Addressing Negative Customer Experiences

When I worked in hotels, I quickly learned that when a guest was truly upset, level 10 mad, about something seemingly small (no lounge chair at the pool, no ocean-view table, no room left in a snorkeling lesson), it was never just about that one thing. I called it the three-door rule: 🚪 Door One: The immediate complaint. The thing they’re upset about right now. 🚪 Door Two: The earlier disruption. Maybe their flight was delayed, their luggage got lost, or their room wasn’t ready when they arrived. 🚪 Door Three: The real reason. The thing that started the downward spiral. Maybe they’ve been stressed for weeks. Maybe this trip was supposed to be perfect, and nothing has gone right. Here’s the key, if you truly listen, empathize, and do everything in your power to help them, Doors Two and Three start to fade away. Their frustration isn’t just about the lounge chair, it’s about feeling unseen, unheard, or like their vacation (or moment) is slipping away. Exceptional customer service, in any industry—is about being committed to unpacking the real issue. If you can do that, you’re not just solving a problem; you’re turning a bad experience into a great one.

Too often, companies think that adding more agents or reducing call times makes their call centers effective. But the reality is different. A recent Gartner study found that 58% of customers will stop doing business with a company after a poor service experience, even if the issue itself gets resolved. Meanwhile, Forrester notes that businesses focusing on value-driven customer service see up to 60% higher customer lifetime value. It’s a reminder that call centers built for volume are no longer enough. Today, they must be built for value. That means shifting from measuring “how many calls” to measuring “how much impact.” So, how can organizations transform their call centers into value centers? 1. Redefine success metrics. Move beyond average handle time and number of calls answered. Instead, measure customer outcomes, satisfaction, and retention. 2. Empower agents with more intelligent systems. Real-time insights, AI-driven routing, and contextual data allow agents to focus on solving problems, not just closing tickets. 3. Personalize every interaction. Customers expect to be remembered. Integrating CRM and conversation history ensures no one feels like they’re starting over. 4. Be proactive, not reactive. Predictive analytics and automation help prevent issues before they escalate, turning service into a driver of loyalty. Many organizations get stuck because they chase efficiency metrics while overlooking the bigger picture. The question we as businesses or governments should be asking is, 'Is every interaction moving the business forward?' #CX #CustomerExperience #DigitalTransformation #KSA

The impact of poor customer service has a ripple effect that isn't always captured by businesses. The metaphorical spreadsheet is good at recognising the cost of a service: staff, technology, logistics, training, recruitment etc. But when it is not operating properly, the cost to a business is not just reduced revenue. Consequential loss is the other business you could have won, but didn't. This is never captured because it's not known, but exists. Take United Airlines for example. They left me stranded in Vancouver a few months ago because I missed a connection. I had to pay $385 to stay in a hotel before catching another flight. They refused to pay for the room, instead they offered $200 off my next flight. And sent lots of patronising emails about valuing my business. I am flying to New York in a few weeks and United offered one of the best flight options. I chose not to use them, because of my experience in Vancouver. I am also flying to New York in January, and won't use them then either. Nor will I consider them when I most likely return to Chicago next June as well. That's about £1500 of consequential loss, business they were unaware of. This is the cost of poor customer service, and your own business faces the same challenge if you think that under-investing in this area is worth the risk. #CustomerService #JustPayForMyHotel #ISRC

If our front line workers are not influencing up, we have a continuous improvement problem. The best ideas and insights come from those who are on the front lines of the business therefore their valuable perspectives MUST be heard. Most companies still have a hierarchal structure which means that front-line workers are tasked with influencing up! Simply put, this means communicating effectively with their managers to gain their support or persuade them to see things from their perspective. In a rigid hierarchical structure, this can be difficult as front line workers can have limited direct access to senior leaders and may have to pass their ideas or concerns through multiple layers of management before they reach the top. All this 'red tape' and associated delays can frustrate people to the point that they just stop trying. We also see (unfortunately) that hierarchies can create power differentials between managers and their direct reports. Managers with unchecked power and ego can create a work environment where employees feel intimidated and fearful. If any of this resonates with you, you may be interested in knowing that there are numerous ways to turn this around. Lean thinking helps a lot here! 💡 If restricted communication is the problem- simply make it a priority to spend more time with people (by going to the Gemba, facilitating daily huddles, holding Kaizen events, organizing regular town hall meetings or hosting Q&A sessions with senior leaders, where employees at all levels can directly voice their ideas and concerns. 💡 If power dynamics is an issues, why not try something like reverse mentoring: Pair senior leaders with junior staff in mentoring relationships where the junior employees share insights and feedback. This can help flatten perceived power imbalances and promote mutual respect. Leadership training is also vital in reducing these issues. 💡 If there are cultural barriers, work on promoting a culture of openness: Actively foster a workplace culture that encourages questioning and exploring ideas. Visual boards can collect people's ideas for further exploration. 💡 If psychological safety seems low, train and coach all leaders to develop psychological safety in their teams. Create team agreements between leaders and teams that clearly conveys behaviours that are out and behaviours that are in (like raising concerns and suggest improvements). 💡 If slow decision-making is an issues, streamline approval processes: simplify the decision-making process by reducing unnecessary steps and empowering more employees to make decisions at their level. Keep trying until you find ways to hear front-line workers voices loud and clear to the point that they are informing continuous change and improvements every day for better decisions and a more inclusive workplace. #lean #leanthinking #continuousimprovement #employeeengagement #inclusion #frontlineworkers #leadership

