Pub. 1 2016 Issue 3

9 ISSUE 3 2016 䌀吀䄀䄀 吀䠀䔀䌀伀一一䔀䌀吀䤀䌀唀吀䄀倀䄀刀吀䴀䔀一吀䄀匀匀伀䌀䤀䄀吀䤀伀一  Savol, serving the swimming pool service needs of the apartment industry for over 40 years. 91 Prestige Park Circle E. Hartford, CT 860-282-0878 www.savolpools.com CT Reg. 584241 • SP-1 Lic. 285483 • Pump room repairs • Leak Detection • Safety Covers • Tile / Coping • Painting • Openings / Closings One Stop Source for All Your Swimming Pool Needs • Pool Chemicals Delivered to Your Door • Offering Certified Pool / Spa Operator R Courses • Leasing / Financing Options Available THE POWER OF RESPONSE LOCALLY FOCUSED - GLOBALLY STRONG 30 North Plains Industrial Road, Wallingford, CT 06492 | 203.949.8660 | www.BELFOR.com DISASTER RECOVERY PROPERTY RESTORATION FIRE•WATER•STORM•MOLD 24-HOUR EMERGENCY HOTLINE 800.952.0556 Board-Up | Shrink Wrap Smoke & Soot Removal Water Extraction Structural Dehumidification Mold Remediation Odor Removal Reconstruction Contents Restoration Document & Media Recovery Electronics & Machinery Restoration HVAC Cleaning Environmental Services The process of taking service failures and turning them into opportunities to strengthen relationships is one that Disney has raised to a ne art. Part of the Disney brand, after all, is making sure people stay happy. e Disney Institute teaches a ve- step recovery method to do just that: • Hear: When something goes wrong, give people a chance to tell you about it. You need to listen to the full, un- interrupted story. Don’t contradict what is said, even if it is wrong. You want to be able to tell them that you understand. If you do not have the authority to solve the problem, immediately transfer it to someone who can. • Empathize: Build an emotional connection through empathetic comments that validate the way those who are a ected feel because of the problem. Empathy is a good way to create a connection between you and the person you are talking to. It builds trust when people see that you have heard what they have to say, and that you are both willing and able to help them. Try using phrases such as, “Your reactions are completely normal,” or “If I were in your situation.” • Apologize: Take ownership of the failure and apologize for it. If the tenant is at fault, don’t make it your fault, but also don’t humiliate anyone (including other employees). At the very least, you can always apologize that someone’s expectations have not been met. is is not something you can script. To be powerful, an apol- ogy has to be sincere and generous. at’s all some tenants really want, so make sure they get it. • Resolve: Do what you can to solve the problem as quickly as possible. If you don’t know what to do, ask the person what they would like to see happen. Is their solution reasonable? Do it. Is it unreasonable? Tell them what you are willing to do instead. Keep the focus on what you can do, and not on the impossible. e faster the problem can be solved, the better it is. What this means is that an apartment manager might have to delegate a considerable degree of authority to people who are on the front lines of problem solving. If you have the authority, be willing to delegate it: you cannot a ord the ill-will of mistimed bureaucracy. • Diagnose: This is what happens after the problem has been solved. As the Disney Institute puts it, you seek perfection but you settle for excellence. Diagnosing what hap- pened is not an exercise in looking for someone to blame. It does give you a chance to figure out what you can do better, and to make any changes necessary. Make sure you thank the tenant for working with you, and follow up with them later to make sure the issue was completely resolved. e HEARD process works for Disney. Let it work for you.