healthy manner. It provides tips for delivering feedback and criticism assertively, such as assuming positive intent, listening, clarifying, and setting boundaries. The goal of assertiveness is to allow both parties to feel heard and get their points across respectfully.
The document discusses various aspects of effective communication including the basic components, styles, barriers, and skills needed for good communication such as active listening. It emphasizes developing self-awareness, being sensitive to others, and focusing on issues rather than emotions when providing feedback or dealing with conflicts in order to improve communication outcomes.
The document provides guidance on basic peer counseling skills for volunteers. It discusses why people may choose to speak with a peer rather than a professional and the differences between the two. The document outlines techniques for active listening like attending, questioning, reflecting, affirming and validating the speaker. It emphasizes creating a supportive environment where the speaker feels heard, understood and able to make their own decisions. The document advises avoiding rescuing, abandoning or telling the speaker what to do.
The document discusses conflict management and resolution. It defines conflict and explains that conflict is normal and can be constructive when resolved properly. It outlines the phases of conflict resolution as understanding the issues, generating solutions, and agreeing on a solution. It also discusses communication patterns that can exacerbate conflict and different conflict styles like passive, aggressive, passive-aggressive and assertive. The document provides tips for resolving conflict through listening, generating solutions, finding agreement and ensuring satisfaction.
This document provides guidance on establishing boundaries and boosting morale as a supervisor. It discusses maintaining appropriate personal, professional and client boundaries. It also addresses combating staff splitting and provides tips for open communication, accountability, attitude, time management and email communication to improve the work environment and boost morale.
Lcc supervisor training morale time email (2)macheop
This document provides guidance on establishing boundaries and boosting morale as a supervisor. It discusses maintaining appropriate personal, professional and client boundaries. It also addresses combating staff splitting and provides tips for open communication, accountability, attitude, time management and email communication to improve the work environment and boost morale.
Davidson Alumni Webinar - Tough ConversationsMark S. Young
The PPT slide-deck from our Dec 1, 2015 alumni webinar facilitated by Lory Fischler, an expert on navigating critical conversations in the workplace and in our lives.
Developing effective communication skills seemastephen samuel
This document provides information on developing effective communication skills. It discusses basics of communication, telephone etiquettes, listening skills, and questioning. Some key points covered include the importance of clear communication, barriers to effective communication like assumptions and poor listening, communication process, and dos and don'ts of phone etiquette. The document aims to improve readers' communication abilities through understanding communication principles and practicing good listening and questioning techniques.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Website: https://pecb.com/
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
4. Goals Shorten the length of time you have to spend with angry customers Reduce the intensity of their anger Reduce the stress
5. Why are People Angry Lip Service to Customer Service (CS) Lack of Investment in CS Frustrated people tend to be more aggressive Unreasonable expectations Expect the worst when they call
6. There is NO magic solution Talk includes numerous techniques Don’t memorize scripts and recite them
7. Personality vs. Situational Abusive customer behavior is situational People choose their emotional states You cannot control the emotions of another person Control how you react to their anger
8. Hostile Behavior Put you off balance Manipulate you Demean you Cause you to feel guilty Intimidate you
9. Verbal Abuse Swearing Yelling Sexist/racist comments Personal attacks Threats (e.g. I’ll have you fired) Accusations (e.g. calling you racist)
10. Angry People Adrenaline pumps Emotions get high Revert back to behavior learned earlier in life
11. Reaction Purpose of aggression is to control you We want to remove rewards for the bad behavior in question
12. Bait Behaviors designed to get you to react in an emotional way If you react, you hand control to the attacker
13. Customer: What the hell is wrong with you … Employee: Mr. Doe, you really sound upset about this Customer: Damn right I’m upset. What are you going to about this? Employee: I need some information from you so I can help. Can you give me your loan number?
14. Do Not Respond Defensively I only work here I try the best I can I am treating you fairly I know what I’m doing We don’t lose files
15. Do Not Counter-Attack You have no right to talk to me like that You don’t know what you are talking about I am going to hang up It’s too bad your parents didn’t teach you manners
16. Defensive behavior and counter-attacks are what the angry customer expects They are natural responses, but almost always make things worse
17. What Do They Want Their problem fixed (which is unlikely since you can’t make their debt go away) Want you to be helpful, even if you can’t solve their entire problem
18. People Want Choices “I’m sorry, Mr. Lewis is away from his desk. Can I take a message and he can call you back?” “I’m sorry, Mr. Lewis is away from his desk. Would you like him to call you back at a particular time, or would you prefer to call again after 2pm when he is available?”
