Telephone Etiquette & Tips for Managing Unreasonable Caller Behaviour

1. ‘Quality Assurance & Verification DivisionNational Complaints OfficeSinead Kelleher, Senior Manager Telephone Etiquette & Tips for Managing Unreasonable Caller Behaviour

2. Agenda

3. Telephone Etiquette

4. Telephone Etiquette Answering Calls • Answer promptly (before the third ring if possible). • Before picking up, discontinue any other conversation or activity such as eating, radio etc. • Identify yourself and your department on answering. • Speak clearly and distinctly in a pleasant tone of voice. • Learn to listen actively and listen to others without interrupting. • Use the hold button so that the caller does not accidentally hear you querying/clarifying a response for them. • When transferring a call, be sure to explain to the caller that you are doing so and where you are transferring them.

5. Telephone Etiquette Answering Calls Continued. • Remember that first impression will stay with the caller long after the call is completed. • If the caller has reached the wrong department, be patient and polite, sometimes they have been transferred all over the place. If possible, attempt to find out where they should call/to whom they should speak. If this is not possible take their name & number and pass it on to the most appropriate person who can help them. • When you are out of the office or away from your desk for more than a few minutes, forward your phone to voicemail

6. Telephone Etiquette Tactful Response Examples: (See handout)

7. Telephone Etiquette Taking Messages • Be prepared with pen and message slip when you answer the phone. • When taking messages be sure to ask the caller for their name and phone number. • Repeat the message to the caller. • Be sure to fill in the date, time and your initials. • Don’t forget that you can transfer them to voicemail instead of taking a paper message, but don’t forget to ask, “Would you like me to transfer you to ________ voicemail?” Always ask first!

8. Telephone Etiquette Voicemail Etiquette • You should record your own personal greeting as opposed to using the automatic voicemail. • Write down what you want to say in your greeting. • Include in your greeting your name and department so that people know they have reached the correct person. • Your regular greeting should include your normal work hours. If you know that you will be on leave or out of the office for a few days, you should record an alternate greeting to et callers know this. Callers will know that they cannot expect a call-back for a few hours or a few days. • Don’t forget to listen to your voicemail when you return to the office.

9. Telephone Etiquette Placing a call on hold

10. Answering the call

11. Answering the call contd. Adopt a positive tone – Project a natural attentive tone, watch vocal qualities such as rate of speech/pitch etc. Clear enunciation – speak clearly, use simple words and phrases and avoid slang words. Be sincere – starting with the greeting (say hello and be genuine). Use the persons name – Include it naturally throughout the conversation (don’t abuse it) Listen – Effective listening techniques

12. Listening. Hearing – enough so as to catch what the person is saying. If you can then repeat what you have just heard…you have been listening. Understanding – when you understand exactly what you have just heard. Verification /Clarification – the most ideal way for you to check that you are really understanding the meaning of the person at the other end of the phone.

13. Barriers to Listening. Physical Barriers • Room temperature (too hot/cold) • Air conditions (too stuffy) • Lighting (too dim) • Furniture (uncomfortable) • Noise Other Barriers • Jargon/Technical Terms • Accents • Complexity of information • Speed/ volume of delivery • Monotone (boring delivery) • Psychological – anger/frustration etc

14. Dealing with Difficult/Unreasonable Clients

15. Definition of Unreasonable Behaviour “Unreasonable complainant conduct is any behaviour by a current or former complainant which, because of its nature or frequency raises substantial health, safety, resource or equity issues for our organisation, our staff, other service users and complainants or the complainant himself/herself.” (New South Wales Ombudsman)

16. Unreasonable Framework • Unreasonable Persistence - persisting with their issues even though they have been dealt with to finality. Persistent ringing (e.g. numerous calls throughout the day without offering any new relevant information, calling repeatedly when already advised the person they are seeking is absent etc. • Unreasonable Demands - insisting on outcomes that are unattainable. • Unreasonable Arguments - , holding conspiracy theories unsupported by evidence, and irrationally interpreting facts or laws and refusing to accept other more reasonable interpretations. • Unreasonable Behaviours - includes extreme anger, aggression, threats or other threatening or violent conduct or calling repeatedly.

