Shut up and Have a Nice Day!

By Mike Dandridge

55pEN called in sick and we've l)got two people out on vacation, so we're really shorthanded today," said Rex. "I'm stuck here on the counter by myself."

Rex was explaining to purchasing agent Pete Manning why a delivery was late. He expected Pete to say that he understood, that is was okay, that it could've happened to anybody. But instead of sympathizing, Manning barked into the receiver, "I don't care about your internal problems! All I want is my order when it was promised!" Assuring him the delivery would arrive as soon as possible, Rex hung up the phone and said, "Sheeshl What a grouch!"

Customers commonly conceal their initial response when hearing bad news. They rarely react as strongly as Pete Manning did. In fact, most customers wlll tell you they understand. Meanwhile, they make a mental note that maybe you're not the best one to depend on when something "absolutely has to be there" on time. Other customers won't say anything at all. They simply won't call again.

As a counter salesperson, you have one of the highest profile jobs in the branch. You are the liaison between the customer and the company. Customers see you as a provider of information. They'll take whatever you give them. whether gossip. innuendo, or corporate secrets, and spread it like wildfire. That's one reason why it's never a good idea to complain to your customers when your company has lay-offs, budget cuts, or internal policy changes that might affect service. On a personal note, that's why it's best when you're having a bad day, a fight with your spouse, or you're just plain stressed-out, to keep it to yourself.

Avoid using your problems as excuses for poor performance. Your customers and associates may sound sympathetic, but they're probably already looking for someone else rvho doesn't buckle under pressure.

As the saying goes, when you tell people your problems, half of them don't care and the other half are glad you have them. And who can blame them? After all, they want you ro solve their problems, not add yours to their own. Customers want to depend on you to deliver your product or service. They want to place their faith in you that you will make everything turn out all right.

So what do you do when you're up to your you-knorv-what in alligators and you still have to drain the proverbial swamp? In other words, rvhen there are internal problems that are likely to affect performance. rvhat do you tell the customers? Like it or not. you have to provide them with the emotional security that you may not be getting yourself. Next time you're put on the spot. try one or more of the following tips for maneuvering through day-to-day challenges.

"SoRRYtt SEEMS To BE THE HARDEsr woRD. Maybe it's hard to say and maybe you've done nothing wrong. but an apology can lighten the tension in a difficult situation immediately. It is the first step in taking responsibility. It raises your accountability level and is much more palatable to the customer than blame shifting. Use the formal, "I apologize for ...," rather than. "I'm sorry." You aren't admitting guilt. You are apologizing on behalf of your company and you are empathizing with your customer.

ACTIONS SPEAK LOUDER THAN woRDs. After a sincere apology. it's a good practice to follow rvith an action statement about what you can do to improve the situation. Resist the urge to tell the customer rvhat they want to hear, if it isn't true. Saying a delivery will arrive at a certain time when you know otherrvise rvill simply escalate the problem. If you find yourself floundering for words say. "Let me find out and get back to you." And then. GET BACK TO THEM.

Do ,c,nsoI-urEly NorHrNc. Slorv dorvn. A customer's sudden outburst can agitate you to react without thinking. Once launched, actions and rvords can become weapons rvhose destruction is irreparable. Besides. sometimes a customer needs to vent. Let him. Then listen. Acknorvledge his point of vierv. Shorv respect for his position.

Souenlrrs woRDs spEAK LouDER,. Words are units of energy. Repeatedly verbalizing so-called problems simply makes them rvorse. What starts out as. "We're short-handed today." escalates into "We're srvamped! This is going to be a honible. terrible. no good. very bad day!" Sure enough. it turns out you're right. There is a high price to pay for self-defeating talk. On the other hand. saying. "lt's okay. We can handle it." makes it sound as if you're in control and creates a sense ofconfidence. This allows your mind to formulate other options besides panic and pandemonium.

Remember that your role is bigger than just Counter Salesperson. You're a motivator. a friend. the confidante rvho understands the challenges your customer faces. You are the stress alleviator. the problem solver. and you "keep your head rvhen those around are losing theirs." You're the one rvho promises. "Everything rvill be all right." rvhen it appears that everything is going all wrong. And then. you're the one rvho rnckes it happen.

Smile. act enthusiastic. take the action necessary to keep the promise. Work the extra hour. Make the extra phone call. Customen become cynical because of the disappointments of unmet promises. Be the one to restore their faith. When they do find someone rvho keeps commitments rvithout rvhining. they rvill gladly pay rvith their loyalty and their cash.

So rvhen your coworker calls in sick. the delivery truck overheats. and the phone is ringing off the hook. remember the rvisdom found in deodorant commercials. "Never let 'em see you sweat." Or. as my dad rvould say to me rvhen I'd start rvhining about nothing. "Just shut up and have a nice dayl"

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