19. Acknowledgement as Individuals Each person feels their situation is unique and special Acknowledging that a person is upset will help to calm them down Common mistake is to ignore the feelings being expresses and shift into problem-solving Customers perceive a move to problem-solving as uncaring and unfeeling
20. Sense of Equality We want to be treated as individuals We don’t want to receive less than other customers
21. Escalation If the customer is not treated in a way that helps them feel important and listened to, the customer gets more abusive Employee over-reacts, in turn increasing anger of caller Tactics we discuss are for diffusing this early on
28. Deal with the Feelings First Empathy Acknowledge the person’s upset
29. Avoid being a Bureaucrat Avoid formal language “It’s against our policy…” “Let me explain how we usually do things. We ask that you…”
30. Every Person/Situation is Different Strive to control the interaction Begin defusing early Be assertive, not aggressive or passive If you lose control of your emotions, you lose
31. Every Person/Situation is Different Don’t supply ammunition (e.g. sigh, mutter) Don’t ask questions you don’t want answers to Avoid high risk, high gain behavior Telling someone to be quiet or humor… great when they work but can backfire
32. Avoid Losing Your Cool Identify your triggers Slow down your response Positive self-talk Put on their shoes
33. Use Cooperative Language Instead of “We always send out this information to customers” “We usually send out this information…” “It’s odd you didn’t receive the information”(invites discussion without pinning responsibility on customer) “Perhapsit’s just gotten lost somewhere” (perhaps is another less absolute word)
34. The Use of “We” “We” suggests cooperation But don’t overdo “I guess we’d better take a look at that” “Let’s see what we can do about that”
35. Avoid Contentious Words & Phrases Customer: You wouldn’t treat me this way if I wasn’t green, you just don’t like green people Employee: Your race doesn’t affect how I treat you. We deal with lots of green people here Employee : Your BACKGROUND doesn’t affect how I treat you. We deal with people from EVERY WALK OF LIFE
36. Contentious Words & Phrases Ethnic background Blame (if you paid attention, obviously you haven’t) Absolutes (always, never) Suggest helplessness (there is nothing I can do) Suggest disinterest (I’m not interested in, that has nothing to do with)
37. I can’t We always You must have You can’t Don’t You’re wrong I don’t think I can We try to Is it possible that I don’t think that is going to help you It might be better if you Is it possible that
38. Questions “Do you know how fast your were going?” Less likely to provoke a person vs. a statement Allows officer to assess your state Asserts control over the interaction
39. The When Question Customer: You don’t give a damn about me. You have some nerve telling me I can’t… Employee: When did you start thinking that we aren’t concerned with your situation?
40. Person expects defense (I / we statements) or counterattack (you) If they respond to your question, you have gained control of the interaction When did you start feeling (or thinking) that [rephrase a part of what the person said in a non-inflammatory way]
41. Topic Grab Taking something the person has said, commenting or asking a question about it Temporarily distracts and returns the conversation to a more calm tone
42. Example Customer: What the hell do you expect me to do now. What kind of idiot are you? I have a family to support. The bank is going to take my home. How am I supposed to feed my kids, what are they… Employee: It must be frustrating Mr. Smith. How old are the kids?
43. Customer: Umm 5 and 7. Why do you ask? Employee: Well I have kids around that age too. I know how difficult it is to worry about them. Let me explain what you can do, so at least you will know your options. Customer: It isn’t fair Employee: Some people think it is unfair. Let me explain what you can do next, OK?
44. Broken Record Client not paying attention Repeat 1 or 2 short sentences until the person starts to hear you Choose language that shows you are willing to help and that you are concerned
45. Customer: [talks on and on] Employee: Mr. Smith, it is frustrating. Let me explain what you can do Customer : [talks on and on] Employee : I know you’re frustrated. Let me explain what you can do Customer : [talks on and on] Employee : It’s frustrating. Can I explain what you might do next?
46. Customer: Damn right it’s frustrating. Employee: It is. What you might do next is…
47. Silence When the customer asks if you are still there it provides an opportunity to reassert control Acknowledge customer’s feelings
48. Customer: Why are people so inefficient? I called the bank six times and each time I get told the same thing… what’s wrong with them… I am sick and tired… Employee: [Says nothing, making sure not to say words like “yes” or “uh huh”] Customer : Hello, are you still there? Employee : Yes, and I know you are frustrated. I will help you if you give me your name.
