Professional Approach to Issues in Customer Service - Case Study Example

Case study: Business Case study: experience service is a difficult process especially when handling the different levels of customers with different personalities. The handling of customers presents situations that need the employee to control his emotions. Working at the customer service in the aviation industry was the major challenge to me. In fact, the challenge of handling a rude customer is an emotional labor and challenge. The deep acting emotional labor is easily depicted by the customer in such cases (Chakraborty & Konar, 2009, p. 23). When the customer is upset about delay of flight or poor rescheduling of the flight, it is a bit hard to communicate the change he will be able to state it clearly and can be seen through his emotions and explanation of the whole problem. In addition, some customers even become very rude and try to express their feelings through throwing tantrums and abuse to the customer service provider leading to serious emotional balance to the customer (Goleman, 2009, p. 23). The solving of the problem of the customers may involve the use of surface acting. For instance, on the day that I encountered the rude customer, I had family issues that were bogging me down, but I had to pretend everything was alright. In fact, the use of surface acting has helped me shape my professional approach to issues. The development of surface acting techniques has helped hide emotional challenges in the workplace. As a customer care service personnel, it is vital to ensure that personal emotions does not affect the customer attitude. In the case of delayed flights, customers vent their anger on you instead of the management. As a customer care executive, you act as the manager and try to ensure that there is positive public image despite the differences brought about by the delayed service. In my case, the challenge was to cool down two clients who insisted on travelling the same day while there were no flights available for the day (Stanley, 2009, p. 23). They could not understand the challenge faced and were not willing to listen to reason and could not tone down their argument and emotions. It was hell trying to cool them and get them to reason and come down to understanding. At one point, they almost pushed me over the cliff of emotions, but I was composed and tried not to reflect the anger in my heart. Surface acting came to my rescue in the case and enabled self-control to rule. In addition, it was very difficult to communicate in an atmosphere where tempers were flaring and logics were thrown to the dogs. In dealing with customers every day, challenges exist when handling crisis such as delays and confusion during the booking process. Delays in flights are a major cause of crisis and emotional discomfort in the workplace. The major challenge is controlling ones emotion and ensuring that it does not affect the customers and the customers do not interfere with the professional work. In conclusion, dealing with the clients in times of crisis need a big resolve and control of emotions in order to avert crisis and improve the public image of the company. Personal experience The handling of agitated customer is a process that requires patient, emotional labor and intelligence. Sometimes the customer can upset the service provider and make him annoyed. Therefore, it is integral for the customer care representative to control emotions. When working at the airport bureau, I had an experience that I will never forget. It was a Monday morning after a long weekend that I received a customer that needed assistance. However, I realized that the customer has a big personality problem for the start. She brought up several issues that I could not address effectively because of my position. In addition, she belittled my position and service delivery. Consequently, she wanted to meet my immediate boss to complain about the poor service I offered to her. It was a challenging situation which led to rise in emotions. I applied the theory of emotional labor which enabled me to handle the customer despite the blazing anger in my heart. I cooled the customer down and we were able to reach a consensus about several issues that she raised. It was a long journey lasting over two hours, but the result was impressive. She later apologized for the humiliation and expressed a change of attitude after sorting her problem. The problem in the situation was the delay of her flight to Mumbai. The experienced improved my personality and increased my understanding of the theory of emotional labor and emotional intelligence. Therefore, the situation was a best learning experience and character improvement. Integration of theory with experience The experience and application of the theory of emotional labour and emotional intelligence is a complex process especially when addressing the challenge of customer service and conflict resolution. However, it is understandable in the study of the theory to relate personal experience with the challenge indicated. In fact, it is essential to evaluate the theory based on the experience and the need for change. Emotional intelligence is the first step to the success of implementing emotional labor because it enables the study of the situation and the development of the necessary skills and patience to handle the situation presented (Travis Bradberry, 2009, p. 145). In the study of emotional intelligence, there are four important branches of emotional intelligence that are essential in the evaluation of the conversation situation. Proper evaluation of the situation leads to massive development in handling the situation and reducing conflict. Perceiving emotions is the first step in the evaluation of the situation. The perceived emotions involves the perceiving emotions of the customer and accurately. The second aspect in emotional intelligence is the understanding of the emotions. Understanding emotions is vital because when a person expresses angry emotions the observer must be able to understand and interpret the meaning. For instance if the boss is anger then he is not satisfied with your work or may be suffering from family or other stresses. Finally, managing of emotions is the last aspect of the emotional intelligence (Chakraborty & Konar, 2009, p. 36). Regulating emotions and responding to the emotions of the customer. Responding to the emotions of others is an important aspect of emotional management (Wharam, 2009, p. 45). Compared to emotional intelligence, emotional labor deals with the person. As a manager, it is important to control personal emotions when dealing with agitated customers and staff. It is imperative that the manager does not lose his cool when handling agitated workers and customers in order to ensure conflict management. It is vital for emotional labor to be employed despite practicing emotional intelligence. Emotional intelligence helps in avoiding the use of the emotional labor because the situation can be addressed before disintegration. In addition to reducing conversation disintegration which leads to efficiency in service delivery, emotional intelligence solves the crisis. In emotional intelligence, the addressing of the situation is based on the ability of the staff to evaluate the emotions of the customer and solve the problem before integration. Therefore, it is essential for the user to be able to address the challenge of the emotional confrontation by using emotional intelligence. Emotional labor is applicable when there is disintegration of communication and the staff must focus only on the policy of the organization without considering the level of the embarrassment and disappointment resulting from the whole situation (Wharam, 2009, p. 36). In conclusion, the application of the theory of emotional labor depends on the ability to address the various issues associated with emotional control. The practice of emotional labor and intelligence depends on the personal character and patience. Listening skills is also affecting the ability to understand the nature of the person and the ability of the customer service representative to perceive the emotions. Reference Chakraborty, A., & Konar, A. (2009). Emotional Intelligence: A Cybernetic Approach. Chicago: Springer Science & Business Media. Goleman, D. (2009). Emotional Intelligence: Why It Can Matter More Than IQ. New York: A&C Black. Stanley, C. (2009). Emotional Intelligence for Sales Success: Connect with Customers and Get Results. Washington DC: AMACOM Div American Mgmt Assn. Travis Bradberry, J. G. (2009). Emotional Intelligence 2.0. New York: TalentSmart. Wharam, J. (2009). Emotional Intelligence: Journey to the Centre of Yourself. Chicago: John Hunt Publishing. Read More