June 1, 2026

Complaints are Opportunities

Complaints are Opportunities
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Season 2

In today’s fiercely competitive world, Customer Service is key to growth and profits. Nothing strikes more fear in an employee’s heart than a customer with a complaint. First thought might be, “Where can I hide?” Face it: you can’t. What you can, and should do, is address the situation and, in the process, retain those customers and the money they spend with you. The first step is realizing that any complaint from a customer—or a coworker, for that matter—is an opportunity to learn and to grow.

ASharpe Outlook is broadcast live Mondays at 8AM PT on K4HD Radio - Hollywood Talk Radio (www.k4hd.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). ASharpe Outlook TV Show is viewed on Talk 4 TV (www.talk4tv.com).

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WEBVTT

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This program is designed to provide general information with regards

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to the subject matters covered. This information is given with

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the understanding that neither the hosts, guests, sponsors, or station

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are engaged in rendering any specific and personal medical, financial, legal, counseling,

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professional service, or any advice.

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You should seek the services of.

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Competent professionals before applying or trying any suggested ideas.

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Hello, and thank you for tuning in to a Sharp

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Outlook on pay for HD radio and Talk or TV.

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I am Angela Sharp, your host.

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I'll arm to your discussions with industry experts will give

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you the steps, tools and information to be successful in

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business and to prepare you to be your best self.

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Hello, I'm Angela Sharp. Here at a Sharp Outlook, a

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place where you get informed and learn best practices for success.

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And today we are going to talk about a very

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important topic. Complaints. Customer complaints. They're not something that's bad,

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they are opportunities for you, and in today's fiercely competitive world,

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customer service is key to growth and profits. Knowing how

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to retain customers, build a presence and market share, and

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improve worker performance is crucial. Almost nothing strikes more fear

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in an employee's heart than a customer with a complaint.

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Most employees would rather have a root canal than deal

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with customers who aren't pleased with a product or service

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they purchase from your company, And so we want to

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talk about how to turn that that what you consider

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some of one of the worst times ever into an opportunity.

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Your first thought might be, where can I hide? Face it?

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You can't hide, But what you can do and should do,

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is address the situation in the process retain those customers

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and the more and the money they spend with you.

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The first step is realizing that any complaint from a

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customer or a co worker for that matter, is an

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opportunity to learn and to grow. Many customers simply take

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their business elsewhere. I don't think that's what you're wanting

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them to do. Those who come to you with a

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complaint are giving you an opportunity to solve their problems

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and identify what changes in your company's products or services

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might need to be made. What are the barriers that

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prevent you from satisfying the customer? Most barriers involve policy,

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procedures and processes, and maybe outdated policy that prevent employees

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from offering practical solutions and doing so in a timely manner. Well,

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my guest today is John shol and he is an

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expert in the business of customer service and training and

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teaching your organizations and the members of your organization how

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to have a winning customer service. I would like to

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invite John to the show right now so we can

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talk about complaints on how to handle them in a

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manner that you don't lose your customer. Hi.

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John, Hi, Good morning, Angela.

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Good morning to you. And so we're going to be

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talking about customer complaints, and I know you have great

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insight on what needs to happen when you have a

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customer that's a little unhappy.

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Angela, you did a really good job with the introduction

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and could just stole all my thunder your right that

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complaints are an opportunity to fix problems that you have.

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All of us, no matter how good we want to be,

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we make mistakes, yes, and things go wrong, And when

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a customer becomes irate or difficult, or raises their voice

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or becomes you know, starts to complain, You're right that

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most employees run for cover and they lie. I'd say

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eighty percent of employees lie anything to get out of it,

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good goodbye. And they don't realize that this is a customer.

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And what's more important is they don't realize the value

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of the customer. So ninety nine companies have no grasp

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of how much a customer really costs them if they leave.

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They think it's a twenty five dollars transaction. No, it's

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not twenty five dollars. If you look at the history,

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let's say the history of a customer's ten years, and

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they spend twenty five dollars one year, thirty, the next year, fifty,

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the next year, seventy, the next year, eighty, the next year.

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You need to take a look at that value over

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the ten years, and it's not now a twenty five

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dollars decision. It could be eight hundred and fifty dollars.

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So you're saying goodbye to eight hundred and fifty dollars. Now.

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It costs a lot of money to market to get

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new customers, so nobody thinks about the importance of keeping

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a customer. And employees they don't care. They this guy's

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a jerk, he's a real ass. Just let's get rid

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of We don't need them in our business. Okay, he could.

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And the people that complain are usually some of your

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most valuable customers. They spend the most money with you,

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they're the most demanded, and they expect results. And when

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you screw up is all you got to do is

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take responsibility. But angel that means you've got to lose face.

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So if you made a mistake, you know, the most

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important thing in terms of handling complaints is is to

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say I screwed up and it's all my fault. Now,

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you got it. You might have to take out more

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insurance at your company if you train employees to do that,

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because some customers may die of an immediate heart attack

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because they've never heard an employees say that in their life,

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so they can says die right on the spot. But

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I can count on one hand all the times I've

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ever had an employee in my life say I made

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a mistake and it's my fault.

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Yeah. Yeah, that ownership is really important, and you're right.

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They don't we say I'm sorry, but really you don't

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mean i'm sorry. You just say i'm sorry that you're complaining.

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Just get out of my life. But I'm saying i'm sorry.

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It's nice and it's polite, but it's not. It's not

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going to really just handle the thing because most companies,

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you know, are poor. I sent an email yesterday morning

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about six o'clock to a new mortgage company that's handling

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one of my rental properties called Vallon Va l O

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N and said, I am surprised that you don't have technology.

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I'm surprised that with a company of your size that

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you cannot afford a call center that could answer questions.

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So when you call them, they say I need the

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last four digits of your Social Security number. When you

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give it to them, it says that didn't work. We

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need your the ZIP coded five digits for the zoop code,

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and none of it gets through. They never called me,

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and I said it's urgent, you need to call me,

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but they haven't called me. Now I didn't choose them.

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They took over the mortgage on a couple of properties

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I own, but because there's a hell of a screw

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up where they're taking money out of the wrong account,

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and I thought it was probably my fault, but now

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I realized that so they're so incompetent that is probably

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their fault. So companies sometimes don't have execution right. And

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you know, there's six steps we teach in customer service,

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and this is in the Feelings program that I developed

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and wrote in nineteen seventy nine, Angela Before You Were Born,

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and it was released in January of nineteen eighty and

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those six inciples are as valid today as they were

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back then. Number one, you got to feel good about yourself.