17. Examples

18. Managing Anger via the Telephone Some members of the public may be frustrated, distressed or angry for a number of reasons. These factors make it difficult for them to communicate effectively with us. Service users may be angry as they may feel that they have been ‘given the run around’, or an unjust situation may have been created/perceived to have been created. It is important to attempt to manage their anger before turning to substance of their request, concern, complaint.

19. Managing Anger Techniques • Let the person express their frustration (let off steam) – often this will mean the person will calm down enough to allow you to ask for more details . • When the person has calmed down, ask for more details or clarify your understanding of their issue of concern. • Allow the person to tell you their issue in their own words, and encourage them back to their point if they go off track. • Repeat back to the person your understanding of their issue. • You should be direct and clear about what you can and cant do, how long it will take and what it will involve.

20. Managing Anger Techniques Continued Strategies for staff • Remain calm & respectful • Use a low, calm tome of voice and a slow pace • Listening – don’t intervene too quickly and allow them a chance to ‘let off steam’. • Show you are open to their point of view by using active listening skills. • Acknowledge their anger without diagnosis, encouragement or criticism

21. Managing Anger Techniques Continued Strategies for staff • Paraphrase & summarise what they are saying. • Apologise – express sympathy - I’m sorry to see that you are upset about what has happened…’ • Agree with the person don’t intervene too quickly and agree(without assuming blame)– “I agree its frustrating not to have received a response” • Don’t debate the facts when the person is angry. • Avoid Jargon/Legal Language – make sure they understand what you are saying.

22. Managing Anger Techniques Continued Remember that while you may have been the focus of a person’s anger you are not responsible for it. Try not to take theircriticism/anger/aggression personally. • Listen carefully, try not to argue. • Never reply in kind to abuse, rudeness or threats. • Ask the person to speak more slowly so that you can take the full details. • Request the behaviour to stop. (Applies to phone calls also). • Acknowledge you have received the message. • Sit down where possible and encourage a client to sit at all times while speaking with you. Note that when on a call sometimes standing up while on the call can help you feel more assertive.

23. Do • Show respect • Clarify • Allow venting • Acknowledge emotions • Show empathy • Find something to agree with • Check understandings • Acknowledge their point of view without agreeing • Echo what they say • Listen actively • Allow space to think, if necessary • Admit and apologise, if necessary • Stay calm • Seek resolution Don't • Argue, defend or deny • Give excuses • Be confrontational, • Be overly formal or bureaucratic in your responses • Be too informal and do be wary of joking • Respond to fighting words • Suggest the complainant needs therapy or counselling • ... forget to clarify your personal boundaries especially if the complainant’s behaviour is escalating. State what you expect from them and the things you can and cannot do for them.

24. Managing Anger Techniques Continued . Manage Expectations!

25. Managing Anger Techniques Continued • Testing Expectations - finding out what the complainant expects and wants • Defining the issues - As I understand it, you’re complaining about ... and.... Is this correct? (Allowfor clarification) And you want ... to happen. Is that correct? • Retesting & reframing issues - ‘Perhaps I could tell you a bit about how this Dept. works and what we can and can’t do’. • Redefining expectations – ‘I know you were expecting that ... would happen today, but it will not bepossible. It is likely that it will happen.... ‘ I’m sorry, but we won’t be able to.... However, we can...’

26. CARP Acronym New South Wales Ombudsman C: Control A : Acknowledge R: Refocus P: Problem Solve

27. Managing Anger Techniques Continued • Control – controlling your interaction with the complainant, as well as your own anger. • Acknowledge -acknowledging the complainant’s anger and giving them an opportunity to ‘let off steam’. • Refocus- ‘refocusing the conversation onto the substantive issues.’. • Problem Solve– finding solutions to the issues and problems that you've identified.

28. Assertive Behaviour Express your thoughts, feelings, opinions and beliefs in a direct and honest way while at the same time respecting other people’s rights. The aim of assertive behaviour is to satisfy the needs and rights of all parties.

