Stop shifting responsibility

In the field of customer support, situations often arise when everything is “favorable” for shifting responsibility. There is even a completely harmless term - redirection. Therefore, many support staff with relief and not without pleasure tell customers that "the solution of such issues is beyond their competence."

However, there is a problem. Few people like this approach to business. And this is quite true, because the client does not know and should not know your "kitchen". He ends up with an employee who represents the whole company for him. Accordingly, when a client addresses a problem, no matter what you usually do, responsibility becomes yours .

You should make every effort to solve the problem or “lead the client by the hand” to the best specialists and make sure that he is satisfied with everything. Otherwise, you make it clear that the internal structure of the company is much more important than the problems of the client.

Is such a serious attitude always appropriate?

For example, when asked about payment for services, the same developer is unlikely to answer anything other than "this is not for me." That's right, situations are different. Often, customers themselves understand that each employee of the company can not understand everything. Nevertheless, the sediment remains: they did not help, did not do anything special, but only followed the rules.

In this regard, an excellent role model is the seller. He rarely gives up and does the impossible to achieve a result. When the next deal comes up, and the client asks for something that the seller himself can’t do, the latter begins to “pull” everyone, from the cleaning lady to the director, to do everything in the best possible way.

Of course, sellers are personally interested in customer satisfaction, as they receive a percentage. In contrast, support staff do not directly sell products or services. However, a company's profits depend heavily on how well they manage their responsibilities .

Let's look at three examples. In each of them, the client does not address the questions completely.

Example No. 1

The usual response, the purpose of which is to state that "we are not to blame for anything." At the same time, the client was not looking for the guilty, but for the solution.

Such answers are dangerous because the client gets an additional problem in your face. Not only is the issue unresolved, you still show indifference. Whatever happens, you must always be in the "team" of the client - to deal with the problem. If you become part of the problem, the result is only one - customer disappointment.

How should you answer?


Example No. 2

Redirection is not help, but the very least, for which the client does not even thank.

The employee must do more than is expected of him. Extra effort is very important when building customer relationships. First, do everything possible and only after that transfer responsibility, if you cannot do without it.

How should you answer?


Example No. 3

The answer is quite acceptable, but there is no obvious desire to help. If there is an opportunity to simplify / speed up the process, the employee must use it.

How should you answer?


“Answers are half-hearted” slowly, but surely, they form not the most pleasant opinion about the support service and the company as a whole . The first time the client does not pay attention to it, the second time his mood will go bad, the third time he will tell acquaintances that you are pretending and not working. Further it will only get worse - up to the rejection of your services.

To summarize

1) Each employee of the company should do his best to help the client. The structure of the company cannot serve as an excuse for shifting responsibility to each other.

2) The only correct answer to the client’s problem is “I will help you.” Does this approach require more time on the part of employees? Of course, but alternative options lead to much more sad consequences.

3) Give your employees more freedom in dealing with customers. Often, tough management instructions turn an employee into a robot and prevent him from doing the main thing - helping the client.

4) The task of the employee is to always be an ally in solving the problem. When an employee becomes an additional headache for a client, there is no turning back.