“If your presentation doesn’t work for your audience it won’t work for you.”
Richard Uridge, ACM Training
Coronavirus crisis communications
Many companies (I’d hazard most) don’t have a crisis communications plan. A vague idea about what to do in an emergency? Yes. A carefully considered and well rehearsed business continuity plan? Maybe. A clear idea of what to say to stakeholders either internally via the usual channels or externally via the media including, where appropriate, social media? No.
But coronavirus has the potential to make us all wish we had. With the level of infection and disruption now being anticipated at the very highest levels of government, businesses large and small (my own included) face an existential threat. And effective communication with staff, clients, suppliers and others over the coming weeks and months could (and I don’t think I’m overstating this) make a life and death difference. Not just company life and death either.
How so? Because clear, consistent, truthful and timely communications can, for example, make the difference between a pissed off workforce who think their bosses really don’t care and a highly motivated workforce who feel valued and are prepared to be flexible in the face of adversity by working from home, working odd hours, foregoing bonuses, taking unpaid leave…
Because clear, consistent, truthful and timely communications can persuade suppliers to delay issuing that invoice even though they’re experiencing similar cash flow problems. Because effective communication can lower the expectation and heighten the appreciation of customers.
But while being truthful should come naturally 😂 being clear, consistent and timely needs planning and practice.
“The virus is on us. Isn’t it too late now?”
It’s never too late to make a plan which, in any case, doesn’t need to take long – especially in smaller, less complex organisations. The first planning step is to work out what you need/want to say and to who: in other words your key messages and your target audiences. The next step is to map the audiences to what become your target media and channels – internal email, the intranet, external media the internet. Make sure those key messages are clear and concise and can be readily understood by the audience. You might be inclined to say “we’re facing challenges on the supply side of our business so our customers may experience issues with their orders.” Your customers would prefer you to say: “We’re sorry but because of coronavirus it may take us a little bit longer to deliver your parcel. We know you’ll understand. And here, as a thank you for your patience, is a discount code for your next order.”
Being consistent means everybody is communicating the same message (not that the message can’t change – flexibility is key in a crisis). A lack of consistency can lead to confusion. If your line manager is saying staff can work from home but your boss says you’ve got to come to work unless you’re ill you’re likely to lose faith in both.
Being truthful is, I hope, self-explanatory. I may be naive, but honesty and integrity are rewarded. People want to work for and with organisations that genuinely embrace these things. Yes, price is important but value can be expressed in other ways. So what I mean here is more about being open. The truth will out (and with social media probably sooner rather than later) so why hold back. Imagine the furore restaurant chain would face if it didn’t reveal kitchen or wait staff had fallen ill with the virus until two weeks after the outbreak?
Being timely is tied into the above. When a situation is rapidly evolving there’s an inclination to keep quiet until the picture is clearer. But witness the backlash the government has experienced by only issuing virus updates weekly. A backlash so significant that it’s backed down. A “communications fumble” as the Chief Medical Officer admitted. That position was clearly untenable for UK plc and should be for all companies in these worrying times. I’m not suggesting you need to issue a running commentary to staff or in the media. But if the gaps between company bulletins are too long then all sorts of information can rush into the vacuum. Information over which you have no control. In a word or two: fake news.
To help you control the message and draw up and execute your own crisis comms plans we’ll be running a series of webinars for the duration of the coronavirus outbreak. More details to follow. But if you’d like to sign up email me – richard@acmtraining.co.uk and I’ll be sure to send you a link and access code.
[product sku=”wpid=38″]
Coronavirus
We understand why you might be reluctant to book a workshop with all the uncertainty surrounding Covid 19. Will I be well enough to attend? Might I have to take time off work to look after children or elderly relatives? Will public transport be running? Is gathering in even a smallish training group sensible in the circumstances? And, of course, because none of us is immune from the potential disruption, will ACM’s trainers be affected? So we give you our coronavirus guarantee: that if for public health reasons you can’t attend or your workshop is postponed then your place is transferrable free of charge to a future date. For many of our more popular courses there will be several dates to choose from up to six months or more ahead so you should be able to find a suitable alternative. And if you can’t? Your money back. Guaranteed.
