Customers— Are You Really Listening To Them?

Q. I’m in customer service and just got through handling a customer’s problem. My boss was passing by and heard part of the conversation. When the customer left, he asked me, “Bob, are you really sure you’re hearing the customer’s viewpoint? While you were explaining your solution, the customer seemed agitated.” I think I listen well; how can I be sure?” —Frank T.

A. Here’s a quick way to find out. Take this short quiz, and give yourself 1 to 10

points for each behavior. If you score 90 or more, you’re 90 percent (or more!) effective in really listening to your customers. Let’s look at each technique more closely:

I restate what the customer said to make sure I understood correctly

I take notes when talking to customers to remember key information

Even if I'm upset by what is said, I keep my emotions under control

I ask questions to clarify the customer’s concerns.

I weigh what the customer is saying rather than judge his/her personality.

I try to see the problem from the customer’s viewpoint.

When I am talking with a customer, I am not easily distracted.

When communicating face-to-face with a customer, I let them know I'm

listening with an appropriate smile, a nods or a word of acknowledgment.

I listen for the customer's emotional meaning as well as the words used.

I’m eager to resolve their concerns, show it easily, and try to make the customer a

friend of the company.

Restate what the customer is saying.

This is the only way you can be sure if you really heard the customer’s concerns accurately. When you say, “Let me see if I have this right: You’re concerned about… and you’d like us to…” and the customer agrees, you know that you’re both on the same page.

Take notes.

When the customer sees you taking notes, you’re sending a message that you care enough to make sure you have accurate facts. The customer appreciates this, and it also lets you deal with each concern in an organized way.

Stay calm.

Especially when the customer is upset or angry, you have to be in control, and not be dragged into their emotions. This way you project stability, control, and professionalism. And, with your emotions under control, you’re more likely to understand the problem and potential solutions more easily.

Ask questions.

This is another great way to clarify understanding. It shows you want to get to the key issues, and that you really care about the customer’s concerns. It’s also a faster way to get to the key issues, rather than just letting the customer do all the explaining. Sometimes customers don’t have the technical background to explain what’s happening, and can only say something like, “It goes ching-chug when I turn it on.”

Don’t judge the personality.

You’re not going to like every customer you deal with—that’s life. But if you let your dislike for a certain behavior pattern (he’s loud; she talks too slowly; he mumbles; she’s disorganized) you’ll filter what they’re saying and not get to the real issue easily. Look at the problem the person is having, not the problem you’re having with the person.

Look at it from the customer’s viewpoint.

You may have the best quality windshield wipers on the market; they may have passed all the consumer tests available. But if they don’t work to the customer’s satisfaction, that’s the problem that must be corrected. It doesn’t matter what you think; it matters what the customer thinks.

Don’t be distracted.

Focus only on the customer’s problem—not on personal issues, not on something else that’s happening nearby, not another customer’s problem. Real listening requires a tight focus of attention, and that’s not easy; it’s hard work.

Show you’re listening with nods and smiles.

Engage yourself with the customer, and show your connection by smiling, nodding, or saying things like, “Ok,” “Fine,” “Right,” as you’d do in any good conversation.

Listen for the feelings, not just the words.

Knowing you have to replace the windshield wipers is only one part of your job. You need sensitivity to know that the customer feels distrust for your company; or he’s frustrated with your product; or he feels helpless about getting the problem solved, because other companies didn’t help him.

Look forward to helping customers eagerly.

You have to want to do this for a living; feel satisfaction and pride when you help solve a problem; feel good that you have an opportunity to make a friend of the customer. If not, you won’t be as effective as you’d like—or the customer has a right to expect.