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Number two, you've got to have practice the habits, the courtesy,

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you've got two three seconds. Number three, you got to

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use positive communications. That means that you've got to smile,

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you got to be polite, you've got to have good

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verbal language. You got to call by their name. Most

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people today don't have good soft skills, you know, spend

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all their time on their apps playing games, and the

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young people today are really weak on soft skills. You

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got to perform. You've got to do what you said

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you're going to do right. And that's where we all

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fall down. So there's a lot of complaints either because

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the present was rude and different, or you didn't do

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what you said you're going to do. And then the

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fifth item is you got to really listen to the customer,

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tune in and pay attention to what they're saying, tell

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me again, Angela, how we screwed up on this thing? Angela,

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can you expand on what we did wrong? I want

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to have a better grasp of what we got to do.

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You're forcing them out of their emotional mind into more

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of an analytical mind. And then the step is you've

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got to learn about your products and services. I think

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in any business you can tell in seconds if the

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employee knows what they're talking about. You can smoke up

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somebody's you know ear, you know by lying, you can

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tell if people really know what they're talking about. And

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so you learn about your products and services. So and

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by the way, if you do LS, you move up.

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A lot of people would like to make more money.

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The easiest way to make more money is be more

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effective than anybody you're working with, r dispensable and extraordinary. Now,

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part of that is you've got to teach people how

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to handle irate customers. In nineteen seventy nine we did

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the design for Feelings, the feedback and the pilots that

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we did is we need two things. They wanted. They

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wanted to know what's in it for me? You know,

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I'm improving my customer service. So what how is it?

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How is it going to help me? So we built

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in getting people to feel good about themselves. It's probably

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the singular most powerful part of the Feelings program. The

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second thing they wanted add it is how do we

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handle complaints? How do we handle these irate customers because

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they're just ruins and employees? Yeah, yeah, And I find

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that you don't really need to ever become my rate.

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To send an employee into orbit is all you got

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to do is raise your voice and they scattered, very defensive.

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And if you really want to piss somebody off, if

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you really want to send them to the moon, take

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a picture of the Oh my god, that will I mean,

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they will go nuts. Okay, So but.

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I was going to say, I think a lot of

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companies what the problem is they're not understanding and what

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a great opportunity that they have. They're learning about something

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in their organization, a process, a procedure of the way

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the product was made, the way that it was package,

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or whatever it is that the customers complaining about. They're

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getting more feedback than they arrogant from some marketing study

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that they're trying to do. And those things are extremely expensive,

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and the people they pick they generally are there and

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going to tell you what you want to hear instead

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of the truth. So being able to get the truth

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from a customer that's saying, I've been here shopping for

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the past ten us and this is what's going on

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with your product or your service has fallen down from

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the way it used to be ten years ago, and

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whatever they're saying. You need to be writing those notes

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down because those are process changes that you need to

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make in your organization instead of, like you said, just saying, oh,

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we don't care. Just let this person go about their business.

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We don't care what they're saying or what you know

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is going on. We'll get another customer that's their mindsight.

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And it's very expensive to get new customers, very very expensive.

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In New York City, it costs for a restaurant to

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get a new customer could cost him twelve hundred dollars

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a person. So now I lose that customer. I mean,

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just think of that, that just to get them as

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twelve hundred dollars, very very expensive. So complaints are opportunities

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to solve problems, keep a customer more loyal, and to

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improve your system. So if an employee, here's a complaint.

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They need to let management know here's what the problem

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is and here's what we should do different The manager

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if they hear about complaints, they need to go and

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figure out how they can change their systems to eliminate that.

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The biggest problem Angela is that most people have never

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been trained on customer service, right, Most people have never

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been trained on how to handle a difficult or irate customer.

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And it increases employee turnover. So the typical employee turnover

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in most organizations is probably twenty five percent, fifty percent,

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so it's one hundred percent, you know. So you if

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you have really well trained employees that really understand customer service,

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you're going to have more execution, you're going to have

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less problems, you're going to have less complaints. And then

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part of the process is you want to teach people

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how to handle difficult customers, how to handle complaints. How

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it's an opportunity.

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But you know, one of the other things I think

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is the problem is they don't empower those employees to

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be able to answer the customer's problem. They don't give

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them they don't give them the ability to make a

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decision on the spot that will resolve the issue that

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will make the customer happy. And instead they you know,

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like you said, they might go out and just lie

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to them just to quiet them down, when they could

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actually talk about resolutions to the problem if they were

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taught how to do that. And now you're building trust,

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you're making the customer think your care. But you've got

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to empower these people so that they can, you know,

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talk to the person that's in there upset.

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And empowerment means that the employee has to be able

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to make a decision on the spot in favor of

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the customer. Yes. So empowerment is not you're empowered to

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say no. I mean that's the first word that most

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employees are taught no, no, no, no no. We need

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to learn how to teach people to say yes. And

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empowerment is the most complicated thing to get an employee

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to use.

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Yes.

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Employees know, they just know in their head, in their

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mind that if they made an empowered decision to satisfy

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the customer, they would lose their job. That is the

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number one reason employees will not make an empowered decision.

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You have to overcome that by applauding people that make

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empowered decisions. If it's had a staff meeting. You say, Greg,

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yesterday I saw you make an empowered decision, and you

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explain what the employee did, and the other employees see

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the guy getting recognition. He didn't get fired. It gives

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him more reassurance. You got to look for opportunities. If

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you have a company newsletter when you hear about empowerment,

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make a big deal out of it in your newsletters,

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in any of you any of your communications. Because the

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greatest fear employees have ANGELA is they are going to

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get fired. They just know they're going to get fired.

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It's not even a fear, they just know it's going

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to happen. Now, nobody really gets fired from making an

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empowered decision, but it's this tremendous fear, and nobody wants

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to go home at night and tell their spouse or girlfriend,

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I lost my job today. I don't know how we're

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going to pay the rent next month because I don't

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have a job. Yeah, it's just huge fear.

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Okay, and that fear has come from I'm going to

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have to say it, John, that's some very poor leadership

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in that organization when you have your staff feeling so

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intimidated that if they actually make a decision about the

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job you have placed them in that they are going

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to lose that job, then there needs to be some

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leadership training so that the whole environment can change. You

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know what I'm saying.

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There's only a handful of companies that have really trained

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their staff unempowerment and about two three days ago, I

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ordered four products using my phone from Amazon. They were

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sent to an address in Texas. Was about fifty one

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dollars the cost of the four items. It was my mistake.

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I called up Amazon. I explained the problem. I said,

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I have no way to reach this person. I know

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their daughter, but she doesn't communicate. I don't have their

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phone number. I cannot reach them. I said, what do

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I do? She said, we're going to waive the charges.

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Don't worry about it. You're one of our most important customers.