Preparing for media interviews – the importance of rehearsals
There was a time when I was growing up that I didn’t see much of my sister, Joanne. She’d joined Toddington Amateur Dramatic Society (TADS) and for long periods was busy rehearsing for her next role along with the rest of the cast. Or at least that’s what she told our mum and dad. Now I’m clearly not a very good brother because I don’t remember many of her performances. I think she may have played Liz in Billy Liar (or maybe I’m confusing her with Julie Christie). But what I do remember is neither Jo nor Julie ever missed a line and both had a magnificent stage presence.
Why? Because actors rehearse, rehearse and rehearse again so that when the curtain opens and they walk on stage they hit their marks and they hit their lines. Doesn’t matter whether they’re walking the boards before a modest audience at the village hall or in front of a sell out crowd in London’s West End.
So why would anybody stand in front of an audience ten, fifty, a hundred, a thousand times larger without rehearsing? An audience so big it wouldn’t fit in the world’s biggest auditorium. But they do. Every day of the week. In media interviews. And it’s hardly surprising that they fluff their lines.
In my media training workshops I explain that interviewees must think of themselves as performers. That although there is no obvious stage or proscenium arch (especially if they’re doing a down-the-line radio interview from home) they are, in effect, walking onto a stage with an audience of potentially millions. That frightens them. More than a bit. But it helps make the point that if actors rehearse for performances in far smaller actual theatres, then so should interviewees for their performances in the far, far larger virtual “theatres” of radio programmes and podcasts, television networks and online video channels such as News24 and YouTube.
When my sister was at home she spent hours pacing up and down muttering words under her breath. Learning lines is, of course, a big chunk of the actor’s craft. But actually learning lines verbatim, committing a script to memory, is one of the worst ways of rehearsing for a media interview. So what’s the best way to prepare for a media interview? Here’s my six step rehearsal guide.
- Distil your key messages from the subject matter. Stick to three or four and try to condense them down to bullet points. Underline the functional word (or words) in each bullet point . Divide a blank screen or sheet of paper into three columns and write these functional words (the essence of your key messages) in the left hand column.
- Add up to three carefully selected facts and figures per key message to column two. These facts and figures provide the evidence and speak to the rational part of the the audience – their minds, if you will.
- But we’re emotional creatures too. So to engage the audience’s hearts as well as their minds, think of a story or two (they don’t need to be very detailed) to help illustrate your key messages and jot these down in column three. At ACM Training we call this a planning matrix which I’ll happily concede is a rather lofty way of describing a piece of paper with a few scribbles on it. But believe me it can work wonders and turn a fuzzy, unfocussed and unstructured interview into a masterpiece.
- Open up your smartphone stopwatch app or countdown timer and outloud (yes, really) practice putting the words on the matrix together into coherent sentences and paragraphs of approximately 30 seconds each. Each time you do this choose different components so you don’t, in effect, end up learning a fixed script but you become well versed at what’s called extemporising lots of different versions.
- Once you’ve got the hang of this bit anticipate the questions you might be asked. If you’re likely to be put on the back foot during the interview try especially to predict the hardest questions. For example, will you resign? Or, who’s the blame?
- Then practice dealing with these questions and moving on to your key messages, facts, figures and stories. As before, try to bring your responses in around 30″ long. It’ll be harder because, short of ignoring the questions entirely (like some politicians), some of that time will inevitably be taken up dealing with the question leaving you less time to move on to what you want to talk about. Have a quick listen to this podcast on why a question and response instead of a question and answer approach is the best way of handling media interviews. When you feel comfortable delivering your key messages – illustrated and evidenced in a variety of ways – irrespective of the question and have got the feel for speaking to length then it’s showtime! Providing you don’t sound slippery or evasive and have struck the right tone. But those are other lessons for other posts.
Actors rehearse. So should interviewees. Remember you’re on a stage of sorts. And while you can’t see their faces the audience is potentially huge. So break a leg as they say in show-business.
Richard Uridge, media trainer
Social media and local government – 10 tips for councillors
- Prepare for a lot of shit to be thrown your way.
Politics is a dirty business. Always has been. But the trolls lurking in the darker corners of the social web have made it a whole lot dirtier. And the quality of political discourse nationally has only made things worse. - Don’t be too negative.
Politics, of course, involves saying how badly your opponents are doing. But as a Labour councillor if you over do the Tory-bashing, or vice versa, people will tire of your moaning. - Show don’t tell.
