Log In
Or create an account -> 
Imperial Library
  • Home
  • About
  • News
  • Upload
  • Forum
  • Help
  • Login/SignUp

Index
Cover Half title Title Copyright Dedication Contents Foreword Acknowledgments Introduction Part I Why Worst-Case Scenarios Matter
Chapter 1 Understanding the “Uh-Oh” Moment
Why Worst-Case Scenarios Are Important Good Intentions Are Not Enough
Part II Tools for Defusing a Customer Crisis
Chapter 2 Leaning Into Criticism
Step 1: Hand Their Complaints Back to Them Step 2: Use “Wow” Words Step 3: Steal All Their Good Lines Step 4: Never Defend Yourself First Why Leaning In Is So Hard Putting Learning into Practice
Chapter 3 Achieving Deep Acknowledgment
Why We Don’t Acknowledge Demanding Customers The Four Powerful Levels of Response Acknowledgment: Your Key to Handling Any Situation Putting Learning into Practice
Chapter 4 Avoiding Trigger Phrases
The Other Golden Rule Trigger Phrases and How You Can Avoid Them Less Is Often More Putting Learning into Practice
Chapter 5 Divide and Conquer: The Safe Way to Deliver Bad News
Step 1: A Good Introduction That Prepares the Customer Step 2: A Proactive Summary That Moves the Customer Toward a Solution Step 3: An Empathetic Response to the Customer’s Reactions Putting Learning into Practice
Chapter 6 Powerful Problem Solving: Beyond “Yes We Can” and “No We Can’t”
Step 1: Clarify the Other Person’s Needs Step 2: Frame Your Response Step 3: Create Incentives Step 4: Respond to Objections A New Way to Solve Problems Putting Learning into Practice
Chapter 7 Reframing Your Message
How Reframing Works When Reframing Is a Bad Idea A New Perspective Putting Learning into Practice
Chapter 8 Grounding an Angry Outburst
Understanding Customer Anger Step 1: Use the Highest Acknowledgment Level Possible Step 2: Ask Assessment Questions Step 3: Shift the Discussion Working in the Red Zone Putting Learning into Practice
Chapter 9 Becoming Immune to Intimidation
Angry Customers vs. Toxic Entitlement The Basics of Nonreactivity Putting Nonreactivity to Work Can Entitled Customers Change? Putting Learning into Practice
Chapter 10 The Wrap-Up
Understanding Good Closings The Right Ending: A Good Beginning Putting Learning into Practice
Part III Your Worst Customer Situations—Solved!
Chapter 11 You’re the Boss
Lean Into the Customer’s Biggest Concerns Ask Good Questions Respond to Threats with “Can-Do” Language The Law of Reciprocity
Chapter 12 Don’t You Know Who I Am?
Mirror the Customer’s Emotions Explore the Options Use the LPFSA Show a Personal Interest
Chapter 13 The Concert That Never Was
Talk with the Customer First Practice Creative Service Recovery Respond to the Public
Chapter 14 I’ll Be Suing You
Do Not—Repeat, Do Not—Defend Yourself First Explore Solutions Frame the Benefits
Chapter 15 Quelling a Social Media Firestorm
Be Real Be Quick Reach Out to the Person Behind the Keyboard Trust the Will of the Crowd
Chapter 16 Just Plane Terrible
Be Present Deliver the Bad News in Stages Reframe the Situation Don’t Take It Personally
Chapter 17 Anger Management
Frame the Situation Acknowledge Bruno Frame Your Response Execute the Endgame Relationship Building
Chapter 18 Not So Smart
Meet the Customer Where He Is Explore the Deeper Question Make the Customer Feel Good
Part IV Beyond the Worst Case
Chapter 19 When Talking Isn’t Enough: Keeping Yourself and Your Customer Safe
Situational Awareness: Trusting Your Gut Reacting to Risk Don’t Go It Alone: Have a Safety Plan
Chapter 20 From Customer Crisis to Excellent Service: Lessons for the Whole Organization
Creating a Service Culture Managing Internal Conflict Personal Growth Communicating as an Organization The Bottom Line
Appendix Solutions to Putting Learning into Practice Exercises References Index About the Author
  • ← Prev
  • Back
  • Next →
  • ← Prev
  • Back
  • Next →

Chief Librarian: Las Zenow <zenow@riseup.net>
Fork the source code from gitlab.

This is a mirror of the Tor onion service:
http://kx5thpx2olielkihfyo4jgjqfb7zx7wxr3sd4xzt26ochei4m6f7tayd.onion