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So she waived the four items, and while she was

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on the phone, I was on my computer and I

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reordered the four items. Probably ninety nine percent of companies

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would not do that, right, But let me tell you

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the two advantages for Amazon and the two reasons most

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people don't copy. Amazon. Number one, their profit last year

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with seventy seven billion dollars too much profit for most companies.

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The second reason that they don't want to copy Amazon

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is sales increased about seventy eight billion dollars last year.

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It's too much of an increase, it's too much money,

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So most companies don't want to copy what Amazon does.

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I called and I talked to a live person at Amazon. Now,

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the person is in India, I asked them, but they

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didn't want to tell me where they're from. And the

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reason I asked that because I suspected they were from India,

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and I would say customer service in India with most

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companies is about a zero on a ten point scale.

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This person was extraordinarily effective. I asked them, I said,

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you know, why are you being Why are you able

305
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to make this kind of a decision. He said, because

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the company knows that you're one of our most valuable customers. Now,

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to be honest with you, you want to tell every

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customer that you're one of our most valuable customers. You know,

309
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goes back to recognition. These are the soft skills. So

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why can Amazon with a million, six hundred and fifty

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thousand employees, be twenty times better at customer service than

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the typical company, and I'm selling strategy when I talk

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about this stuff. The reason for figuring out how to

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00:21:41.079 --> 00:21:44.759
solve customer complaints is you want to have rapid growth

315
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at your companies. You want to grow faster than anybody else.

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And if you can build a brand, Angela about around

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your business being the service leader. I mean not be

318
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a but I mean you could really build a brand.

319
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You can increase the value of your business one hundred percent,

320
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five hundred percent on thou So we're not talking about

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twenty dollars or two hundred dollars or two thousand dollars.

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We're talking millions of dollars for most businesses if they

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could improve their if they could build a brand around

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the customer experience. And that does not mean adding more employee,

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you already have way too many importance. What it means

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is putting people on eight cellders, teaching them the soft skills,

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teaching them the customer service skills. Angela. I suspect the

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vast majority of employees don't know they're in customer service.

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They think they're in healthcare, retail, IT software. They don't

330
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understand they're in customer service. Right and as they go

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through the educational process, grade school, high school, college, vocational schools.

332
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None of them teach customer service. Right, So if you

333
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wanted to be a plumber, you wanted to be an engineer,

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nobody teaches your customer service goals. We're supposed to know

335
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it from birth. Well, you know that you need to

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teach people. It's not complicated. And the mistake that companies

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make Angela is they take their staff. Let's say it's

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twenty twenty six, and let's say they have fifty employments

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and they have a twenty five percent employee turnover, right,

340
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so they lose, you know, twelve employees every year, and

341
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they believe that if they take a three hour course

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on customer service, and let's say the average age is

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twenty seven years old, that they're going to take this

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twenty seven year old and change his and her entire

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life and make them perfect because they went through three hours.

346
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And then with the employee turnover, every year, they're adding

347
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another twelve people, right, and after about four or five

348
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years they have a complete turnover, and nobody's ever been

349
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trained in customer service and they and so it's like

350
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wanting to learn Russian. You know, I took a nine

351
00:24:26.000 --> 00:24:30.599
week course learning Russian, and I didn't do very well,

352
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to be honest with you, I mean it's very difficult.

353
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And then they have another course. They just you know,

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they have a lot of courses. We think that we

355
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could learn customer service and two hours you can learn Russian.

356
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In two hours we can learn Chinese and two hours

357
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you're not going to do it. You want to dramatically

358
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improve sales, whether you have ten employees or twenty or fifty,

359
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or two hundred or two thousand, I think it's important

360
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that you train all of them on the skills in

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the art of customer service. And there are three things

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that we do that are really important. Number one, you

363
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got to change behaviors and attitudes. If you don't do that,

364
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you're not into the game. I don't care intellectually what

365
00:25:25.559 --> 00:25:29.440
you know, it's what do you do? You got two seconds?

366
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Three seconds, and so it's an attitude and behavior change.

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And then the second thing is you've got to start

368
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teaching the skills a skill. It's not complicated. Why not

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use the customer's name? What is so complicated about saying

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John right, or good morning, mister shoul or hi angela,

371
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missus sharp? How are you Okay, we don't use the

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person's name. These are skills, right, and what you wanted

373
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if you want to own the market. If you don't

374
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give a dang it, you know, this podcast has no value.

375
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But if you want to really make a change, you

376
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know you want to be able to do that, and

377
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you've got to teach your host aff Now, if you're

378
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just an individual listening to this podcast and you say, hey,

379
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I just work here, I'm not the owner, I'm not

380
00:26:28.720 --> 00:26:34.920
the manager. We have twelve online learning courses on our website.

381
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ASH don't forget the service dot com that people could

382
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go through on their own. They could. So if they're

383
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in Austin, Texas, or they're in Billings, Montana, you know

384
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they could, they could on their own. You know, learn

385
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these skills because your mind is your greatest asset. Anything

386
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you can do to build your mind. And I've always

387
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I grew up very poor. I didn't have any money.

388
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My dad died when I was seven. My mother raised me.

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We never knew we were poor, but we were poor.

390
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Let me tell you what, Okay, but she really managed

391
00:27:16.720 --> 00:27:19.920
her money, which she lived off the life insurance. My

392
00:27:20.000 --> 00:27:24.359
dad sold the prudential life insurance I didn't like being poor,

393
00:27:25.200 --> 00:27:28.559
so I've always been more financially driven, trying to make money,

394
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and so money has been a high priority for me.

395
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And so to do that, you got to develop yourself

396
00:27:39.920 --> 00:27:43.599
and you got to build your mind. Your mind is

397
00:27:43.640 --> 00:27:48.440
the greatest asset that you have. I was talking to

398
00:27:48.519 --> 00:27:53.119
a partner in South Africa last night and I asked

399
00:27:53.119 --> 00:27:58.519
her if she had ever read Elon Mus's book called

400
00:27:58.559 --> 00:28:03.839
Elon Musk and she's in South Africa. They said, he's

401
00:28:03.880 --> 00:28:07.000
the richest person in the world. He's from South Africa.

402
00:28:08.119 --> 00:28:11.079
I said, I can't believe you have not read the book. Now,

403
00:28:11.119 --> 00:28:17.039
this book is about six hundred and sixty pages. Okay,

404
00:28:17.079 --> 00:28:21.400
it's really thankful. But you know, I've rated it at

405
00:28:21.519 --> 00:28:24.079
ten when I read it, and I read it on

406
00:28:24.599 --> 00:28:28.039
October twenty nine is when I completed. At twenty twenty three.

407
00:28:28.200 --> 00:28:30.880
I rated it at a plus. And if you were

408
00:28:30.920 --> 00:28:33.599
to go through the book, I have marks on at highlights.

