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How to deal with complaints

The way in which managers deal with complaints or grievances can make the difference between satisfied, cooperative complainants and those who become constant sources of irritation and trouble. Your response to complaints must demonstrate two things - your interest and willingness to get involved, and your commitment to a fair deal for everyone. Here are some basic principles that will leave complainants feeling positive about how you’ve handled their concerns…

1. Show your concern and remain calm.

Complaints are important to the aggrieved, so give them a chance to let off steam and to express their feelings. If they have a problem, you might have one, too. It’s OK for them to be upset, but you need to remain calm, in control, tactful, and ready to respond.

2. Be objective.

Your job is not to judge - the issue is not really about who is right. The complainant is simply seeking satisfaction. You must make it clear that you are interested in the problem and are concerned with fair treatment. Often the opportunity to complain is just as important to some people as any resolution of the issue.

3. Be prepared to listen.

Every story has at least two sides, and you are about to hear one of them. Listen to, and empathise with, the complainant. This not only shows respect, but might also enable you to find out what the real problem is - including any hidden agenda - and the depth of feeling associated with the complaint. Your considered response will demonstrate that you have taken the matter seriously. If you are particularly busy at the time, make an appointment to meet within a day or two. Never allow people to gain an impression that you’re not interested.

4. Assemble the facts.

Although you will want to avoid any escalation of the perceived problem, you should resist making a decision until you’ve probed for the facts. Complainants may attempt to minimise their part in a problem by selectively omitting certain details, so search beneath the surface to understand what is involved without trying to manoeuvre them into admitting the complaint is unfounded. Finally, state your interpretation of the key issues and allow the complainant to clarify where necessary. Effective handling of the complaint at this early stage could avoid complications later.

5. Direct the complainant to the right person.

Sometimes the best help you can give complainants is to put them in touch with the person who can help to solve their problem. You should make the necessary arrangements for discussions to take place.

6. Use creative techniques.

Complaining is a form of attention-seeking. By understanding the complainant's motivation, you will be able to adopt an appropriate strategy. For example:

  • Passivity. Respond when you’re ready; just sit; let the complainant exhaust the verbal tirade to the point of repetition before responding.
  • Positive reframing. Change negatives to positives. Whatever someone complains about, counter with a good point. You might get the complainant to stop and think, even back off.
  • Monkey manoeuvring. Avoid taking care of other people’s monkeys by asking them, ‘What are you going to do about it?’ or ‘Do you have a workable solution?’

7. Adopt and follow a grievance procedure.

If you have ISO 9000 certification, you will have in place documented procedures and accompanying work instructions for reporting and handling 'non-conformances', including complaints. If not, develop procedures for handling complaints and educate employees and customers about those procedures. Though not every complaint will require strict adherence to formal, documented procedures, you can’t afford to ignore a grievance or complaint.

8. Address the complaint; advise of the decision.

It’s safe to assume that anyone coming to you with a complaint or grievance would like a direct answer. Either give it in clear, definite, understandable terms, or guarantee a response by a certain time. If further time is required to investigate, unanticipated delays should be communicated to the complainant. Once you’ve made your decision, tell the person yourself. Any misunder-standing can be clarified at this point. Though complainants may not always agree with your decisions, they should understand that their complaints were given very serious consideration.

9. And don't forget...

Other important points worth remembering include:

  • Avoid ‘off-the-cuff’ remarks.
  • Practise patience.
  • Concede any point that you can.
  • Admit any errors.
  • Never laugh off a complaint.
  • Help people to voice their complaint.
  • If you’re at fault, admit it, apologise, take steps to ensure it won't recur, and move on.
  • Alert your superiors if you feel the grievance could escalate.
  • Review your procedure to see if you could have handled the process better.