Attacking the Problem: 2 to 10 Minutes

Up to this point you’ve made no promises to the customer. In fact, you may not have said much, preferring instead to let the customer speak. Apologize, if that’s appropriate. Outline in general terms how you’ll go about resolving the problem. If you can offer specifics -- such as correcting an error, making an adjustment on the customer’s account, or replacing merchandise, do so, but be sure to under promise rather than over promise.

If you can’t firmly resolve the problem, indicate your next step: asking another individual to look into it, for example, or investigating further, or writing a letter to a manufacturer.
If possible, give the customer options: two or three ways you can address the problem. To most customers, options symbolize power. Or if you have discretion in resolving problems, simply ask: “What can I do to make things right?” While you might not be able to meet the customer’s exact terms, those few words can begin a fruitful negotiation.

If you find yourself unable to resolve the problem to the customer’s satisfaction, ruminate on potentially extreme solutions: dismissing an employee ... shutting the entire business down for a few hours ... dropping an entire product line. These suggestions, if presented properly, sound so extreme that even diehard complainers wouldn’t advocate for them.
A word of inspiration: this stage of discussion is often frustrating and aggravating. But think of it is an opportunity to sell your responsiveness. If you can make a “sale” here, you may end up with a grateful customer for years to come.

Taking Leave of Your Customer: 30 - 60 Seconds

The close of your conversation is an opportunity for you to thank your customer for bringing the problem to your attention and creating learning opportunities for you. It’s an opportunity, too, for you to reaffirm the customer-seller bond. A firm handshake, a small gift, or a warm invitation to call back anytime works wonders for the relationship.

How’d You Do? 1 - 2 Minutes

After the customer leaves, take a minute or two to reflect on what you did right and what you did wrong during the encounter. Did you identify the problem quickly? Establish rapport with your customer? Did you meet your own complaint resolution standards?

After assessing your own performance, make a note in your calendar to call or write the customer in another day or two. And note, also, any action you must take to meet promises you made to the customer.
Confronting and addressing customer anger, remember, is a skill. Like any skill, you can improve your efforts with practice. Look upon encounters with angry customers not as occasions to be feared, but as opportunities to improve your skills and demonstrate to your customers that you’re really as responsive as you claim to be!

FL