409
00:28:34.279 --> 00:28:36.519
Now this book would take me about twenty minutes to

410
00:28:36.599 --> 00:28:41.559
rego through again if I just look at all the highlights.

411
00:28:41.720 --> 00:28:47.359
But what I'm talking about is we have to build ourselves. Okay,

412
00:28:48.920 --> 00:28:52.759
and not just in customer service, but whether we want

413
00:28:52.799 --> 00:28:55.279
to be a manager. If I wanted to be a manager,

414
00:28:55.640 --> 00:28:58.359
I should be reading every book on leadership and management

415
00:28:58.400 --> 00:29:01.000
I can find. Right, if I want to be the

416
00:29:01.039 --> 00:29:03.559
best at customer service, I want to be like an Amazon,

417
00:29:03.640 --> 00:29:06.680
I should be reading books on customer service. Don't read

418
00:29:06.680 --> 00:29:10.880
one stupid book. No, eight books on customer service too

419
00:29:10.880 --> 00:29:15.519
on success? But so what, okay? So what okay? You

420
00:29:15.559 --> 00:29:19.039
read eight books, you're going to become perfect, you know.

421
00:29:19.680 --> 00:29:23.240
So you've got to build people. And by the way,

422
00:29:23.240 --> 00:29:26.160
here's the interesting thing of small companies versus large companies.

423
00:29:26.519 --> 00:29:29.640
If you are working for three M and they said

424
00:29:29.680 --> 00:29:32.599
we have a course that we're implementing on customer service,

425
00:29:33.920 --> 00:29:36.880
and you said, I'm really too busy. I don't have time.

426
00:29:36.920 --> 00:29:40.079
I'm already perfect, I don't need it, your future at

427
00:29:40.079 --> 00:29:44.519
three M would be very limited. Right, In small companies,

428
00:29:45.640 --> 00:29:48.599
most employees that really need this stuff say I'm too busy,

429
00:29:48.680 --> 00:29:53.839
I don't have time. So management needs to say, at

430
00:29:53.839 --> 00:29:57.920
our company, all of us are going to go through

431
00:29:57.960 --> 00:30:04.240
this training. And if you don't have time, you know,

432
00:30:04.359 --> 00:30:06.640
then you're going to have to find another company to

433
00:30:06.640 --> 00:30:11.480
work for. But I expect all of us to go

434
00:30:11.559 --> 00:30:18.240
through this training and to implement these skills. And so

435
00:30:18.559 --> 00:30:23.640
the problem that small companies have is that fifty percent

436
00:30:23.640 --> 00:30:25.440
of the employees are saying, I'm too busy, I don't

437
00:30:25.440 --> 00:30:30.440
have time, I don't need this stuff. I'm already perfect.

438
00:30:30.640 --> 00:30:34.680
I talked to God yesterday. He annoighted me. I talked

439
00:30:34.720 --> 00:30:42.240
to Pope Leo. He said, I'm good. The people that

440
00:30:42.359 --> 00:30:44.599
need this the least, that are the best, are the

441
00:30:44.599 --> 00:30:47.279
first to assign in and participate, and they get the

442
00:30:47.279 --> 00:30:52.240
most out of it. If you got forty employees, you

443
00:30:52.319 --> 00:30:57.319
have tremendous amount of contact with those with your customers, right. Yeah,

444
00:30:58.160 --> 00:31:02.920
and every day, if if let's say twenty percent of

445
00:31:02.960 --> 00:31:06.440
the transactions are weak, the employee doesn't do a very

446
00:31:06.440 --> 00:31:10.640
good job, you're at risk. It's huge. This could be

447
00:31:10.759 --> 00:31:14.200
millions of dollars of revenue for your firm, hundreds and

448
00:31:14.279 --> 00:31:18.279
hundreds of thousands of dollars. So your weakest link can

449
00:31:18.319 --> 00:31:18.839
destroy it.

450
00:31:19.440 --> 00:31:19.680
Yeah.

451
00:31:21.279 --> 00:31:26.079
So it's so handling complaints is first of all, if

452
00:31:26.079 --> 00:31:28.960
you have if you have flawless execution, you're gonna have

453
00:31:28.960 --> 00:31:30.359
a whole lot less complaints.

454
00:31:30.680 --> 00:31:30.920
Right.

455
00:31:31.440 --> 00:31:34.640
I believe we did this for the military when they

456
00:31:34.759 --> 00:31:38.799
used our program. You can reduce customer complaints easily by

457
00:31:38.799 --> 00:31:44.720
fifty percent. You've got to trade people to deliver excellence

458
00:31:44.759 --> 00:31:48.480
in customer service. Part of that training is they need

459
00:31:48.519 --> 00:31:51.599
to learn how to handle complaints, difficult customers.

460
00:31:53.359 --> 00:31:59.400
Yes, yes, absolutely, you know the whole concept of customer service.

461
00:31:59.440 --> 00:32:04.640
They don't underunderstand that the customer is spending money and

462
00:32:04.680 --> 00:32:07.960
that's how you make money so that you can get

463
00:32:08.200 --> 00:32:11.480
salaries paid and you can continue to be in business.

464
00:32:11.759 --> 00:32:15.200
Your customer is the most important thing, not even the

465
00:32:15.240 --> 00:32:19.359
product or the service, the customer because if they're not

466
00:32:19.559 --> 00:32:23.400
happy and they're not paying, you're not in business. So

467
00:32:23.559 --> 00:32:27.359
they somewhere they've got to get the concept. The whole

468
00:32:27.400 --> 00:32:31.160
thing is the customer. That is what you're trying to reach.

469
00:32:31.319 --> 00:32:33.839
That is what you need to keep happy. That is

470
00:32:33.920 --> 00:32:37.359
what you need to keep functioning so that they're they're

471
00:32:37.519 --> 00:32:41.160
doing word or mouth sharing of you being a great

472
00:32:42.200 --> 00:32:47.400
company because you care about your customers. And they don't

473
00:32:47.400 --> 00:32:48.519
get the concept.

474
00:32:49.200 --> 00:32:53.880
Here's another obstacle that we face, particularly in the United States.

475
00:32:53.880 --> 00:33:04.279
Say I'm SULO, I thinks believe they deliver awesome customer service.

476
00:33:07.359 --> 00:33:09.680
I would say that out of three hundred and thirty

477
00:33:09.839 --> 00:33:14.960
million people in the United States, that almost all of

478
00:33:15.000 --> 00:33:20.519
them believe that customer service sucks. So why is it

479
00:33:20.599 --> 00:33:24.599
that the virtually ninety nine percent of the population would

480
00:33:24.599 --> 00:33:29.599
say there is no customer service, it's awful. Ninety nine

481
00:33:29.640 --> 00:33:32.240
percent of all CEOs would say, we're already PERFERCT.

