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Customer raises his voice, So I raise mine!


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As a part of our official training, our staff is exposed to my somewhat unorthodox method of introducing pop-culture references into my dialogue as a means of making my point stick. You bring to mind a common one, Joe!

 

If any of us have seen the move "Roadhouse" with Patrick Swayze, (a MUST for any man, I think) you may remember the scene where he's talking to the staff of the tavern, telling them his three simple rules. The third rule is simply to "Be nice".

 

My staff has been trained that their job is to be nice. To remember that they're doing a job, and that when a customer is upset for any reason, that it's nothing personal. The policy is that they're to be nice always, until it's time NOT to be nice. When they ask how they're supposed to know when that is, I tell them they won't...but I will.

 

"You are the bouncers and I am the cooler."

 

My staff has been trained to know that I expect them to be professional at all times, even when a customer's voice is raised, but they also know that I will step in (Much like you did, Joe) and use my own God-given gift to make it clear to our customers that while we value their business that neither my staff nor I will ever use language thatis uprofessional, nor will we be in any other way disrespectful, and we won't tolerate it in return from anyone.

 

Somehow, and someway, this process or rank & file has allowed us to take some very upset customers from the brink of apparent meltdown to an apologetic surrender by convincing them of one simple fact: We are the only people in the room sincerely interested in helping them with whatever their concerns are. Yelling at us will no sooner get them the result they hope for as it will address the mechanical nature of their problem.

 

I have had to ask an angry customer over the years if they'd like the opportunity to scream & yell at someone before we get down to the actual business of addressing their problem. If they want someone to yell at - I make sure everyone knows that I'm the only one who can satisfy that goal. My staff, I tell them, is paid generously to care for the needs of those we hope to serve, not be a whipping post for someone having a bad day.

 

I guess I don't expect all of you to believe it's easy, but I can tell you that I've earned a real sense of deep respect from my staff because over the years they know that I'm not one to run away from a difficult situation. I check my head, make sure my heart is in the right place, and do everything I can to try to be of service.

 

However, in the words of the late, great 80's rap group, "Whodini",: "Don't think I'm soft, just because I'm humble" To my customers who's brains are sometimes mis-firing...there's generally no need to try to kill a butterfly with a hand-grenade.

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  • Have you checked out Joe's Latest Blog?

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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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