49. Customer: It’s Mr. Smith Employee: Thank you Mr. Smith. Now, if I understand, you are upset because you… Can I ask you a few questions to help us get to the bottom of this? Customer: OK
50. Allow Venting If you constantly interrupt the message you are sending is you aren’t listening When they start to wind down acknowledge their feelings to prove you are paying attention Then refocus and problem-solve
52. Empathy Statements Show employee understands the situation Nothing to show that employee agrees with the customer
53. Examples It must be frustrating. It sounds like you’re pretty annoyed You must feel like you’re getting the run around It must be pretty difficult to make ends meet It must seem like these things take forever
54. Avoid “I” Focuses the feelings on you Run the risk of providing ammunition Employee: “I understand how frustrating this is for you” Customer: “How could you possibly understand?”
55. Do not use the word “but” I realize you’ve been waiting a long time, but all these people were in front of you I realize you’ve been waiting a long time. [pause] There are a number of other people who have been here quite a while.
56. Referring to Supervisor Tend to treat people who we think have status and power with more respect Who says it often makes a difference Far more powerful if you offer it rather than waiting for customer to demand it
57. Disengaging Short time only! Consult a colleague Consult with supervisor Check policy or laws Check file/computer
58. Listening Responses Proves you are listening Helps clarify the situation So, if I understand you correctly, you’re saying that … Is that correct? I want to make sure I understand. Are you saying that …
60. Steps Define the customer’s problem State your own requirements/ limitations Share information Explore alternatives Agree on course of action Follow-thru
61. Define the Problem Identify the root cause Must be calm enough to focus on the problem and to listen If not, control-acknowledge-refocus
62. Provide Information Customer needs to know: What you can and can’t do Why you can’t do what is desired Benefits of rules and procedures
63. Helpful Phrases “Sir, let me explain what I can and cannot do for you” “Were you aware that our job is to ___” “Perhaps nobody has taken the time to explain the situation to you. Let me try”
64. Create Agreement Ask questions guaranteed to get agreement “I’m sure you want to settle this as quickly as possible, right?” “I agree that the process seems to take a long time. I am sure you would agree that your priority is to get this fixed.”
65. Offer Alternatives Offer suggestions about what you can do, in addition to what the client can do
68. Assertive Limit Setting Decide based on: Failure of gentler defusing techniques The person’s behavior
69. Limit Setting Define behaviors that are unacceptable A request (implied) to change those behaviors Indicate consequences Question that gives the customer a choice
70. “Sir, if you continue to swear and yell, we will have to end our conversation. Would you prefer to continue or stop?”
71. “Would you like to continue or stop now? It is up to you whether we continue. We can continue if you stop [behavior], or you can call some other time.”
72. Enforcing Limits Reference the limits previously stated A request to comply with the consequence An offer for further help
73. “Sir, I explained to you that I won’t continue this conversation if you continued to yell. I am ending this discussion now, but you are welcome to call back some other time.”