482
00:33:36.559 --> 00:33:39.519
There's a major disconnect.

483
00:33:39.880 --> 00:33:42.880
That's the obstacle that we face. It's a little bit

484
00:33:43.000 --> 00:33:46.599
like being overweight. If you're fifty pounds overweight and you

485
00:33:46.640 --> 00:33:49.160
say I'm fine and I don't have a weight problem,

486
00:33:49.559 --> 00:33:52.279
You're probably never going to lose the weight. You know,

487
00:33:52.400 --> 00:33:56.440
ian ten pounds overweight and ten pounds and man trying

488
00:33:56.440 --> 00:34:02.279
to lose ten pounds of his life really difficult. Problem

489
00:34:02.359 --> 00:34:05.119
is I like food? You know I need to stop eating?

490
00:34:05.160 --> 00:34:09.880
I guess. But we need to teach people how to

491
00:34:10.079 --> 00:34:16.760
handle complaints. Again, the customer does not have to become irate,

492
00:34:17.719 --> 00:34:23.800
and I would say that of employees are going to

493
00:34:23.880 --> 00:34:27.079
go crazy if you just raise your voice. You don't

494
00:34:27.159 --> 00:34:30.400
have to become irate. And in we have a program

495
00:34:30.440 --> 00:34:33.599
called Handling I Write Customers that teaches people how to

496
00:34:33.639 --> 00:34:36.239
handle difficult and I right customers. It's a two session

497
00:34:36.320 --> 00:34:42.159
program implemented in two hours or three hours once a week.

498
00:34:42.199 --> 00:34:45.039
For two weeks, okay, And the venettes that we have

499
00:34:45.119 --> 00:34:48.679
in there are really aggressive, I mean really aggressive. But

500
00:34:49.159 --> 00:34:52.480
I find that in real life it is all you

501
00:34:52.559 --> 00:34:56.199
got to do is raise your voice and the employee

502
00:34:56.239 --> 00:35:00.840
will cry, they'll send you into jail, meaning they're going

503
00:35:00.880 --> 00:35:08.239
to do something to really screw you up. And they

504
00:35:08.280 --> 00:35:12.199
have no value idea of the value that you bring

505
00:35:12.239 --> 00:35:14.960
to the business. You're just you're spending the year at

506
00:35:15.000 --> 00:35:18.639
McDonald's and you're going to spend four dollars on this meal.

507
00:35:18.719 --> 00:35:21.239
And you know who gives a dan. Well, maybe you

508
00:35:21.320 --> 00:35:25.000
go to McDonald's once a week. Maybe you spend on

509
00:35:25.000 --> 00:35:27.280
an average ten dollars every time you go in there.

510
00:35:27.320 --> 00:35:31.800
And that's ten dollars, that's that's five hundred and twenty dollars.

511
00:35:31.840 --> 00:35:33.639
And let's say you've been doing it for ten years,

512
00:35:33.639 --> 00:35:38.400
has five dollars two hundred dollars. So it's not a

513
00:35:38.440 --> 00:35:42.719
four dollars meal, it's it's it's maybe fifty two hundred

514
00:35:42.719 --> 00:35:45.440
dollars that you're looking at. So what do you if

515
00:35:45.440 --> 00:35:47.400
it was fifty two hundred dollars, you knew it was

516
00:35:47.440 --> 00:35:50.360
fifty two hundred dollars, and you got somebody spending four

517
00:35:50.400 --> 00:35:55.719
dollars what could you do? Uh? And and the other

518
00:35:55.800 --> 00:35:57.719
thing that we do. We have a program called Loyal

519
00:35:57.800 --> 00:36:01.679
for Life on service recovery that teaches you four steps

520
00:36:01.679 --> 00:36:05.159
when you screw up. Number one is to act quickly.

521
00:36:05.840 --> 00:36:09.599
All this has to happen at sixty seconds. Number two,

522
00:36:09.599 --> 00:36:12.039
you gotta take responsibility. You can't say, well, it's my

523
00:36:12.159 --> 00:36:16.119
manager's fault, it's accounting, it's shipping, it's you know, we

524
00:36:16.280 --> 00:36:21.280
like to blame everybody else say hey, obviously we screwed

525
00:36:21.320 --> 00:36:25.400
up and it's our fault. Boom. I mean, you're going

526
00:36:25.440 --> 00:36:28.280
to shock the customer. The third thing is you got

527
00:36:28.320 --> 00:36:31.559
to be empowered. I mean you got to be able

528
00:36:31.559 --> 00:36:34.119
to make a decision on the spot. And the fourth thing,

529
00:36:34.199 --> 00:36:37.480
which is important, this is a service recovery. Now instead

530
00:36:37.519 --> 00:36:40.400
of just saying I'm sorry, you got to give something

531
00:36:40.400 --> 00:36:45.320
in a way that has high value, low cost. All

532
00:36:45.360 --> 00:36:49.360
of us have products and services that have high value,

533
00:36:49.760 --> 00:36:57.000
low cost. So let's say I'm at McDonald's and I

534
00:36:57.039 --> 00:36:59.639
went through the drive in and something was wrong with

535
00:36:59.719 --> 00:37:03.800
my meal, and I paid six dollars, And it doesn't

536
00:37:03.800 --> 00:37:06.840
matter what your business is. I'm just using McDonald's right now,

537
00:37:07.360 --> 00:37:10.360
And you come back through again and you're you're upset

538
00:37:10.400 --> 00:37:12.800
and you're you know, you didn't put the ketchup on,

539
00:37:12.880 --> 00:37:16.400
you didn't do this whatever it is, Okay, what's the

540
00:37:16.480 --> 00:37:19.440
employee going to do. They're going to probably just say

541
00:37:19.480 --> 00:37:26.159
I'm sorry, But instead what the employee could do to say,

542
00:37:27.360 --> 00:37:31.599
I am so sorry. Obviously it's our fault. Let me

543
00:37:31.840 --> 00:37:34.639
give you a cupeon here for twenty dollars off your

544
00:37:34.679 --> 00:37:38.320
next time you come to McDonald's and let me exchange

545
00:37:38.480 --> 00:37:42.840
the food that you had so that so that it's fresh.

