WE'RE SO SORRY: WHY ROBOTS WON'T WIN

The notion that an apology has two parts is rooted in its art and science.

In its art, it’s all about delivery, the way someone says the two words … sincerely and with empathy.  [Psychologists often recommend offering a hug, a donation to a favorite charity, even the top ten reasons … to make the delivery more human, more real.] 

Its science has more to do with content than its flair, from ensuring that “I’m sorry” refers to the same situation to a promise not to do it again.

Those on the receiving side, believe it or not, treasure the response.  A 2009 study from the University of Nottingham School of Economics, offering complainers words or cash, found that almost 50 percent preferred the apology.  Over pure hard cash.

Yet, despite our knowledge that the more humane we get, the better, many businesses, groaning under the onslaught of customer complaints, turn to software as an answer.   In the past, companies did resort to an automatic responder who garbled the language in making amends for some mishap.  Airlines have been a prime culprit, er, user.  Fliers were often taken aback, insulted, and even felt minimized when the computer spit out a rote or form letter.  And they often voted with their credit cards.

Today, hundreds of customer care agents work for U.S. airlines and other merchants and service purveyors, trained well in how to say “I’m sorry” in real life. 

Proof that human “mea culpas” are best.

PSSST ... DID YOU HEAR ... ?

In most places, the grapevine works overtime – though its practitioners might not.

It’s human nature to gossip and complain, agree most psychologists.  Yet what’s not so humane are the times that management either doesn’t know or ignores the issues.

And if frequent enough, those bitches and moans just might lead to anonymous reviews on glassdoor.com, to workplace incivility, higher absenteeism (and lower productivity), and retention issues.  Not to mention legal actions.

New software provider Memo has it solved (it thinks).  It’s designed an anonymous e-forum to vent – and yes, management reads and responds.  Major employers like Amazon and Deloitte have subscribed.  Later this year (pre-IPO), Memo will launch tools that collect data on employee sentiment, moderate comments, and engage with workers.

Which is where we, as marketers and communicators, gotta step in.  Software that interacts with employees?  Seriously.  How about leaders who share issues, validate that problems are real and that solutions are in the works? 

Today, working for companies with a purpose is more than a candidate request.  Balancing (or blending, the word we prefer) work-life demands is not just the fervent wish of millennials.  And transparency, very soon we predict, will be mandated by potential new hires.  And why not?  Those companies with the highest morale and greatest collegiality, research shows, are also those where employees can respectfully complain.

Where is your company on the kvetch scale?

ONE BRAND, NO BLAME

Pity today’s customer service agent.

 We do.  Regardless of the industry or the nature of the complaint, whether we’re in an IVR system or face to face, many of us now routinely game the system by “zeroing out,” asking to “escalate, please,” and following up with nasty-grams to media ombudspersons and even the CEO.  [Yes, we’ll admit to grumbling rather loudly about product and service and billing issues.]

 In other words, those on the corporate frontlines must have the patience of a Job, as well as continual training and reinforcement. 

 It’s the reinforcement that intrigues us.  Delta Air Lines, for instance, is sending its 11,000 agents back to school to counter a very bad year in ratings, arrivals, and baggage handling.  Their five ways to wow customers range from being present to listening and empathy exercises.  “It’s all in how you say it,” explains one of the company’s training facilitators.

 That’s a great start.  How much more powerful would the learning (and reinforcement) be if those lessons were linked to the brand?  At its ultimate, customer service expresses the brand, resulting in well-defined behaviors, engaged customers, and emotionally-connected employees.    [Not to mention increased brand equity and higher profits.] 

 No doubt, branding frontline service requires time, both in its creation and execution.  To work well, it must also be integrated holistically into everything every employee says and does, not just those handling customers. 

In addition to educating all on branding abcs, there are champions to identify, teams to assemble, and, most critical, foundations to put into place:  goals, strategies, tasks, behaviors, measurement, and compliance.   That process needn’t be filled with jargon or too many steps.  Nor overly complicated in words and design.   Or burdened with a ton of rules and regulations.  After all, the best customer service is about doing the right things in the right ways for the right reasons.

 Hmmm:  Common sense and customer service share more than a number of letters.  Adding the brand to that mix equals success for businesses today – and tomorrow.