We know you want to make Anytown a better place to live, work and play. That you’re passionate about the area. And that as a councillor/group/party/administration you have an enviable track-record for getting things done. You would say that wouldn’t you? After all you want our votes! But leave the self aggrandisement to your election blurb and show us instead of tell us. Which means posting pictures and videos of yourself with your sleeves rolled, getting involved in your community. Helping clear the litter. Shovelling snow. Stacking sandbags. Making tea. Forge a positive visual association in people’s minds between your face/name and good work. - Don’t push the politics.
You probably enjoy the cut and thrust of the council chamber or the Commons but not everyone likes the adversarial nature of our political system. So ease back on the politics. A conversational tone is better on the social web. - Avoid picking a fight online.
It’s easy when provoked on Facebook or Twitter to hit back. What’s the old adage? Attack is the best form of defence. It isn’t on the social web. Or at least not very often. Even if you win. Because by hitting back you’re likely to draw more attention to the criticism (unless that’s what you want). Try to take any angry exchange of views offline. Suggest you follow one another so you can deal with the issue by DM (direct message) away from the public gaze. Or if the prospect of following your arch nemesis seems a step too far (although can always unfollow one another later) offer to email them instead. Anything instead of a public slanging match. - Don’t post just for the sake of it.
Overposting increases the background noise (I liken it to the shash of a mistuned, old school radio) and makes it even harder for you to cut through. Post too much and you risk becoming the online equivalent of the councillor, unloved even by their own party, who drones on and on and on and on…at council meetings. Or the little boy who cried wolf once too often, so when he had something really important to say nobody was listening. - Go easy on slavishly sharing and reposting material from your party’s central social media accounts.
If we want to hear from Boris or Jeremy or Jo or Nicola we can always follow them ourselves. Encourage us to follow you because of you not because you’re simply a cipher for Conservative Central Office or whatever. Local people still vote for local candidates and often across party lines. How many times have I heard “Ooh I’ve never voted Tory/Labour/Lib Dem/SNP/Plaid before in my life but councillor so and so gets my vote every time because they’re local and you see them at all the local events. He even lets us throw wet sponges at him and the vicar in the stocks at the village fete.” (I made that last bit up but you get my point). - Be nice and be human.
It’s easy to forget that politics can be consensual. Be generous and (even grudgingly) praise your opponents when they vote for something you believe in. Show us who you are behind the rosette. It’s the social web not the antisocial web. - Listen and watch.
The social web is a great place to tap into the community “vibe.” You’ll be alerted to issues that need dealing with more quickly this way than waiting for somebody to bring it to your attention at one of your surgeries. Be the councillor with your finger on the pulse. - Walk away.
And finally, back where we started, used strategically the ups of using the social web can far outweigh the downs. But if the online abuse gets too much, switch off, close your accounts (at least temporarily) and walk away. Nobody needs that kind of shit in their lives. Not even politicians!
Richard Uridge facilitates ACM Training’s social media and other communication workshops. We regularly have councillors attending our open, public workshops. Or why not book us to deliver this training in-house for your group or administration? That’s the way we work with hundreds of local authorities across the UK from Aberdeenshire to Devon and from Bangor to Boston. It could just get you re-elected!
Prince Andrew and that Newsnight interview.
Let me start by declaring an interest: I believe the monarchy should be abolished and that the UK won’t become a mature democracy unless and until it gets rid of the royals, although I appreciate the enormous sacrifice the queen has made in service of her country and would only make this long overdue constitutional change at the end of her reign.
So the republican part of me was pleased that prince Andrew made such a hash of his Newsnight interview with Emily Maitlis. But the media trainer in me was appalled that someone should perform so badly. Or as one royal watcher put it:
“I was expecting a train crash. That was a plane crashing into an oil tanker, causing a tsunami, triggering a nuclear explosion level bad.”
Charlie Proctor, Royal Central website editor.
The purpose of this post then is to help you avoid a similar nuclear explosion level bad interview should you find yourself in a bunker like the prince.