29. Assertive Behaviour Expressing your thoughts, feelings, opinions and beliefs in a direct and honest way while at the same time respecting other people’s rights.

30. Effective/Active Listening • Being motivated • Empathising with our customers • Interrupting only when appropriate • Paraphrasing and Summarising • Taking in the whole picture • Asking Questions

31. OPEN- ENDED QUESTIONS CAN BE USED FOR…….. (What? Why? How?..) • Establishing all the facts • Encouraging someone to express their views • Opening up a new area for discussion • Finding out the other person’s needs or opinions • Building rapport and showing that you are interested

32. Rapport Relationship of mutual understanding or trust and agreement between people. • Matching the client’s rate of speech, words, phrases. • Putting yourself into their shoes, summarising their feelings, reflecting back. • Concentrating on the client’s emotions as well as on the facts being presented to you. • Using questions to check their needs and probing for further information. • Checking that you understand what the client has said.

33. Types of Behaviours The overly chatty caller – There’s talkative and then there’s excessive. Often these overly enthusiastic over sharers seem genuinely friendly it’s only when they start to fill you in on details of their son’s graduation party, suddenly you realise this is going to be a long call. Tips on dealing with this: • Try to keep the conversation focused. • Don’t ask question s about unrelated topics. • Interrupt politely, offer short, yet polite answers but immediately regain focus on the matter at hand. • Remember to stay friendly and focused. Stay up beat and positive while reminding the customer of the reason they called.

34. Types of Behaviours The Angry caller– They’re angry and frustrated and may have been on to a number of departments before getting through to you. By time they do get to you , they’re snappy, annoyed or worse, actually yelling. Tips on dealing with this: • Stay calm, polite, helpful and friendly (remember techniques just mentioned -empathise/apologise/let them let off steam) • Don’t be intimidated or bullied • Treat them with respect, even when…! • Don’t put them down, don’t rise to the argument or be sarcastic. • Agree a course of action (if possible) and stick to it

35. Types of Behaviours The confused caller– this caller is not outright yelling but rather they may be dropping passive-aggressive remarks about their experience and may be unsure how to progress an issue. Tips on dealing with this: -Be patient and listen. - Offer advice where possible e.g. explain the process of the HSE’s complaints policy. - Be clear about what your office can/cannot do (expectations). -Remain polite and provide contact details of who may be able to assist them with their issue.

36. Types of Behaviours The Persistent Caller – may make an unacceptable number of calls during any defined period (e.g. more than once a day without offering any new relevant information, calling repeatedly when already advised the person they are seeking is absent etc. Tips on dealing with this: - After each call make a brief note of the date and time of the call. - Advise the caller that you are aware they have made previous calls. - Advise them that the issue they are seeking to resolve is being addressed. - Advise them that you are unable to spend any further time discussing the matter and that you have to conclude the call. - If the caller persists discuss with supervisor (view handout).

37. Aggressive Phone calls It is expected that some members of the public will express a certain amount of anger. However when this escalates into threats, aggressive behaviour or violence, a different management response is needed, centred on ensuring staff safety. The same expectations about dealing with verbal abuse or personal face to face interviews apply to telephone calls to the office. It is clearly safer in a telephone call to inform the person you are talking to that you are willing to assist them but are not prepared to put up with verbal abuse and you will terminate the call if necessary. Staff faced with aggressive behaviour need to be able to manage the situation effectively before they can deal with the actual issues of concern to the individual. Staff should not be expected to continue dealing with threatening, aggressive or violent individuals. Verbal aggression may also lead to you terminating contact, either for the short term or permanently, if the behaviour continues after you have tried to put the person at ease or tried to calm them down.

38. Handouts • Guidelines when dealing with Abusive Phone Calls ( sample template Guideline) • How well do you listen? • Suggested Strategies (Do’s/Don’t) • Telephone Communication (summary)

39. Useful websites New South Wales Ombudsman http://www.ombo.nsw.gov.au/__data/assets/pdf_file/0004/3568/GL_Unreasonable-Complainant-Conduct-Manual-2012_LR.pdf Employee Assistance http://www.hse.ie/eng/staff/safetywellbeing/eap/