546
00:37:44.599 --> 00:37:48.239
Now they're real cost out of the twenty dollars and

547
00:37:48.400 --> 00:37:50.199
changing the meal. You know, it might be four or

548
00:37:50.199 --> 00:37:54.840
five dollars. They keep the customer because now what do

549
00:37:54.880 --> 00:37:58.679
you do with that twenty dollars gift card you get

550
00:37:58.719 --> 00:38:04.199
to back? You know most of us are cheap. I'm cheap, Okay,

551
00:38:04.239 --> 00:38:07.000
I'm frugal. I'm not going to cost a twenty dollars

552
00:38:07.000 --> 00:38:10.039
gift card a work. When I come back through that

553
00:38:10.239 --> 00:38:12.400
and I spend the twenty dollars and you screw up again,

554
00:38:12.440 --> 00:38:16.079
it that's you got to help a problem then, but

555
00:38:16.079 --> 00:38:19.880
you got teach service recovery to the frontline employee. Four

556
00:38:19.920 --> 00:38:24.039
things take responsibility act quickly. I means you don't have

557
00:38:24.079 --> 00:38:25.760
time to move it up the chain of command. You've

558
00:38:25.760 --> 00:38:28.320
got to be empowered. And fourth, you got to compensate.

559
00:38:29.000 --> 00:38:33.199
All of us have services that we can give away

560
00:38:33.239 --> 00:38:36.159
that have very little real cost of goods, but high

561
00:38:36.280 --> 00:38:41.239
value in the customer's mind. Now, if you are at

562
00:38:41.440 --> 00:38:43.119
a business and they say I'm going to give you

563
00:38:43.159 --> 00:38:45.480
a free T shirt, it might be a slap in

564
00:38:45.519 --> 00:38:48.159
the face. If you said, I'm sorry, we screwed up.

565
00:38:48.199 --> 00:38:50.320
I'm going to give you a free cup of coffee.

566
00:38:51.159 --> 00:38:57.320
Come on, that's your cheap has no impact, right, So

567
00:38:58.400 --> 00:39:01.079
the goal is to make such an impression that you

568
00:39:01.199 --> 00:39:04.760
flip a guy in sixty seconds who may be wearing it,

569
00:39:05.719 --> 00:39:07.800
telling you I'm never ever going to come back to

570
00:39:07.840 --> 00:39:10.440
your business for the rest of my entire life. In

571
00:39:10.559 --> 00:39:14.719
sixty seconds, you can change his or her attitude where

572
00:39:14.719 --> 00:39:17.760
they say you're the greatest company in the world. Yeah,

573
00:39:18.039 --> 00:39:21.639
that's what this recovery is. But we don't teach that

574
00:39:21.719 --> 00:39:26.280
to employees. We're afraid that employees might give away the store.

575
00:39:27.800 --> 00:39:29.639
By god, think of what would happen if you had

576
00:39:29.639 --> 00:39:33.159
overhappy customers. I mean, you could have so much money

577
00:39:33.159 --> 00:39:39.880
you could buy your own bank, and so problems are

578
00:39:39.880 --> 00:39:42.880
going to happen every day. You talked earlier that its

579
00:39:42.880 --> 00:39:46.360
empowerment is very important. That means the employee has to

580
00:39:46.360 --> 00:39:50.280
be able to make decisions. A single task of every

581
00:39:50.320 --> 00:39:54.400
employee every day and should be to make a customer

582
00:39:54.480 --> 00:39:59.920
over happy. If they're over happy, you own the market. Yeah,

583
00:40:00.360 --> 00:40:04.079
they see the concept. When I started in nineteen seventy nine,

584
00:40:04.119 --> 00:40:07.320
I'm getting older. Now, that's a long time ago. Probably

585
00:40:07.360 --> 00:40:09.719
ninety five percent of your listeners weren't even born by

586
00:40:09.760 --> 00:40:12.679
the time I started to write the Failance program. But

587
00:40:12.760 --> 00:40:15.119
it was based on a simple concept. I saw companies

588
00:40:15.119 --> 00:40:17.079
spending a lot of money trying to bring people to

589
00:40:17.159 --> 00:40:20.000
their place of business, and as the customer walked through

590
00:40:20.039 --> 00:40:22.880
the door, they would issue baseball bats. They hit the

591
00:40:22.920 --> 00:40:25.199
customer on the head as hard as I could. And

592
00:40:25.400 --> 00:40:29.840
I thought figuratively, and I thought, that's really stupid. I mean,

593
00:40:30.000 --> 00:40:33.079
this is really crazy. I said, why is customer service

594
00:40:33.119 --> 00:40:36.440
so bad? And I decided because nobody had ever been

595
00:40:36.480 --> 00:40:39.320
trained in customer service. And the concept was that I

596
00:40:39.400 --> 00:40:42.440
had that if you treat a customer like a ken

597
00:40:42.519 --> 00:40:48.559
Air queen, you treat them specially, you make them feel important,

598
00:40:48.840 --> 00:40:53.039
you deliver an incredible customer experience. Two things happen. Number one,

599
00:40:53.079 --> 00:40:55.679
they come back and they spend more money with you,

600
00:40:56.440 --> 00:41:01.320
but more importantly, they bring their friends. Yes, so Amazon

601
00:41:02.159 --> 00:41:07.039
spends no money on advertising for their products, right, nothing.

602
00:41:07.639 --> 00:41:10.719
They all their ads are to try to get employers.

603
00:41:12.599 --> 00:41:14.719
So they all use word amouth. That's how they grew

604
00:41:14.760 --> 00:41:18.599
the business word about. You have the largest companies in

605
00:41:18.639 --> 00:41:23.000
the world, you know, they just use word about right,

606
00:41:24.119 --> 00:41:27.960
and they have flawless execution, and when they screw up,

607
00:41:28.000 --> 00:41:31.400
they really understand service recovery. So think of the incident

608
00:41:31.440 --> 00:41:34.039
where there were four items totally about fifty one dollars

609
00:41:34.079 --> 00:41:36.280
not their fault, my fault. I told you it's my fault.

610
00:41:37.719 --> 00:41:40.760
I sent it to the wrong address, and they said,

611
00:41:40.800 --> 00:41:46.679
well take care of it. I'll bet you that not

612
00:41:46.760 --> 00:41:49.239
even one percent of the companies and in the world

613
00:41:49.320 --> 00:41:54.159
would do that. Yeah, but most people don't want to

614
00:41:54.199 --> 00:41:59.480
have seventy seven billion dollars in profit. Most companies don't

615
00:41:59.519 --> 00:42:02.920
want to have an increase in sales of seventy eight

616
00:42:03.519 --> 00:42:06.760
billion dollars too much money. So that's really much all THO,

617
00:42:06.880 --> 00:42:09.280
what we're talking about is how do we take our

618
00:42:09.400 --> 00:42:14.000
business whatever it is and start to own the market

619
00:42:14.000 --> 00:42:19.639
because we deliver a better customer experience than anybody around us.