People with controversies swirling around them do interviews in an attempt to put the record straight and, in doing so, rescue their reputations. But if, as a result, records ends up wonkier and reputations more tattered, then saying nothing is probably the better option – the least said soonest mended approach as it were. It’s a tough call though, not least because you have to factor in not only what you say in response to the questions asked – the content – but how you say it – the tone. And you’ve got to get both right. Plenty of innocent interviewees have been found guilty in the court of public opinion not on factual but on tonal grounds. I should add at this point that although Andrew is being judged on both counts I’m going to limit my comments here to matters of tone because none of us (him and his alleged victim aside) has any way of telling his absolute guilt or innocence.
Being tonally correct means saying you’re sorry even though you may think you have nothing to apologise for. Being tonally correct means conceding some ground. And it means showing compassion.
Show some compassion
It might not have got him off the rap entirely, but imagine how much better it would’ve been had Andrew felt able to acknowledge right at the start of the interview that he appreciated his discomfort was nothing compared to the pain and suffering felt by the victims of sexual abuse. That he couldn’t begin to imagine how awful that would be. That by speaking he wasn’t in any way, shape or form trying to belittle or undermine those who’d experienced it.
And being truly compassionate extends beyond victims to perpetrators. So Andrew should next have nodded to the anguish that led his friend, Jeffrey Epstein, to take his own life and to the grief felt by the financier’s close friends and family.
Concede some ground
When you’re under attack defending every inch of ground seems instinctively like the right thing to do. It rarely is. In military metaphors and media interviews if the ground you’re on is dodgy then pull back to safer ground. To a position that is easier to defend. And concede it voluntarily. Don’t be forced to retreat. Because otherwise there’ll be casualties. A bloodied reputation. What Andrew should have said more plainly than he did, is something like this:
“I was a poor judge of character. With hindsight I was wrong to count on him as a friend. Again with hindsight, I was wrong to see him (as we often see our friends however badly chosen) through rose-tinted spectacles. And out of misguided loyalty I was wrong not to have ended that friendship much sooner.”
Note the number of wrongs in the preceding paragraph. I accept, of course, that three wrongs don’t make a proverbial right. But repeating a point at least that many times reinforces it and prepares the ground tonally for the next step…
Say sorry
Now because you’ve conceded you were wrong, wrong, wrong you can say you’re sorry, sorry, sorry reinforcing that point in a similar fashion. You’re sorry that while you personally saw nothing untoward, the hugely disturbing fact remains Epstein abused girls and young women. You’re sorry that you were such a poor judge of character (whilst adding that abusers go to great lengths to hide their behaviour from those around them). You’re sorry that you didn’t end the friendship sooner. Sorry that by association the royal family has been tarnished. Sorry, especially, that your own daughters have been affected. Sorry that you haven’t on this occasion upheld the extremely high standards demanded of royals.
Incidentally, you should never ask for pity – certainly not explicitly. Show pity for others and others, if they think you deserve it, will show pity for you. Pity has to be earned. And while we’re on the subject of pity, in crisis communications (and this certainly qualifies as that) pity is one of the three Ps. The other two are praise and promise. So Andrew might also have added his praise for the hard work and diligence of those investigating Epstein’s crimes and promised to do all he can to assist those inquiries. Which begs a follow up question (and did from Emily Maitlis): so you’d be happy to travel to the US and speak to the FBI if necessary? To which there is but one short response: “Yes, of course. I want to help and I have nothing to hide.”
Unless you do. In which case you’ve got to be a great liar. Hope there’s no smoking gun. Or exercise your right to remain silent. Which brings us right back to where we started and the decision to do the interview in the first place. We’re led to believe Andrew’s spin doctor resigned after just a few weeks in the role because his advice to the prince was to take the fifth as the Americans might say.
So what would my advice have been? If I thought the prince could manage the interview process as I’ve outlined above and proved he could do it during some realistic rehearsals (with me playing the role of Maitlas) then I’d have told him to ask mum. If he couldn’t, then I’d have told him to keep mum. As it is, he didn’t seek my help and, like I said, I’m a republican so there’ll be two heads on pikes outside Buckingham Palace: mine and his. My Aunty Dee always said I looked a bit like him and we’re about the same age. So if you’re passing I’ll be the one mouthing Two Princes by the Spin Doctors.
I ain’t got no future or a family tree
The Spin Doctors – Two Princes
But I know what a prince and lover ought to be
Richard Uridge facilitates ACM Training’s media and communications workshops.
