How to Handle a Complaint

How to Handle a Complaint

It is important that all your staff are trained in handling customer complaints.

Here is the six-step method to use when handling a complaint:

1. Listen without interruption.

2. Empathise with their feelings.

3. Question them to isolate the facts from the feelings.

4. Answer the factual objection to the best of your knowledge, complying with company policy and the law.

5. Confirm understanding.

6. Change the subject.

Six-Step System for Handling Objections

Step one: Listen without interruption - Hear them out

Listen to the person without interruption.

Let them "Get things off their chest".

Step two: Reflect their position back to them

Restate their position and reflect back their emotions.

Memorise and use the phrase, "I understand you feel [description] and I want to help, so would you let me ask you a few questions?"

Empathise how they are feeling.

You must show empathy without necessarily showing any agreement.

Step three: Question down

Now you need to ask questions to discover the underlying facts.

You need to separate facts from the feelings, facts from the opinions, facts from accusations.

Your task is to narrow the objection to the "one most important thing".

You need to isolate the objection.

Step four: Answer their point to the best of your knowledge

Give them the best answer that the facts, your knowledge and your organisation will allow.

They must understand what your answer is. (Be clear).

They must understand the reasons for your answer. (Be rational).

Step five: Confirm agreement / understanding

Ensure that the person agrees with your answer.

People will either agree with you or not.

If they don't agree, or understand, return to step one.

And take them once more around the cycle.

If when they do agree, then move to step six.

Step six: Change the subject (or close the conversation)

The moment you have an agreement, change the subject.

Ask a reflex question.

A reflex question is a question they can answer easily and has the effect of changing the subject.

You need to develop three or four reflex questions that you can ask, whenever you need to change the focus of a conversation off the current topic.

Start with the phrase, "By the way, just for my notes what ...

• Is your direct line phone number?"
• Do you have a middle name or initial?"
• What is your work postcode?" 

Once you have an agreement on the minor objection, change the subject.

Do not keep talking about a problem after you have resolved it.

Further reading: Delivering Effective Customer Service (Blog).

Definition: Six-step complaint handling method

In customer service, the six-step complaint handling method is a process that uses six clear moves-listen, show empathy, ask for facts, give a fair answer, check agreement and then steer talk to a new topic. It keeps the talk calm, fixes the real issue and protects the link with the customer.

Article Summary

Treat each complaint as a win-back moment: listen without interrupting, empathise, question for facts, answer clearly, confirm agreement and then change the subject; companies that master this six-step cycle fix issues first time and keep up to 93 % of their customers.

Frequently Asked Questions

Here are some questions that frequently get asked about this topic during our training sessions.

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Did You Know: Key Statistics

About the Author: Chris Farmer

Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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