620
00:42:20.360 --> 00:42:24.800
And that means whether you got five employees or forty employees,

621
00:42:24.920 --> 00:42:29.760
or four hundred or ten thousand, every single person has

622
00:42:29.840 --> 00:42:31.960
to be trained on the skills in the art of

623
00:42:32.039 --> 00:42:36.639
customer service. And it can't be just one little magic program.

624
00:42:36.960 --> 00:42:40.679
You need a process where you keep developing the best employees.

625
00:42:41.400 --> 00:42:45.239
Money only brings a person in the door. If you

626
00:42:45.480 --> 00:42:50.480
doubled everybody's salary tomorrow, performance in your company would not

627
00:42:50.599 --> 00:42:51.480
go up one percent.

628
00:42:51.960 --> 00:42:52.440
That's right.

629
00:42:52.840 --> 00:42:56.800
In about thirty days, you'd be out of business. So

630
00:42:56.920 --> 00:43:03.079
money has handcuffs. If you want to get more out

631
00:43:03.079 --> 00:43:06.480
of people, you need to train them. You need to

632
00:43:06.519 --> 00:43:09.719
build their self worth, build their self concept. You need

633
00:43:09.760 --> 00:43:12.440
to teach them how to be more successful. You need

634
00:43:12.480 --> 00:43:16.280
to believe in employees. You believe in customers. And you

635
00:43:16.400 --> 00:43:20.320
believe in employees, and you're willing to keep customers, you're

636
00:43:20.360 --> 00:43:23.960
willing to build and develop your people. You will become

637
00:43:24.239 --> 00:43:25.199
another Amazon.

638
00:43:26.639 --> 00:43:29.519
Yeah. Absolutely, And you know I was even thinking as

639
00:43:29.559 --> 00:43:35.280
you were talking, this is even happening in organizations. One

640
00:43:35.360 --> 00:43:39.239
department to another department. You might have a department that

641
00:43:39.760 --> 00:43:43.599
generates reports and different things like that, but they don't

642
00:43:43.679 --> 00:43:47.840
understand the departments that they're sending those reports too, are

643
00:43:47.880 --> 00:43:51.639
their customers. I used to say this like long time

644
00:43:51.679 --> 00:43:56.679
ago in the seventies, eighties, nineties, when I went into

645
00:43:56.760 --> 00:44:01.239
management and I had my finance staff, do you understand

646
00:44:01.519 --> 00:44:06.280
that the sales and marketing department receiving this information there

647
00:44:06.400 --> 00:44:09.519
are your customers. So you want to be able to

648
00:44:09.559 --> 00:44:14.639
provide the best service to them, the best information to them,

649
00:44:14.880 --> 00:44:17.440
and you want to make sure it's not only on time,

650
00:44:17.880 --> 00:44:21.880
but you've even added some additional information that they never

651
00:44:22.239 --> 00:44:27.519
ask for but will totally appreciate. This is another way

652
00:44:27.639 --> 00:44:33.960
of having customer servers working internally in their companies. And

653
00:44:34.039 --> 00:44:37.239
I've seen where you have two departments don't even speak

654
00:44:37.280 --> 00:44:41.880
to one another because one can't rely on the other,

655
00:44:42.239 --> 00:44:47.519
or they just have this friction. It's just it's something

656
00:44:47.559 --> 00:44:52.840
that can be used in so many different areas.

657
00:44:51.400 --> 00:44:55.840
That are when we train must say it's forty people,

658
00:44:57.280 --> 00:44:59.719
the most important thing is to mix up the forty people.

659
00:45:00.079 --> 00:45:03.000
Let's say you had four groups of ten people age.

660
00:45:03.400 --> 00:45:05.519
You don't want the front desk people that you don't

661
00:45:05.519 --> 00:45:07.880
want shipping separate. You want to take a group of

662
00:45:07.920 --> 00:45:11.920
ten people from ten different departments because in most companies

663
00:45:11.960 --> 00:45:15.719
the other department is the enemy. Yes, and we need

664
00:45:15.800 --> 00:45:20.800
teamwork because everybody has. Everybody's involved in customer service. There's

665
00:45:20.880 --> 00:45:24.679
no more the person that's packing the product, the person

666
00:45:24.719 --> 00:45:27.039
that's shipping the product, the person on the call sid,

667
00:45:27.960 --> 00:45:31.800
the person that's face to face. Everybody is involved in

668
00:45:31.840 --> 00:45:35.440
customer service. The problem is that most employees don't know

669
00:45:35.480 --> 00:45:41.559
they're in customer service, right, and that's a global problem

670
00:45:41.639 --> 00:45:42.079
mm hmm.

671
00:45:43.079 --> 00:45:48.559
Yeah, And it's just a matter of you know, like

672
00:45:48.639 --> 00:45:51.480
I was reading something from one of your books, stepping

673
00:45:51.599 --> 00:45:56.280
into your customer's shoes, how would I want to be treated?

674
00:45:56.559 --> 00:45:59.639
That's what you definitely want to be doing to make

675
00:45:59.679 --> 00:46:03.880
sure that the customer is happy and make sure that

676
00:46:03.920 --> 00:46:08.280
you're meeting their needs and making sure that you've done

677
00:46:08.320 --> 00:46:15.639
all that you can to give them the product, the services,

678
00:46:16.119 --> 00:46:20.280
the delivery. Everything is all part of making sure that

679
00:46:20.320 --> 00:46:26.079
customer is not just comfortable, but excited and you know,

680
00:46:26.400 --> 00:46:29.719
happy about what they have received. And like you said,

681
00:46:29.719 --> 00:46:34.440
you mentioned Amazon, Costco is another one that's really great

682
00:46:35.199 --> 00:46:40.880
in providing great customer service. And it's really important because

683
00:46:40.920 --> 00:46:44.239
when people are out spending money, especially when money is tight,

684
00:46:45.119 --> 00:46:48.760
they can't afford for you to make mistakes and then

685
00:46:48.920 --> 00:46:49.239
not know.

686
00:46:50.440 --> 00:46:55.840
And so I'll give you an example with Costco. I

687
00:46:55.960 --> 00:46:59.840
brought some breed cheese, I thought, but when I got

688
00:46:59.840 --> 00:47:04.760
home there was no bree cheese. So the next time

689
00:47:04.800 --> 00:47:07.239
I was in, I went to the return counter and

690
00:47:07.280 --> 00:47:10.280
I said, I bought a deal of bree cheese, but

691
00:47:10.360 --> 00:47:13.639
I never got it. Can you look at the last invoice?

692
00:47:14.159 --> 00:47:17.599
You know. I gave him my card and they said,

693
00:47:17.639 --> 00:47:20.639
go get you know, some bree cheese. Go to the

694
00:47:20.719 --> 00:47:25.639
return counter and they'll give you the cheese for free.

