34. When Someone Else Is Not Responding

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Customer Service - Full course


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When Someone Else Is Not Responding (No Callback):

When Someone Else Is Not Responding (No Callback) By VanSight

COPYRIGHT 2009 VANSIGHT division of Synbiz Solutions Pvt Ltd:

COPYRIGHT 2009 VANSIGHT division of Synbiz Solutions Pvt Ltd 2 No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of VanSight Division of Synbiz Solutions Pvt Ltd. The information contained herein may be changed without prior notice. VanSight is trademark of Synbiz Solutions Pvt Ltd. All other product and service names mentioned and associated logos displayed are the trademarks of their respective companies. Data contained in this document serves informational and educational purposes only. The information in this document is proprietary to Synbiz Solutions Pvt Ltd. This product contains training material for English or Soft Skills or Personality Development. Synbiz assumes no responsibility for errors or omissions in this document. Synbiz does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement.

The Situation:

The Situation In the workplace, we all work with and depend upon other employees. Unfortunately, colleagues may not return calls in a prompt manner, or fulfill their commitments to customers. On occasion you may run into a situation where you receive a call from a customer complaining that one of your colleagues has not responded to phone messages from the customer. Since the customer has managed to contact you, it’s likely he’s going to vent his frustration on you. How do you deal with this situation, particularly without casting aspersions on your colleague? 3

Techniques Used:

Techniques Used 4 Empathy Statements You’re Right! Providing Explanations Empowerment Arranging Follow-Up Apologize


Dialogue 5 In this situation, the caller has been trying to get in touch with John, and has left several urgent messages requesting that John return his call. He manages to call you. Customer: I’ve left at least three messages for John, in the last two days, and I haven’t heard from him. What kind of outfit are you running here? Doesn’t anyone return calls? Employee: That’s got to be frustrating for you. We try to ensure that all calls are returned within one work John has been in, or perhaps he’s been sick. Customer: Even if he’s sick, shouldn’t someone be covering his calls? Or don’t you follow proper business practice.


Dialogue 6 Employee: You’re right! Whatever the circumstances, you should have received a return phone call. I’m checking right now to see if John is in. Yes, he just returned from a meeting. I’ll tell you what. If you give me your name, and what you are calling about, I’ll walk down the hall, and explain the situation to John. If John can’t call you within an hour, I’ll see if someone else can. One way or another, someone will call you within the hour, let’s say by. Is that Ok? Customer: No, it’s not OK. I want to know what’s happening now, before I hang up.


Dialogue 7 Employee: I can do that. If I can place you on hold, I’ll talk to John right away, or I can call you back in five minutes. Customer: Ok. Call me back then. The employee ends the conversation by apologizing, then speaks to John whatever the outcome, the employee personally calls John back (following up), and tries to solve the customer’s problem.

Explanations :

Explanations 8 These situations can be frustrating because both you and the customer may be quite annoyed because of someone else’s behavior over which neither of you have control. As with most irate customer situations, the employee begins the response with an empathy statement, and then explains that the company strives to call customers back within one business day. Notice the explanation about callbacks is kept short, because the truth is that the company policy is of little relevance to the customer at this point in time. When the customer points out that someone ought to be covering the phone for an absent employee or one taken ill, the employee takes the opportunity to use the “You’re Right!” Technique.

Explanations :

Explanations 9 The next part of the conversation is directed at trying to solve the customer’s immediate problem — getting in touch with John, or someone else who can help him as soon as possible. The employee offers alternatives so the customer gets to choose what would be best for him from a range of possible options. Finally, the conversation ends after an agreement has been struck about follow - up, and with the employee offering an apology. Needless to say the employee (or someone) must follow up in the agreed upon fashion, or risk the customer going from irate and frustrated to full bore angry.

How to Diffuse the Situation:

How to Diffuse the Situation 10 It is very important that you do not make any disparaging remarks about the coworker who has not returned the call, even if that coworker has a history of this kind of behavior. For example: “Oh, John is always late returning calls” is completely inappropriate and puts John, your Company, and you in a negative light. It can also cause problems with your coworker. The more you can go above and beyond the call of duty in resolving this difficulty, the better. You can’t necessarily deflect the customer’s anger resulting from a Sloppy colleague, but you can act in ways so that you won’t get painted with the same brush.

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