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If you deal directly with customers and clients there is something you should know. There are some critical times in the interaction, called moments of truth, that will determine whether the client sees you as helpful or hindering. These moments of truth will also determine if that client will create a "hassle" for you personally, and your colleagues. Handle these moments effectively, and you will end up making your day go well, and do a superior job. People form impressions of an organization, and the people that work in it, rather quickly. The more agitated they are on initial contact, and the angrier they are, the more selective will be their attention, and the more likely they will see what they want to see (selective confirmation of their initial beliefs).
For example, a person who is angry because he/she sees large corporations as excessively bureaucratic will seek out, within the first few minutes of arriving, things to confirm this conclusion. Actually, we all do this, but the frustrated or angry may use selective perception more often.
Also, people tend to remember the last things they experience. How the client is treated as he or she exits is also important.
Finally, customers' attitudes will be affected by the way they are treated during transition periods. A transition period is the point in time where the person is referred to another person, or has to wait for something.
To summarize, customers' attitudes towards you and your organization will be largely determined by the way they are treated when they:
- arrive/enter the office
- have initial contact with reception procedures and people
- have initial contact with the next staff member they need to see
- wait
- have concluded their business and leave the office.
Let's look at some things you can do in the initial moments of truth.
Arriving/Entering The Offices
People arriving at large corporate offices are already frustrated, intimidated and ill at ease. If they walk in and cannot figure out where to go, or are uncertain at what to do, they tend to get upset. If they see huge numbers of clients waiting, and employees seemingly doing nothing, they get upset. If they have to wait before their first human contact, and have nothing to occupy their time, they get angrier and angrier as they mull over their problems and grievances.
In addition, if the initial contact areas are uncomfortable, crowded, too hot or cold, and lacking in basic amenities (e.g. coffee, reading materials), there is an increase in the probability that hostility will increase.
It is not always possible for individual employees to change the conditions that increase hostility at the arrival/entering phase of contact. Organizations need to examine the factors that may impact on hostility levels, not only for humanitarian reasons, but also for reasons of productivity and efficiency.
Some things to consider:
- the longer the time between entrance and human contact, the more likely the customer's anger will increase, and the higher the likelihood that this anger will be aimed at employees.
- during the wait time, the likelihood of anger increase is directly related to:
- length of time waiting
- degree of boredom
- lack of physical comfort amenities
- observation of non-working employees (whether true or not)
- uncertainty as to how long they will have to wait
Initial Contact
The first contact a person has with an employee in large measure determines whether the person will see the organization as helping or hindering. Consistent with the previous section, contact or greeting should be made as soon as possible upon arrival. Effort should be made to greet cordially and with respect (regardless of the client's state). You can apply the following principles.
- Clients should be notified how long a wait there might be, and informed of alternatives to waiting when possible (e.g. make an appointment, phone, come back at a particular time, etc).
- Initial contact staff should be prepared to empathize with clients early and often. Defuse now and problems down the line are reduced.
- If paperwork is required, explain what it is for, using an unbureaucratic approach. Explain procedures as necessary and try to help the client know what to expect.
- When there is waiting involved, checking back with the client to inform and see how he/she is doing (and to empathize) will help.
- Above all, remember that the first few minutes will shape the person's perception of the organization, you and all the other employees. If the first few minutues are messed up, the consequences may be irreversible.
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Customer Service 
