Customer Service: Interpreting Perceptions


Once we’ve made our perceptions, we need to evaluate them. For example, is a customer nervously looking around because the customer is impatient and wants to be served, hyperactive, or a potential shoplifter? By evaluating customer behavior against the following factors, you can then determine a course of action.

  • Past experiences you’ve had in similar situations. If it is 90 degrees outside and the nervous customer has on a long winter coat, you may be justified in being suspicious.
  • Beliefs about human behavior. Personal beliefs that people are basically decent or evil, pessimistic or optimistic, happy or sad, can influence the way you interact with others.
  • Awareness of information about a person that can impact your reactions. For example, if you know one customer enjoys talking in detail about features and warranties of a product while another only wants the features highlighted, you may structure information accordingly.
  • Expectations of the outcome of an interaction. For example, if you are optimistic about making a sale, you may subconsciously send nonverbal messages that positively influence customers or encourage them to do business with you.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Releasing Each Person’s Potential


Great managers would offer you this advice: Focus on each person’s strength and manage around his weaknesses. Don’t try to fix the weaknesses. Don’t try to perfect each person. Instead do everything you can to help each person cultivate his talents. Help every person become more of who he already is.

This radical approach is fueled by one simple insight: Each person is different. Each person has a unique set of talents, a unique pattern of behaviors, of passions, of yearnings. Each person’s pattern of talents is enduring, resistant to change. Each person, therefore, has a unique destiny.

Sadly, this insight is lost on manay managers. They are all at ease with individual differences, preferring the blanket security of generalizations. When working with their people, they are guided by the sweep of their opinion—for example, “Most salespeople are ego driven” or “Most accountants are shy.”

In contrast, great managers are impatient with the clumsiness of these generalizations. They know that generalization obscure the truth: that all salespeople are different, that all accountants are different, that each individual, no matter what his chosen profession, is unique. Yes, the best salespeople share some of the same talents. But even among the elite the differences will outweigh the similiarties. Each salesperson will have his different sources of motivation and a style of persuasion all his own.

The rampant individuality fascinates great managers. They are drawn to the subtle but significant differences among people, even those engaged in the same line of work. They know that a person’s identity, his uniqueness, lies not just in what he does—his profession—but in how he does it—his style.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight