| |
| |
| Foreword | |
| |
| |
| |
| Acknowledgments | |
| |
| |
| Introduction | |
| |
| |
| |
| Why Worst-Case Scenarios Matter | |
| |
| |
| |
| Understanding the "Uh-Oh" Moment | |
| |
| |
| Why Worst-Case Scenarios Are Important | |
| |
| |
| Good Intentions Are Not Enough | |
| |
| |
| |
| Tools for Defusing a Customer Crisis | |
| |
| |
| |
| Leaning Into Criticism | |
| |
| |
| Step 1: Hand Their Complaints Back to Them | |
| |
| |
| Step 2: Use "Wow" Words | |
| |
| |
| Step 3: Steal All Their Good Lines | |
| |
| |
| Step 4: Never Defend Yourself First | |
| |
| |
| Why Leaning In Is So Hard | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Achieving Deep Acknowledgment | |
| |
| |
| Why We Don't Acknowledge Demanding Customers | |
| |
| |
| The Four Powerful Levels of Response | |
| |
| |
| Acknowledgment: Your Key to Handling Any Situation | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Avoiding Trigger Phrases | |
| |
| |
| The Other Golden Rule | |
| |
| |
| Trigger Phrases and How You Can Avoid Them | |
| |
| |
| Less Is Often More | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Divide and Conquer: The Safe Way to Deliver Bad News | |
| |
| |
| Step 1: A Good Introduction That Prepares the Customer | |
| |
| |
| Step 2: A Proactive Summary That Moves the Customer Toward a Solution | |
| |
| |
| Step 3: An Empathetic Response to the Customer's Reactions | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Powerful Problem Solving: Beyond "Yes We Can" and "No We Can't" | |
| |
| |
| Step 1: Clarify the Other Person's Needs | |
| |
| |
| Step 2: Frame Your Response | |
| |
| |
| Step 3: Create Incentives | |
| |
| |
| Step 4: Respond to Objections | |
| |
| |
| A New Way to Solve Problems | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Reframing Your Message | |
| |
| |
| How Reframing Works | |
| |
| |
| When Reframing Is a Bad Idea | |
| |
| |
| A New Perspective | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Grounding an Angry Outburst | |
| |
| |
| Understanding Customer Anger | |
| |
| |
| Step 1: Use the Highest Acknowledgment Level Possible | |
| |
| |
| Step 2: Ask Assessment Questions | |
| |
| |
| Step 3: Shift the Discussion | |
| |
| |
| Working in the Red Zone | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Becoming Immune to Intimidation | |
| |
| |
| Angry Customers vs. Toxic Entitlement | |
| |
| |
| The Basics of Nonreactivity | |
| |
| |
| Putting Nonreactivity to Work | |
| |
| |
| Can Entitled Customers Change? | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| The Wrap-Up | |
| |
| |
| Understanding Good Closings | |
| |
| |
| The Right Ending: A Good Beginning | |
| |
| |
| Putting Learning into Practice | |
| |
| |
| |
| Your Worst Customer Situations-Solved! | |
| |
| |
| |
| You're the Boss | |
| |
| |
| Lean Into the Customer's Biggest Concerns | |
| |
| |
| Ask Good Questions | |
| |
| |
| Respond to Threats with "Can-Do" Language | |
| |
| |
| The Law of Reciprocity | |
| |
| |
| |
| Don't You Know Who I Am? | |
| |
| |
| Mirror the Customer's Emotions | |
| |
| |
| Explore the Options | |
| |
| |
| Use the LPFSA | |
| |
| |
| Show a Personal Interest | |
| |
| |
| |
| The Concert That Never Was | |
| |
| |
| Talk with the Customer First | |
| |
| |
| Practice Creative Service Recovery | |
| |
| |
| Respond to the Public | |
| |
| |
| |
| I'll Be Suing You | |
| |
| |
| Do Not-Repeat, Do Not-Defend Yourself First | |
| |
| |
| Explore Solutions | |
| |
| |
| Frame the Benefits | |
| |
| |
| |
| Quelling a Social Media Firestorm | |
| |
| |
| Be Real | |
| |
| |
| Be Quick | |
| |
| |
| Reach Out to the Person Behind the Keyboard | |
| |
| |
| Trust the Will of the Crowd | |
| |
| |
| |
| Just Plane Terrible | |
| |
| |
| Be Present | |
| |
| |
| Deliver the Bad News in Stages | |
| |
| |
| Reframe the Situation | |
| |
| |
| Don't Take It Personally | |
| |
| |
| |
| Anger Management | |
| |
| |
| Frame the Situation | |
| |
| |
| Acknowledge Bruno | |
| |
| |
| Frame Your Response | |
| |
| |
| Execute the Endgame | |
| |
| |
| Relationship Building | |
| |
| |
| |
| Not So Smart | |
| |
| |
| Meet the Customer Where He Is | |
| |
| |
| Explore the Deeper Question | |
| |
| |
| Make the Customer Feel Good | |
| |
| |
| |
| Beyond the Worst Case | |
| |
| |
| |
| When Talking Isn't Enough: Keeping Yourself and Your Customer Safe | |
| |
| |
| Situational Awareness: Trusting Your Gut | |
| |
| |
| Reacting to Risk | |
| |
| |
| Don't Go It Alone: Have a Safety Plan | |
| |
| |
| |
| From Customer Crisis to Excellent Service: Lessons for the Whole Organization | |
| |
| |
| Creating a Service Culture | |
| |
| |
| Managing Internal Conflict | |
| |
| |
| Personal Growth | |
| |
| |
| Communicating as an Organization | |
| |
| |
| The Bottom Line | |
| |
| |
| Appendix Solutions to Putting Learning into Practice Exercises | |
| |
| |
| References | |
| |
| |
| Index | |
| |
| |
| About the Author | |