It's OK to say no

You like people and you like animals. This phrase was probably on your job application, and it's what you tell people when they ask you why you chose to work at a veterinary practice. But is it true? Oh, I know you like pets, but what about people?

Here's the quick test: Do you get jazzed by offering out-of-this-world client service? It's easy to like our clients when they're nice. But your true worth as a client service professional is measured by how well you handle the grumpy, difficult, confused, and just plain bad-tempered ones.

Can you say no and deliver bad news gracefully? Great client service providers sail through these difficult conversations with the same ease and attitude they display with their favorite clients. It's easier than you think. Here are the tools you need to say no nicely.

What clients want

Saying no is a lot easier once you accept that you can't accommodate everyone. The law may prevent you from meeting clients' requests or you may not have the product they wanted. Or perhaps there's no room in the schedule to meet clients' requests immediately. This really isn't a disaster.

Saying yes doesn't always make clients happy and saying no doesn't mean that they'll be upset. After all, you can visit an ice cream parlor with a yen for chocolate fudge and leave with Rocky Road and still feel completely satisfied.

No means no

When it comes to no, sometimes it's not what you say but how you say it. During these crucial discussions you need to understand clients' five basic needs:

• Friendliness. Stretch your mind back to those early lessons your parents taught you growing up—to treat people with courtesy, politeness, and respect. It's that easy. Friendliness at work is a choice. Bottom line: If you can't be friendly and you work in a service profession like veterinary medicine, you've chosen the wrong career!

• Understanding and empathy. Do you understand clients' expectations and communicate your empathy? This is a learned skill you develop through practice.

• Fairness. You may know you're 100 percent right, but arguing with clients only makes them feel ripped off. Instead, focus on fixing the problem. I'll often ask the client, "What can I do to make things right? Tell me what would be fair." Once a client alleged that we had mishandled a pet's ashes. When I asked how I could fix the problem, the client asked me to write an article in our newsletter that discussed the importance of communication when handling a pet's remains. And I did.

• Options and control. Clients need to feel like they're involved in the service you provide. Are you really listening when clients complain? Or do you feel your thoughts drifting as Mrs. Allen argues that she's been waiting forever and the doctor was supposed to see Fluffy 15 minutes ago? Offering Mrs. Allen alternatives satisfies her need for control. Remember, Fluffy is more than a pet—she's a family member, and Mrs. Allen wants to have some say in how you deliver Fluffy's care.

• Information. Clients need information to feel like you offer value. It's your job to educate them about their choices, your policies, and how the practice works. I recommend launching a client service training program to discuss the information clients need to know and practice delivering the news with care.

The right no

There are two ways to say no; the hard no and the service no. I don't recommend the hard no. It's much like a brick wall—you leave clients with nowhere to go. Here are some examples of hard nos:

• "That's not our policy."

• "That's not my job."

• "I'm not allowed."

• "I have no idea."

• Bad body language, such as crossed arms or frowning.

A service no is completely different. Instead of shutting clients down, you offer a service sandwich: two phrases wrapped around a series of recommended actions. "What I will do is ..." and "what you can do is ... . " Let's take a closer look at these two phrases.

"What I will do is... ." This tells clients that you want to help them and offers specific actions you'll take. It may not be exactly what they want to hear but it creates an acceptable resolution to the problem.

"What you can do is... ." The second phrase gives customers some control over the outcome. You're demonstrating that they're your partners in resolving the issue.

Now let's look at a sample response that incorporates all of these components:

"Good morning, Mrs. Allen. It's so nice to see you and Fluffy this morning (friendliness). I see you're here today because you're concerned about Fluffy's cough (empathy). I know you scheduled your appointment for 9:30. I'm sorry that Dr. Care can't see you immediately (fairness). There's been an emergency and he's running about 30 minutes behind (information). What I can do is reschedule Fluffy's appointment later if that's more convenient. Or you can wait for Dr. Care and he'll be able to see you in 30 minutes. Or, if you prefer, we can admit Fluffy and you can pick her up later this afternoon. Which would be most convenient for you (options and control)?

Being a client service professional is more than just smiling and liking people and animals. It's a learned set of skills you develop through desire and determination. Managers: Expect these traits in your employees. Team members: Use these skills to take your practice's client service to new heights. Good luck, and remember, you like animals and you like people.

Shawn G. McVey, MA, MSW, CEO of Eye Care for Animals in Phoenix, is a hospital administrator, consultant, and public speaker. Send questions or comments to firstline@advanstar.com

Shawn McVey