You know when you're dealing with an angry customer and you feel like saying "calm down"? 😬 That's a pretty natural reaction, but here's why it can actually make things worse: Telling someone to calm down is like pushing them into a corner. And what do we do when we're pushed? We push back! 🔙 In my de-escalation workshops, I use a simple exercise to demonstrate this: Partner A holds up their palm Partner B pushes against it Almost every time, Partner A instinctively pushes back! That's exactly what happens when we tell customers to calm down. They push back harder, getting more emotional or demanding a manager. So what's the solution? 🤔 Instead of pushing, we need to step onto the same side of the line as our customer. Show them we're not defending the problem - we're their ally in solving it! Try these phrases instead: "We want to get to the bottom of this as much as you do." "It sounds like you've had a frustrating time." "I can see your point on that." "If I were in your shoes, I think I'd feel the same way." "I'm so glad you contacted us about this." These validate the customer's feelings and show you're on their team. It's like extending a hand instead of pushing - and you'll be amazed at how quickly it can de-escalate even the most heated situations. Have you tried any of these phrases? What's your go-to for calming angry customers? Share your experiences below! 👇

Customer service can indeed be a challenging role, often leading to frustration for both the service provider and the customer. However, with the right approach and mindset, it can be transformed into a pleasant and genuinely productive experience. Here are some strategies to make that happen: 1. Active Listening: This is crucial. Pay close attention to what the customer is saying, and acknowledge their concerns. This helps in understanding the issue better and also makes the customer feel heard and valued. 2. Empathy and Understanding: Put yourself in the customer’s shoes. Responding with empathy can diffuse tension and build a connection, leading to more constructive interactions. 3. Clear Communication: Use simple, jargon-free language. Clear communication reduces misunderstandings and makes solutions more accessible. 4. Patience: Sometimes, customers might be upset or confused. Exhibiting patience can calm a heated situation and lead to better problem-solving. 5. Positive Attitude: A positive demeanor can set the tone for the entire interaction. Even in challenging situations, a positive approach can lead to more satisfactory outcomes. 6. Knowledge and Resources: Be well-informed about your product or service. This instills confidence in the customer and enables you to provide accurate and helpful information. 7. Feedback Implementation: Take customer feedback seriously. It’s a goldmine for improving service quality and shows customers that their opinions are valued. 8. Follow-up: A follow-up after resolving an issue can leave a lasting positive impression. It shows dedication and commitment to customer satisfaction. By integrating these practices into everyday customer service interactions, not only can the job become more enjoyable, but it also paves the way for building lasting customer relationships and a positive brand image.

Two very different text threads. Two very different customer experiences. This week I flew both American Airlines and United. What stood out most was not the aircraft or the hard product, but the quality of their communications when something changed. On American (AA 2646 JFK → PHX), I received a series of nearly identical messages: “Departure time has changed to [new time] from JFK gate [X]. See refund info at aa.com/refundfaq.” The time changed over and over throughout the day, each in small increments, ultimately turning into an all‑day rolling delay. No reason provided, no realistic time horizon, no clear options beyond a generic link. On United, I received a very different style of message for a much smaller change: - Clear explanation (“We had to change the aircraft type or seating configuration…”) - What it means (“you have a new seat assignment”) - Personalization (my name, old seat, new seat) - Direct action links (check for a different seat, check in, track baggage, confirm upgrade) Same channel (SMS / RCS). Completely different philosophy. For anyone designing airline (or any service communications), a few best‑practice principles jump out: - Transparency over vagueness Explain what changed and why, even if the answer is imperfect. Customers tolerate disruptions far better when they understand the context. - Agency and clear choices Don’t just announce a change; present options: rebook, accept the change, request a refund. One‑tap links beat “go read our FAQ” every time. - Personalization and relevance Use the customer’s name, their actual seats, their route. Generic templates feel dismissive during high‑stress moments. - Effort reduction as a design goal Every extra step (I.e. finding a policy page, standing in line, calling a number) raises frustration. The best communications take the customer straight to the action they need. - Consistency across touchpoints Gate agents, app, and texts should tell the same story. Mixed messages destroy trust faster than the delay itself. The retention impact is real: when any company handles a disruption with honesty, clarity, and options, many customers will give them another chance. When they obscure, minimize, or offload the work onto the passenger, even loyal flyers start looking elsewhere. In a competitive, operationally complex industry, the differentiator is often not whether things go wrong, but how clearly and humanely you communicate when they do. Curious how others have experienced this and where have you seen truly great disruption communication, in airlines or beyond?