695
00:47:26.960 --> 00:47:29.519
They didn't say, well, can you prove you didn't get it?

696
00:47:30.599 --> 00:47:31.960
They just trust the customer.

697
00:47:32.400 --> 00:47:32.719
Right.

698
00:47:33.400 --> 00:47:36.599
See, if we're going to be a service leader, we

699
00:47:36.719 --> 00:47:40.159
have to trust the customer number one. Number two, we

700
00:47:40.239 --> 00:47:42.480
have to trust our employees to take care of the

701
00:47:42.519 --> 00:47:47.679
customer to the customer's satisfaction. So I probably spent an

702
00:47:47.760 --> 00:47:50.760
average of three to four hundred hours a month at Costco,

703
00:47:52.599 --> 00:47:55.119
maybe more. It's a disaster. Every time you go in.

704
00:47:55.800 --> 00:47:59.239
You see all this stuff. It's really good and it's

705
00:47:59.320 --> 00:48:02.880
high quality, and you walk out with a half a

706
00:48:02.920 --> 00:48:08.760
cart and it's two hundred dollars. So you know, they

707
00:48:09.239 --> 00:48:13.320
understand the power of customer service. So when you buy

708
00:48:13.360 --> 00:48:18.480
a product at at Costco, they have really a lifetime warranting.

709
00:48:20.039 --> 00:48:22.480
You know. Computers are a little different. But let's say

710
00:48:22.519 --> 00:48:26.920
that you bought a pair of tennis shoes and you

711
00:48:27.039 --> 00:48:29.079
brought them back three years later and say, you know

712
00:48:29.079 --> 00:48:32.360
they got holes in it. I want my money back.

713
00:48:32.800 --> 00:48:36.159
They will, They'll look it up on the computer and

714
00:48:36.199 --> 00:48:43.039
they'll give you a credit immediately. They have a They

715
00:48:43.119 --> 00:48:45.400
don't have too many complaints because they just take care

716
00:48:45.400 --> 00:48:46.119
of everybody.

717
00:48:46.280 --> 00:48:47.639
They make everybody happy.

718
00:48:47.800 --> 00:48:53.039
They really do have a defective product. You know, they

719
00:48:53.079 --> 00:48:54.480
really have a lifetime warranting.

720
00:48:55.039 --> 00:48:57.519
Yeah. Yeah, but again, it.

721
00:48:57.599 --> 00:49:01.719
Looked at the sales of Amazon Costco. You know, I

722
00:49:01.719 --> 00:49:04.559
don't remember the exact numbers right off the top of

723
00:49:04.639 --> 00:49:07.840
my head right now, but I invested one thousand dollars

724
00:49:11.239 --> 00:49:18.400
in two thousand and three in nine companies. One of

725
00:49:18.440 --> 00:49:23.880
them was Amazon. In the stock in Amazon today is

726
00:49:23.920 --> 00:49:27.000
worth Let me just let me just look at last month.

727
00:49:27.079 --> 00:49:30.880
Hang on the second here, I'll just tell you this

728
00:49:30.920 --> 00:49:36.519
is what happens when you're a service leader. To see

729
00:49:36.519 --> 00:49:40.480
if I can find here we Go. This is at

730
00:49:40.480 --> 00:49:44.360
the end of April. The stock at Amazon was the

731
00:49:44.440 --> 00:49:47.679
thousand dollars worth one hundred and sixty nine thou six

732
00:49:47.760 --> 00:49:50.880
hundred and thirty eight dollars. The stock of Costco, the

733
00:49:50.960 --> 00:49:54.519
thousand dollars is worth forty two eight and seventy eight dollars.

734
00:49:55.079 --> 00:49:59.440
Those are people that understand that it's all about customer service,

735
00:49:59.639 --> 00:50:03.719
is all all about providing and keeping the customers happy. Well,

736
00:50:03.760 --> 00:50:08.760
I've enjoyed this conversation John as always, and you can

737
00:50:09.079 --> 00:50:12.239
tell them how to get in touch with you and

738
00:50:12.360 --> 00:50:16.400
to be able to your wonderful customer service training.

739
00:50:17.199 --> 00:50:19.079
So there are several ways. One they can go to

740
00:50:19.199 --> 00:50:24.320
Service Quality Institute dot com that will lead me to

741
00:50:24.360 --> 00:50:28.079
their website. They can call me on my cell phone

742
00:50:28.119 --> 00:50:31.159
on WhatsApp or my cell phone which is one the

743
00:50:31.199 --> 00:50:36.960
country code six one two three eight two five six

744
00:50:37.039 --> 00:50:41.679
three six. They could email me at John at service

745
00:50:41.719 --> 00:50:46.199
quality dot com. Yes, so you can go to my

746
00:50:46.280 --> 00:50:51.719
website Service Quality Institute dot com. You can call me

747
00:50:51.800 --> 00:50:53.800
on my cell phone and you can email.

748
00:50:53.519 --> 00:50:57.800
Me all right, well, we appreciate you being here on

749
00:50:57.920 --> 00:51:01.400
a sharp outlook and if you if you miss that,

750
00:51:01.719 --> 00:51:07.199
you can always email me at asharpoutlook dot com or

751
00:51:07.400 --> 00:51:13.280
Asharpconsulting dot com because I'm going to become one of

752
00:51:13.320 --> 00:51:19.840
the distributors and trainers of customer service, so one of

753
00:51:19.920 --> 00:51:24.719
us want to get you get your organization set. So

754
00:51:24.760 --> 00:51:27.760
thank you for tuning in to a Sharp Outlook. We're

755
00:51:27.800 --> 00:51:32.000
here every Monday at eleven a m. Eastern time eight

756
00:51:32.000 --> 00:51:35.159
a m. Pacific time. We're here to give you great

757
00:51:35.199 --> 00:51:38.559
information so that you can have success on your business

758
00:51:39.039 --> 00:51:41.280
and to inform you so that you can make the

759
00:51:41.360 --> 00:51:46.639
right decisions whatever you do. Join us again and stay informed.

760
00:51:50.599 --> 00:51:52.760
I want to thank you for joining us on a

761
00:51:52.840 --> 00:51:56.599
Sharp Outlook. We have been informed and energized to take

762
00:51:56.599 --> 00:52:00.320
the next steps. We have posted links to website and

763
00:52:00.440 --> 00:52:04.199
videos to learn more on today's topic. Please join us

764
00:52:04.239 --> 00:52:08.559
again next week or another thought provoking conversation right here

765
00:52:08.960 --> 00:52:13.719
on k for HD radio and talk for TV. Listen

766
00:52:13.800 --> 00:52:15.360
to the podcast on all

767
00:52:15.719 --> 00:52:20.280
The podcast apps, and until next week, stay informed.