What #Boris should’ve said
When even the usually pro-Johnson Daily Mail joins the now deafening calls for our wannabe Prime Minister to say something about that row, the MP and his advisors will know that saying nothing is no longer an option. Not that it ever was in my view. Questions, however intrusive, have to be dealt with. Because until they’re dealt with it’s nigh on impossible to move on.
But there’s a world of difference between dealing with questions and answering them. And it’s in this gap that if I was coaching the MP I’d seek to find some wriggle room to do six things:
- Say sorry.
- Say thank you.
- Offer some context.
- Concede some ground.
- Make a promise.
- Sound contrite (but without completely losing the BoJo mojo – whatever that is).
So here’s what Boris should’ve said:
“First of all thank you to our publicly-spirited neighbours for being concerned about our welfare and doing the right thing when they couldn’t raise us by ringing the doorbell. And secondly thank you to the police for responding so swiftly. Better safe than sorry is, very sensibly, their guiding principle.
What Boris Johnson should’ve said but didn’t
“The police were quickly assured that this was nothing more than a full and frank but otherwise run-of-the-mill exchange of views between two colourful adults.
“And I would like to reassure you in turn that our only sin was to fail to realise that we were discussing matters – yes animatedly and at the end of a stressful week – a little louder than we’d realised and a little louder than is sensible with thin walls and open windows.
“Now I don’t mean to make light of matters but this was nothing more than one of those ding dongs that many, many couples have when they let off steam. To read anything more into this whole affair, to impugn my character and, more importantly, to impugn Carrie’s character is plain wrong. So too is questioning the motives of our neighbours. They did what is right and I commend them for it. To condemn them is again plain wrong.
“I apologise for having drawn them and you all into this. In most circumstances this kind of lovers tiff would be forgotten with the kiss and make up. But I accept that running for PM is not most circumstances and you have a right – up to a point – to inquire into my private life. That’s why I’ve said what I’ve said today. I shall be saying no more on the matter if for no other reason than to give poor Carrie a break. She and I both agree that there are very many more important matters which we should be discussing and it would be a crying shame if those issues weren’t properly aired because the two of us had aired our difference of opinion so vocally.
“So forgive me if I move on.“
I call this my deal with and move on approach. Compare this to the one he tried which might loosely be called the ignore and move on technique. It rarely works except where the questions you’re ignoring are trivial and the audience agrees they’re trivial and sides with you instead of the journalists asking such trivia.
[product id=”1933″]
Top tips for dealing with difficult callers
People are getting angrier. Or certainly less reasonable. That’s what our clients are telling us as we travel across Britain delivering our dealing with difficult people training. So why? In the local government sector (and others) it’s probably linked to a decade of austerity which has led to services being reduced or withdrawn altogether and service users getting frustrated as a result. It’s also down, I’d suggest, to the general coarsening of public discourse fuelled, if not sparked, by Brexit. People hear our so-called leaders slinging insults at one another across the floor of the House of Commons and elsewhere and they, quite understandably, follow suit. After all that’s how leadership works isn’t it? Leaders lead. The rest of us follow. Leading by bad example as it were.
Social media hasn’t helped either. Facebook, Twitter et al have led us to believe (wrongly) that we can get pretty much instant gratification. Instant likes. Instant thumbs ups. Instant responses to our problems. But so many sectors don’t run at the same dizzying speed. Complain on Twitter about your local authority in just seconds, then sit back and watch your blood pressure rise as the complaint takes days, weeks or even months to resolve.
All of which means there are more difficult people to deal with numerically and there are more difficult people to deal with behaviourally. So pity the poor people at the other end of the line getting sworn at, threatened and generally mistreated.
And I should add that frustration doesn’t just lead to anger. Sometimes it leads to tears. Callers are crying out for help – literally. Both, in their different ways, are hugely challenging for call handlers who, if they’re not managed properly, can suffer what’s called vicarious traumatisation a result. Heck, it can even lead to mental health issues if not properly addressed. Sad, mad and bad callers lead potentially to sad, mad and bad call handlers!
At ACM Training we equip call handlers with a range of tools to deal with difficult people and challenging behaviour. And we help them deal with the impact it can have on them personally and professionally so they can avoid the attendant stress and potential burnout. Here’s a list of call handling tips we drew up with the help of delegates who attended a series of short workshops at a local authority in the North West of England.