74. Don’t say, “You are welcome to call back when you calm down.”
77. Seven Drivers of Customer Happiness Know me, remember me… since I know a lot about you! Give me choices… that make sense for me Help me be better, do more… and become part of my fabric Don’t bother me… with spurious stuff Surprise me… I can’t imagine all that’s out there Listen to me… I have a bunch of good ideas, too Make it easy for me… to do business with you
78. 1. Know me, remember me - Amazon “personalized” intro, with relevant recommendations based on past searches, purchases, and “customers like me” easy access to my Cart, my Account, and Help
83. 2. Give me choices - “click to call” customer lands on “high value page”, “dwells” too long in Help, or at checkout ... and is stuck but he gets box inviting him to get call from CS immediately or when it’s convenient for him system sends web log data to agent, skipping general “how can I help you --> shorter handle time + higher conversion rate + more satisfied customers
99. Angry Customers & CustomerHappiness, Sources and Inspirations Bacal, Stop Angry, Hostile Customers Cold; CreateSpace, 2011 Dixon, Freeman & Toman, “Stop Trying to Delight Your Customers”; HBR, July-August 2010 Fornell, The Satisfied Customer: Winners and Losers in the Battle for Buyer Preference; Palgrave MacMillan, 2007 Gilbert, Stumbling on Happiness; Alfred A. Knopf, 2006 Good Experience; http://www.goodexperience.com/ (old blog led by Mark Hurst) Hsieh, Delivering Happiness: A Path to Profits, Passion and Purpose; Business Plus, 2010 Peters, The Pursuit of Wow! Every Person's Guide to Topsy-Turvy Times; Vintage, 1994 Price & Jaffe, The Best Service is No Service: How to Liberate Your Customers From Customer Service, Control Costs and Keep Them Happy; Wiley/Jossey-Bass, 2008
Editor's Notes
Stop bringing nasty customers home with youCustomer service, marketing, and reputation management are converging into one because everyone now has a voice…Think social mediaThe medium alters the messageDifferent messages are needed for different media
Expectations fed by companiesLook upon CS as a cost, rather than investment Reduce # of employees Automated call centers Supervisors/managers w/ authority to help customer are overworkedTaught if complain long enough you’ll get your way (don’t have a receipt, no problem)
Customers can tell when you are talking to them as a human being and when you aren’t
How many of you have ever flicked someone off? Yelled at someone?Although it doesn’t feel this way to them
Pushing the buttons of service staff, trying to make it more likely they will do something to make the situation worse
Comment about your competencyPeople are more abusive in telephone conversations – don’t see the person, just a disembodied voiceAlso means you have to adopt a stronger tone than you would in person to control the conversation (can’t use non-verbal tactics to control)
Have you noticed that adults that are hostile and aggressive often behave like small children?Reversion just happens, it isn’t consciousTakeaway: People react to their internal states, not to you personally
Refuse to be controlled, and refuse to react the way your attacker wishes, you will be a good way toward stopping the attack
It’s all bait, I’m angry
Defensive statement almost always have the word “I” or “we” in them.
Counter-attacks almost always contain the word “you” or is implied (I am going to hang up)
Ever been to a department store, couldn’t find an item, then finally find a staff member and they say, “Don’t know, that isn’t my department.” Infuriating, but you are no worse off than you once were. It is psychological, the employee is saying “you don’t mean squat to me.”Alternatively, “I don’t know, but if you wait a moment I can find out.”Think Zappos pizza ordering storyTell Lowe’s wood cutting example
Offering choices, no matter how small, goes a long way to making a customer feel valuedReduces their own sense of helplessness
Need to convey that you are treating the person as an individual with individual needs and wants while at the same time conveying that they are not receiving less than someone else in the same situation
Goal 1: Gain Control of the Interaction
If you have to keep explaining the same thing over and over, or continues to interrupt, customer isn’t ready to deal with problems
“When you yell at me, I feel upset. I would like you to stop yelling, or I am going to end our conversation.” They are concerned with their own feelings.
“When you yell at me, I feel upset. I would like you to stop yelling, or I am going to end our conversation.” They are concerned with their own feelings.
Common triggers - Tone of voice, whining, yelling, sarcastic, swearing, comments (racist, sexist) suggestions (incompetent, lazy) Count to 2 or three and/or take a deep breath before respondingNegative self-talk (why does this person hate me.. I don’t have to put up with this…) They aren’t really angry at me (only the situation), I’m better than them, I won’t stoop to their levelNavy SEAL training – goal setting, positive self-talk, arousal control (slow breathing)
Can also refer to a co-worker “an expert on staff that deals with your situation quite often”Also to an outside source (the lender), best if it can be an actual person rather than just a contact phone number
Just like one gives children timeoutsGives them time to reflect on their behavior
Remove hot words and harsh language
If it is possible to explain rules and the benefitsEveryone pays taxes, part of those taxes go to student loans, you would not want everyone defaulting and not paying you back
Make suggestions, we feel helpless when interacting with rules, this can lead to hostility. Choices gives us a sense of control
Be specific in describing behaviors (do not say, unless you calm down)Must be prepared to enforce consequencesChoice means customer chooses the consequence – if the customer feels you are punishing with power she will respond with increased force. With more control, customer is less likely to be aggressive
Could say “I would appreciate it if you would stop yelling”However, beginning with “I” you are focusing on your own motives, customer is not interested in what you appreciate
Saying “I warned you” sounds like a threat
It is patronizing, as is:You are welcome to call back when you get a gripYou are welcome to call back when you smarten upYou are welcome to call back if you act responsibly