Problem Solver- Positively Sorry

Jim Jacoby, an independent consultant who teaches at Florida Gulf Coast University and Edison College, answers:

Our responsibility is to solve the problem, while at the same time ensuring our customer remains content. Consi-der these five points when responding.

1. Begin with an immediate fix to the complaint. For example, your firm recently installed new accounting software, which overbilled your customer $200 a month. Your opening sentence might be: "You'll be glad to learn your account has been credited for $200, as requested."

2. In the second paragraph, tell what happened, keep negative words to a minimum and end with your apology. You might say: "Thanks to your alerting us about the billing, we discovered a glitch in our accounting software and immediately fixed it." Words such as "problem," "resolution," "sorry," "fix," "correction" and "apology" have negative connotations and may reinforce your reader's unhappiness with your firm. A good word to use in your explanation is "inadvertently." It means we messed up, but didn't do it on purpose.

To end your explanation paragraph, try something like this: "Please accept my [or our] apologies." There's no need to add phrases such as "for your inconvenience." This just makes the negativism even worse. Furthermore, apologize only once.

3. Provide a permanent fix, if possible. Assure the reader you're taking all possible steps to prevent recurrence of the action. In our example, we might say; "To ensure future billings are always accurate, we implemented a new procedure for more thoroughly checking out new software."

4. Be sure to have your message reviewed if the situation could be serious enough to land you in court. In several instances, an apology has ended as evidence against the writer's firm in a legal battle. Run the matter past management or the company lawyer.

5. End your message on a positive note, without rehashing the negatives. Just say: "If you have any further questions, please call me at 123-4567. We look forward to serving you."

Jacoby, president of Management Communications Consultants in Estero, has more than 35 years' experience in writing, editing, publications management, consulting and teaching. He can be reached at 390-1522 or JacobyJ@aol.com.

Q: I've been told by my manager that I have good potential as a salesperson. What are the keys to success?

Jan Kantor, a business consultant and executive coach in Naples, answers:

There are many different characteristics that make a salesperson the best, but one stands out above all others-positive habits. These can make the difference between great sales performance and average sales performance.

Here are some points to consider.

. Are you feeling positive? Do you find yourself avoiding sales calls for fear of rejection? If so, you need to start feeling confident and comfortable with yourself.

. Are you thinking positively? Do you make automatic, discouraging assumptions about customers? Do you make negative judgments in advance? Don't sabotage your own sale before you even begin your approach!

. Are your actions positive? How do you listen to your customers? Are you doing all the talking? Do you reflect on how effective you were? You need to take the time to act and react positively with customers. Don't be afraid to take a good look at yourself. Work on accepting and positively managing your own sales success.

Kantor's company, Success Systems, provides strategic planning, teamwork and communications tools. He can be reached at 434-8575.

Q: How does a manager assess his or her effectiveness?

Cheryl Lynn Dratler, a Fort Myers-based human relations consultant, answers:

Effectiveness is one's ability to hit a target accurately or produce a desired result. For managers, effectiveness is vital in a market where companies are vying for a competitive advantage. Employees consistently indicate that a critical skill for effective managers is the ability to set and clearly communicate goals, direction and expectations. These managers give positive and corrective feedback on performance, and counsel effectively. They keep employees informed about work and the company, and they listen to employee comments and concerns. They help employees grow and accept additional responsibility.

Effective managers establish a positive climate for work and for working relationships. They manage conflict and misunderstandings fairly and professionally. They develop teams to accomplish the job. They support people as they need it and provide adequate training.

There are also attitudes and character traits that are common among managers who rate high in effectiveness. They are seen as having high integrity and being decisive and results oriented. They display self-confidence, are willing to share achievement and progress, and present a positive attitude.

These leaders manage others by their own example, and understand their own strengths and weaknesses, always seeking to learn and become the best leaders possible. They are proactive and balance immediate and long-range goals.

Dratler is executive vice president at Resource Innovations, a consulting firm. She can be reached at 936-3903.