- Don’t interrupt them in full flow – it’ll only make matters worse.
- Remember angry callers are a bit like fireworks – they’ll fizzle out eventually and that’s the time to interject.
- Fireworks can flare up again.
- Try to establish why they are angry – by listening carefully and asking the right questions
- Agree with them – it can defuse an awkward situation, even if you only agree with a narrow part of what they’re saying.
- Say sorry – it costs nothing and, phrased carefully, isn’t an admission of guilt or wrongdoing.
- Concede some ground or stand together on the common ground to avoid shouting across the gulf of your differences.
- Don’t state the obvious – it antagonises angry callers.
- Don’t promise the undeliverable in the hope that it’ll satisfy them – they’ll see through your ruse.
- Make the most of what you can offer.
- Listen. You’ve got two ears and one mouth – use them in about that proportion!
- Interject regularly with little noises (uh, oh, I see, yes etc) to let them know you’re still listening.
- Remember their anger may be perfectly reasonable in the circumstances.
- Try not to take it personally – it’s not you they’re angry with but the situation or even themselves.
- Keep your eye on the bigger picture – they may have or need vital information.
- Set ground rules as soon as you reasonably can to help reduce/manage expectation and heighten appreciation.
- Empathise by trying to picture yourself in their situation.
- Sweet reason – try explaining why you need what you need from them or why you can’t help.
- Perspective – help them see the bigger picture and that in the scheme of things their circumstances aren’t so bad after all (assuming they aren’t!).
- Don’t tell them to calm down – it’ll probably have the opposite effect.
- Instead get them to do something practical – in concentrating on the task in hand they’ll be diverted from their anger which often springs from a feeling of impotence and helplessness.
- Remain calm yourself (or at the very least try to sound calm). If you respond to anger with anger the call will quickly descend in a downward spiral. Speak deliberately and clearly (not too slow because it can be read as patronising) and you’ll find there’s a chance they’ll mirror your demeanour and calm down themselves.
- Abusive or threatening calls should not and are not tolerated in everyday call handling and it is perfectly acceptable to terminate such a call if the abuse continues after an initial warning. However, in a genuine emergency there may need to be more flexibility and tolerance.
- Avoid burn out by taking frequent breaks and have a chance to offload any personal stress onto colleagues and/or supervisors. Remember a problem shared really is a problem halved.
This post first appeared on our sister blog Difficult People.
[product id=”2590″]
Top tips for dealing with difficult callers
People are getting angrier. Or certainly less reasonable. That’s what our clients are telling us as we travel across Britain delivering our dealing with difficult people training. So why? In the local government sector (and others) it’s probably linked to a decade of austerity which has led to services being reduced or withdrawn altogether and service users getting frustrated as a result. It’s also down, I’d suggest, to the general coarsening of public discourse fuelled, if not sparked, by Brexit. People hear our so-called leaders slinging insults at one another across the floor of the House of Commons and elsewhere and they, quite understandably, follow suit. After all that’s how leadership works isn’t it? Leaders lead. The rest of us follow. Leading by bad example as it were.
Social media hasn’t helped either. Facebook, Twitter et al have led us to believe (wrongly) that we can get pretty much instant gratification. Instant likes. Instant thumbs ups. Instant responses to our problems. But so many sectors don’t run at the same dizzying speed. Complain on Twitter about your local authority in just seconds, then sit back and watch your blood pressure rise as the complaint takes days, weeks or even months to resolve.
All of which means there are more difficult people to deal with numerically and there are more difficult people to deal with behaviourally. So pity the poor people at the other end of the line getting sworn at, threatened and generally mistreated.
And I should add that frustration doesn’t just lead to anger. Sometimes it leads to tears. Callers are crying out for help – literally. Both, in their different ways, are hugely challenging for call handlers who, if they’re not managed properly, can suffer what’s called vicarious traumatisation a result. Heck, it can even lead to mental health issues if not properly addressed. Sad, mad and bad callers lead potentially to sad, mad and bad call handlers!
At ACM Training we equip call handlers with a range of tools to deal with difficult people and challenging behaviour. And we help them deal with the impact it can have on them personally and professionally so they can avoid the attendant stress and potential burnout. Here’s a list of call handling tips we drew up with the help of delegates who attended a series of short workshops at a local authority in the North West of England.
