Providing Effective Customer Service in a Diverse World

Providing Effective Customer Service in a Diverse WorldProviding Effective Customer Service in a Diverse World

Providing Effective Customer Service in a Diverse World

As the world grows smaller economically and otherwise (e.g. world trade, international travel, outsourcing and offshoring of jobs, worldwide Internet access, international partnerships between organizations and technologically transmitted information exchange), the likelihood that you will have contact on the job with people from other cultures, or who are different from you in other ways, increases significantly.

Providing effective customer service in a diverse world is something that virtually anyone in an organization must master in today’s business world. As the world grows smaller economically and otherwise (e.g. world trade, international travel, outsourcing and offshoring of jobs, worldwide Internet access, international partnerships between organizations and technologically transmitted information exchange), the likelihood that you will have contact on the job with people from other cultures, or who are different from you in other ways, increases significantly. This possibility also carries over into your personal life, since diversity is encountered everywhere (e.g. over the telephone and Internet and in supermarkets, religious organizations, on public transportation), and is an important aspect of everyone’s life. Although diversity presents challenges in making us think of differences and similarities, it also enriches our lives; each encounter we have with another person gives us an opportunity to expand our knowledge of others and build relationships while growing personally.

call center representative, customer service tips, excellent customer service One significant impact that diversity has on customer service is that people from varied backgrounds and cultures bring with them expectations based on the “norm” of their country or group. Whether this diversity pertains to cultural or ethnic differences, beliefs, values, religion, age, gender, ability levels or other factors, a potential breakdown in customer satisfaction can occur if people get other than what they want or expect.

Part of creating a positive diverse business environment is to train each service provider on the nuances of dealing with people who have backgrounds that are different from their own. Additionally, this effort involves each employee taking ownership for enhancing his or her knowledge and skills related to working with a diverse customer base.

To learn more about dealing with diversity in a customer service environment, along with hundreds of ideas on effective customer service skills and tips for dealing with a variety of common customer service challenges and delivering excellent customer service, get copies of the books Customer Service Skills for Success, Please Every Customer: Delivering Stellar Customer Service Across Cultures and How to Be a Great Call Center Representative.

Differing Time Management Perspectives in a Global Customer Service World

Differing Time Management Perspectives in a Global Customer Service World

As a service provider, you may encounter someone whose view of time differs significantly from yours. You should learn to adapt. Many cultures view the past, present and future differently and may place more or less importance on them than others outside their culture do. This may put a strain on the customer-provider relationship if you are not aware of their perspective or are not willing to make concessions for the differences.

Implications of time perspective differences vary greatly throughout the world. In countries like China, if you are late for a business meeting you might lose face or somehow make them feel disrespected. In other countries, you might be expected to wait for your customers, even when you have a set appointment time. For example, if you are in sales and travel to other parts of the world, you might arrive expecting a meeting at a certain time and date, only to find out that the person you are supposed to meet is out of the office or on vacation even though you called the week before to verify the appointment. Even so, always verify meetings multiple times and in writing before proceeding to them, especially if your customer is from outside your culture. Keeping subordinates and foreign businesspeople waiting for an extended period of time even when there is a scheduled appointment is not uncommon in some countries (e.g. Middle Eastern), especially when a higher-level executive is involved. Expect this and be prepared to wait patiently.

When dealing with customers who frequent your organization, if you are serving someone from another culture, you may find that they show up late for appointments. To compensate, you have to decide whether to build in some flexibility to your schedule or to turn a customer away when they arrive late. Obviously, the latter could mean a breakdown in the customer-provider relationship or a lost customer.

The bottom line on dealing with cultural perspectives on time is to recognize that there are differences. As a result, you may have to change your own mindset if you plan to do business with people from other countries ad cultures. Making such adjustments can lead to opportunities for providing customer service excellence and building a reputation as a service professional who is keenly aware of global diversity.

For more guidance on dealing with cultural differences when delivering service in a diverse world, read Customer Service Skills for Success and Please Every Customer: Delivering Stellar Customer Service Across Cultures.

Robert C. Lucas

About Robert C. Lucas

Bob Lucas has been a trainer, presenter, customer service expert, and adult educator for over four decades. He has written hundreds of articles on training, writing, self-publishing, and workplace learning skills and issues. He is also an award-winning author who has written thirty-seven books on topics such as, writing, relationships, customer service, brain-based learning, and creative training strategies, interpersonal communication, diversity, and supervisory skills. Additionally, he has contributed articles, chapters, and activities to eighteen compilation books. Bob retired from the U.S. Marine Corps in 1991 after twenty-two years of active and reserve service.

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