How Implementing Live Chat Transformed Customer Engagement for Client of Mine. Case Study: Improving Customer Engagement and Efficiency with Live Chat Implementation A client of mine, a mid-sized E-commerce business, approached me as they were struggling with a few common pain points: ❌️Slow response times to customer inquiries ❌️Low engagement and high abandonment rates on their website ❌️A high customer service cost due to reliance on phone and email support The solution? Live Chat. After analysing their customer journey, I identified strategic points on their website where live chat could make the most impact: on product pages, checkout pages, and the support section. Here’s how I did it: 1. Selecting the Right Live Chat Tool: We implemented a robust, scalable live chat platform with automation capabilities. 2. Training the Customer Service Team: We provided live chat training focused on quick responses, effective communication, and upselling tactics. 3. Setting Up Chatbots for FAQs: For common questions, we designed a chatbot to handle simple inquiries, allowing human agents to focus on complex issues. The Result: ✔️ Response Times Improved by 80%: ✔️ Increased Sales Conversion by 25%: ✔️ Cost Savings of 30%: ✔️ Customer Satisfaction Score (CSAT) increased to 95%: In just three months, their customer experience and saw measurable improvements in engagement, satisfaction, and sales. Key Takeaway: If your business relies heavily on customer interactions, live chat can be an option to explore. Whether you’re in eCommerce, B2B, or services, adding live chat is one of the most effective ways to evolve. Considering live chat for your business? Let’s chat about how to make it work for you!

Dealers are getting blamed for EV sales struggles. But are they the real cause? With the cancellation of the Ford F-150 Lightning, I read a lot of posts and articles attributing responsibility to dealers for its failure. And this brought me back to one question: Have dealers actually helped or doomed EV sales? Let's put the quality of the EVs they had to sell aside for a moment. What I've been hearing many times is that dealer education on EVs is still very low and insufficient. Oftentimes, I had people telling me they haven't been getting the answers they want when asking questions about electric cars or considering buying one. It's no coincidence EV native companies, starting with Tesla of course, have chosen a completely different direction by selling direct to consumers. This despite long legal battles and lawsuits they had to sustain. It's also true that dealers are under pressure too. Lower service revenue from EVs, as well as manufacturer mandates that don't always account for local market realities. But there's one thing we're learning from the used EV market, because we're seeing it every day with our customers. Those who have built a strong knowledge and use the right tools in their acquisition and retail experience are the ones who are already winning. And this isn't just about closing more sales. Proper EV education reduces returns and builds the kind of trust that brings customers back for their next vehicle. That doesn't mean painting an unrealistically perfect picture to make the sale. It actually means the exact opposite. It means understanding, together with the buyer, if an electric car can truly suit their needs. • How long does the buyer drive every day? • Do they have home charging? • How many road trips do they do every month/year and how long they are? • Is towing something they do frequently? • What are their main concerns on EVs? Service and repairs? Battery health? And much more. These questions are the first step a dealer can take to better understand if the car they have in their inventory can best serve their customer. And being able to enter a discussion that starts after these questions and guide a shopper is where the real edge is. What was your experience with EVs at the dealership? Curious to know more from you. -- P.S. If you're a dealer looking to build real EV expertise, at Voltest we help you answer the questions customers actually care about.

People First: My Approach to Team Empowerment I don't think empowerment is about giving away control. It's about helping people find their own solutions. In my experience, that's what truly drives a "people first" culture. In conversations about company values, we often miss the most critical part: How we actually put them into practice. For me, this practice is empowerment. Instead of just providing answers, my goal is to guide and ask a question that helps someone find their own way. It's my method of leadership that trusts the person or team to solve problems, while providing the guardrails to keep them on track. This is especially critical in our distributed work environments at HUGO BOSS. My team f.e. is sitting in Metzingen and Porto. So you can't always feel what someone needs, so you have to be proactive. So here is how it looks like for me: 🔷 Feedback as Fuel: Feedback isn't a one-way street. It's an ongoing, two-way conversation that fuels growth and reinforces trust. 🔷 Create Together: Don't let team members feel alone. Creating small, cross-functional groups to tackle a challenge. Foster together a sense of ownership and shared purpose. 🔷 The Power of a "Ping": A simple check-in via Teams "Hey, how is this topic going?" or "What are your thoughts on this?" can open a door for a fruitful conversation and discussion. This approach doesn't fit for all, but it helps ensure that everyone, no matter where they are, feels heard and supported. I'd love to hear how you handle this in your own teams. How do you empower the people around you? #Leadership #Empowerment #insideHugoboss