- Don’t interrupt them in full flow – it’ll only make matters worse.
- Remember angry callers are a bit like fireworks – they’ll fizzle out eventually and that’s the time to interject.
- Fireworks can flare up again.
- Try to establish why they are angry – by listening carefully and asking the right questions
- Agree with them – it can defuse an awkward situation, even if you only agree with a narrow part of what they’re saying.
- Say sorry – it costs nothing and, phrased carefully, isn’t an admission of guilt or wrongdoing.
- Concede some ground or stand together on the common ground to avoid shouting across the gulf of your differences.
- Don’t state the obvious – it antagonises angry callers.
- Don’t promise the undeliverable in the hope that it’ll satisfy them – they’ll see through your ruse.
- Make the most of what you can offer.
- Listen. You’ve got two ears and one mouth – use them in about that proportion!
- Interject regularly with little noises (uh, oh, I see, yes etc) to let them know you’re still listening.
- Remember their anger may be perfectly reasonable in the circumstances.
- Try not to take it personally – it’s not you they’re angry with but the situation or even themselves.
- Keep your eye on the bigger picture – they may have or need vital information.
- Set ground rules as soon as you reasonably can to help reduce/manage expectation and heighten appreciation.
- Empathise by trying to picture yourself in their situation.
- Sweet reason – try explaining why you need what you need from them or why you can’t help.
- Perspective – help them see the bigger picture and that in the scheme of things their circumstances aren’t so bad after all (assuming they aren’t!).
- Don’t tell them to calm down – it’ll probably have the opposite effect.
- Instead get them to do something practical – in concentrating on the task in hand they’ll be diverted from their anger which often springs from a feeling of impotence and helplessness.
- Remain calm yourself (or at the very least try to sound calm). If you respond to anger with anger the call will quickly descend in a downward spiral. Speak deliberately and clearly (not too slow because it can be read as patronising) and you’ll find there’s a chance they’ll mirror your demeanour and calm down themselves.
- Abusive or threatening calls should not and are not tolerated in everyday call handling and it is perfectly acceptable to terminate such a call if the abuse continues after an initial warning. However, in a genuine emergency there may need to be more flexibility and tolerance.
- Avoid burn out by taking frequent breaks and have a chance to offload any personal stress onto colleagues and/or supervisors. Remember a problem shared really is a problem halved.
[product id=”2375″]
Dealing with difficult people (and presidents)
In May 1998 ACM Training’s sister company, ACP Television, filmed Bill Clinton arriving for the G8 Summit in Birmingham. The Lewinsky affair from a few years earlier was still dogging the US President. So much so that there was huge speculation surrounding the arrival of the First Lady separately aboard Air Force 2. So much so that the media were keen to secure pictures of Clinton outside the Swallow Hotel (use your imagination) where he stayed for the duration of the conference not far away at the ICC. And we thought he was a controversial figure!
So seeing Donald Trump touchdown at Stansted for his rather more controversial UK visit made us think what a difference 21 years makes. And gave us a great excuse to delve into the company archives. What we knew then but were too polite to say was that Boris arrived smelling heavily of drink (no, not that Boris, the Russian President Boris Yeltsin). What we also knew was that there was a mad scramble to find any two star fuel for Yeltsin’s Communist-era ZiL limousine and that the motorcycle outriders from West Midlands Police were convinced the car wouldn’t make it to the city centre giving them a massive security headache.
But what we didn’t know then was that our dealing with difficult people suite of courses would all these years later be our best-sellers. So for old times’ sake and in the spirit of entente cordiale we’re offering Trump (and his entourage) 10% off any of our difficult people sessions such as managing difficult teams, handling awkward conversations and tackling trade wars (actually we made up that last one). We’re convinced they’ll make an enormous contribution to world peace. And office peace for that matter. Which is why we’ve decided to extend the offer to non-Trump delegates like you. To secure your discount simply enter #TrumpUKVisit in the promotional code box when you make your next booking. But hurry – the offer ends seven days after Trump leaves UK territory.
[products limit=”3″ columns=”3″ orderby=”date” order=”DESC” ids=”1847,1901,1899″]