So, we’ve followed LEAP – listening without interrupting, empathizing with the customer given the facts he or she expressed, asking clarifying questions and check-downs, and producing an immediate remedy and long-term process changes to prevent the problem moving forward. Along the way, we’ve kept our customer informed and earned their approval for paths forward. But why go to all this effort when we could just follow the wisdom of “The customer is always right?”
Let’s say that’s true – your customer knows what’s best for them, not you. Your customer has already been inconvenienced with the problem at hand. Why waste their time when you could do what they ask? They’ll come back to you in the future, confident that if things don’t go well then you’ll take care of them. Also, you’ll quickly move on to serving more customers. And, the customer will spread the word about how you took care of them.
In Buffalo, we have a fine grocery store chain that appears to follow this axiom. In practice almost everyone I know who shops there has a story about someone who brought an unsatisfactory item to the store’s customer service desk. Regardless of the problem, even if it was simply that you didn’t like the product, they’d replace the item with something you liked on the spot.
But not every problem is that simple. Does the customer really know the best way to solve the problem? You’re the expert, solving similar problems more often and in greater variety. What if the customer is missing some of the facts? What if you’ve seen their suggested remedy fail for other customers before? What if they’re asking for something that violates your Terms and Conditions? What if it’s not fair as you see it?
It’s hard to frame this in a grocery store scenario–not every business is a grocery store. What if you’re an auto mechanic and your customer suggests a solution that you know would endanger them later? You wouldn’t do it. You honor your customer when you propose a better solution and humbly make the final decision theirs. If they’re not willing to go along, honestly spell out the limits of what you can do. In grey areas, I often find myself negotiating, based on quickly grasping the principles that each side values. Humor goes a long way deflating the stress in the situation.
I think that “the customer is always right” seems to work in simple situations, where facts can quickly be assessed, the cost to get the facts is much higher than the remedy, or the customer isn’t going to hurt themselves. I believe that “propose a better idea” seems to work best when facts are hard to assess well, the cost of fact finding is much lower than the remedy, or the customer could hurt themselves unintentionally. The long term relationship is almost always worth more than the immediate issue, so choose the method that favors your relationship. And remember to go back and improve your process after.
Is there anything I’ve learned from growing my “tough conversations” method over the years? Of course! We’ll talk about that in the next post.