Customer Service and the Greater Good
by Ioana Justus
I received a response to my blog titled “End Users: IT’s biggest barrier to good customer service” that I found particularly interesting. The responder wrote, “Some users tend to think that IT is here to serve them. To a point we are, to keep computers/servers/printers/etc running and functional. However, some think that if anything has to do with the computer, then we should be the ones taking care of it. As an extreme example, that IT should be responsible for ordering paper, since paper goes into a printer, and a printer can be hooked to a computer, so it is up to IT to order it.”
Although this is indeed an extreme case, it’s an interesting example and it does bring up a valid point: is it sometimes not our job to provide service to the customer? And do we tell them this?
The answer is, as usual, it depends. The reality is that IT professionals are generally better paid than their business counterparts, and although having IT personnel performing non-IT tasks may occasionally benefit an individual or even a small group, it ultimately hurts the bottom line of the company. So sometimes, it really is in the company’s best interest for IT to not provide the requested service. That said, when faced with such a situation, telling the customer no or not providing the service is not beneficial, either.
So now what? Handling a situation like this really depends on who the customer is. I think there are three categories of customer here:
- A “general” customer – i.e., someone with whom you do not have a current relationship, and whose motivations are unfamiliar to you
- A “VIP” customer – i.e., someone with whom you already have a relationship that you want to build further, or a senior executive of the company
- A “repeat offender” – i.e., someone who is a known pain in the rear or who consistently circumvents the process
Let’s take a look at each case, continuing with the “IT being asked to order paper” theme…
For a general customer, it’s worth it to do some root cause analysis: why are they asking you to order the paper for them? I’d be willing to bet it’s because either they don’t know the official process, or because the process doesn’t work. If they don’t know the process, you can provide excellent service and build a new relationship by helping them learn. Don’t just do it for them – take a little extra time to teach them how to fish. If there’s a form to fill out, show them where to find the form, and help them fill it out. If there’s a person to call, provide the name and phone number of the person, and then call them for the customer. For the single instance, the added time does cost more than just doing it for them, but it will be more than made up if the customer doesn’t have to ask you again.
If, on the other hand, the customer is circumventing the process because it’s cumbersome or doesn’t work, then a little process re-engineering is in order. Depending on who you are in the organization, you may or may not be in a position to facilitate this yourself. In this case, help the customer through the red tape, and at a minimum escalate the situation to your manager and suggest some potential solutions. If you can effect change, be sure to follow up with the customer to let them know.
For a VIP customer, the initial action is just to order the paper for them. To improve the level of service for this group and be cost-conscious for the company, the best thing you can do is coordinate proactive ordering with the right person or department. If the paper replenishes itself, the VIP customers will be happy because they no longer need to worry about it, and they won’t have to ask you to place the order anymore.
In the case of a repeat offender, it may be worth it to do a root cause analysis. If the process is tedious, you could repair a not-so-good relationship by helping to improve the process – or at a minimum, you can get this person out of your hair. If there’s nothing wrong with the process and the person just can’t be bothered with following it, well, that’s why management gets paid the big bucks – to deal with people like that.
End Users: IT’s Biggest Barrier to Good Customer Service
by Ioana Justus
Ask any security professional what the biggest danger is to their organization’s security, and they’ll all say the same thing: end users. Some may be shocked at that answer, others will laugh ruefully, but it’s true. All it takes is one well-intended but computer illiterate person to bring any number of security controls to their knees. And of course, getting the word out – getting users to do the right things (and not do the wrong things) – is one of the biggest challenges that organizations face today.
Well, it turns out that the biggest problem that IT has in delivering good customer service is also, yes, the end user. I can’t tell you how many times I’ve gotten phone calls from desperate customers, which began with, “I’m not IT.” Yes, I know you’re not IT. It’s OK.
For me this situation has generally been nothing more than amusing, sometimes mildly annoying. But then I started talking to others in IT, and I discovered shock, disgust, and rage. “I can’t BELIEVE they don’t get it!!!” “How can they NOT get it?!?!?!” “Why won’t they learn????”
My responses to this may be surprising:
“I can’t believe they don’t get it” – get over it. They don’t get it. Being shocked and spending cycles on it won’t change this.
“How can they NOT get it?”/”Why won’t they learn?” – it depends. Some have never been taught. Others may have tried to learn, but had a bad teacher. Unfortunately, some genuinely don’t care. Either way, it doesn’t matter – at least not initially.
Here’s the deal: when a customer comes and asks for IT help, they’re coming into your house. You shouldn’t expect them to know any more about IT than you know about corporate law or advertising. Remind yourself that they’re not inherently stupid or difficult – they just have a different area of expertise. If an end-user makes a point of telling you “I’m not IT” what they’re really saying is one of the following;
I don’t think I’m smart enough to understand this.
I’m scared of this because in the past someone in IT talked down to me and made me feel stupid.
I don’t have time to understand this.
It’s not my job to understand this.
I don’t want to understand this.
Unfortunately, their fear or previous bad experiences will often manifest themselves as impatience and rudeness. But getting upset by their lack of understanding or bad attitude sets you up for failure. It ensures that you will be condescending or impatient, which will result in a bad experience for both of you and have repercussions beyond that one encounter: you will be more grumpy with the next customer, the customer may complain to your boss, and the customer will become even more entrenched in, “I’m not IT.” Ultimately, it’s your own heart attack in the making, and it doesn’t do anyone any good.
So start by patiently assisting the customer with the issue at hand. Use terms they will understand, lead them through it, and help them gain the confidence that it’s not that hard. Make it a positive experience for them. Not only will it make both of your days better, but you will have built a relationship of trust, making it more likely that this individual will seek out your assistance in the future and listen to what you have to say. They will also feel more comfortable sharing their needs and fears with you, which sets you up for addressing the bigger problem: why they don’t learn.
At the end of the day, operating a computer is a lot like driving a car – you need to know which pedals to push, and what the warning lights on the dashboard mean. You also need to know the rules of the road. But you don’t need to know how to change your own oil or fix the engine.
If end users could learn some basic computer literacy skills – like drivers need to learn the basic operation of a car – it would make serving their needs a lot easier. Unfortunately, no one requires a license to operate a computer. This is where that positive relationship comes in: it gives you the opportunity to start probing into why the customer doesn’t have the basic skills. If they’re scared or don’t think they can do it, help them learn – even if it takes a little extra time. If they think they don’t have time, help them understand how learning will save them time in the future. If they think it’s not their job, help them understand how basic computer literacy will make their job easier.
If they simply don’t care, then don’t worry about it. As they say, you can take a horse to water-and make sure the water is clean, and even shove its nose into the trough-but you can’t make it drink. If you provide the best service you can, and win over many other customers by making their job and yours easier, no one is going to fault you for those few that just don’t want to participate.
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Journey Into the Breach
