Recently my wife and I were in a big box flooring store buying tile for upgrades we are making on our home. As with many retail establishments trying to get back in business after the pandemic, this retailer had its challenges. They were short-staffed, so it took longer to complete the full sales cycle. I never saw a manager in the store that evening. While I was waiting to talk with a salesperson, another customer began complaining to an employee. The employee was assembling his order. His issue was about the time it took to have a salesperson help with his order and then to have the selection pulled. He wasn’t quiet about it either. He became somewhat animated. I sympathized with him; however, I noted that his approach was unproductive as he complained to the wrong person. He directed his anger at an employee equally frustrated by the situation. He might have been more effective if he had found a manager to express his thoughts. Or maybe even a letter to the company CEO. But railing at a non-management employee? Hardly a wise decision.
Complain to the right person about the correct issue.
Whenever I observe or hear of someone getting ugly with someone trying to help them, I remember a story I heard early in my career. I don’t know if it’s true; however, the message is instructive. The story tells about someone trying to get an airline flight home after a difficult week. Thunderstorms in the area created a challenge for the airlines. As it took longer for the ticket agent to find a suitable flight, this passenger became more agitated. He berated the ticket agent, complaining about her employer’s poor customer service, and suggested that she was incompetent. Ultimately this gentleman got his ticket and boarded his flight. However, he landed in Peoria, not his destination, and his luggage arrived in Timbuktu. As I said, I don’t know if the story is true, but from my experience, it certainly could’ve been. It was likely a punchline to a comedian’s joke, however prescient. The moral of the story is never making an enemy of someone trying to help you.
Please don’t misunderstand; there is a time and place for customers to express their displeasure with their service. Hearing customer feedback is critical to help companies improve their operations and become more competitive. However, one must deliver input to someone who can make a difference. Make a meaningful contribution by offering your complaint to customer service representatives, a manager, or someone responsible for the customer's experience. Share on X Otherwise, you have wasted your time and that of your target.
Successful employees quickly learn that a large part of their job is to solve problems. They are successful because they present solutions that resolve negative situations. Employing this strategy ensures further career success. Most corporate types have heard their superiors say, “bring me solutions, not problems.” I have witnessed the benefits of following this career-development strategy. My career was launched and maintained by finding solutions to problems that were hurting my company’s effectiveness. I know of many people who have had success following this principle.
Let’s return to my experience at the flooring store. The picker noticed my cooperation during this situation and pointed that out to the complaining customer. I nodded in agreement that it was not his fault as he was also a victim of their staffing shortage. I can tell you; he bent over backward to help me when it was my turn to be served.
If you have an issue with a vendor, find someone to help you resolve your issue. Make sure that person understands how their service failed to meet your expectations. But don’t stop there. Send a letter to a more senior manager with a summary of the incident. A written note is especially relevant to recognize a satisfactory resolution. Doing so is an opportunity to generate goodwill by recognizing the person who helped you experience a positive result. Don’t waste time complaining to someone who cannot resolve the situation. Seek out someone who can.
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Jim Weber – Managing Partner, ITB Partners
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About the author: Artie Ruderman: Partner, ITB Partners, Management Consultants / CEO