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Special Help: Prevent and Master Angry and Difficult Customers


Don't let difficult, angry customers control you. Learn to take control, stay cool, and remain professional in the toughest situations
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Reviewer Praise From Amazon Readers

Bacal nails it! While more are messing with the entanglements of Customer Satisfaction which leads to no where...he addresses the specifics head on and focuses on the greater picture and ultimate goal of the Customer Experience which leads to Loyalty. Excellent job! (Macy in Oklahoma, 2013)
Five Stars on Amazon

One of the best things I learned from this book is how to turn a negative experience into a positive one. Using the tools from this gem of a book I have calmed people down, turned bad situations into good, and kept customers who would have otherwise left us and written ten nasty reviews in their wake. It is so empowering to be able to do that, rather than feel awful and abused. This is a must buy, must read for people who work with customers day in and day out. Do it for your own sanity, and to help improve your own job performance and satisfaction! (E. Meehan, California, 2012)
A five star review

Anyone who serves the public should have this book. It gives advice for everyone from the order taker at the fast food restaurant to higher level management. It also gives different techniques for different situations (ie retail store, office, call center etc.) I have only had this book for a few weeks and already I have improved my customer service skills. It's a wonderful tool.  (Lisa S. NJ)
Another satisfied reader

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Transactional Leadership - Outdated?

The core of transactional leadership lies in the notion that the leader, who holds power and control over his or her employees or followers, provides incentives for followers to do what the leader wants. Hence, the notion, that if an employee does what is desired, a reward will follow, and if an employee does not, a punishment or with holding of the reward will occur.

The relationship between leader and employee becomes "transactional" -- I will give you this if you give me that, where the leader controls the rewards, or contingencies.

In addition to contingent rewards, transactional leaders are said to "manage by exception", which refers to the idea that they are less interested in changing, or transforming the work environment, or employees, but seek to keep everything constant EXCEPT where problems occur (e.g. lack of goal attainment).

It's exceedingly unlikely that any leader, expert or theorist would recommend this approach to leadership, but there's a paradox here. The transactional approach to leadership is still probably quite prevalent in the "real workplace".

While common, transactional leadership relies on a set of assumptions about human beings, what motivates them, and how organizations work that today, are seen as demonstrably incorrect, inaccurate or false. For example, we know that the effects of rewards and punishments result in high "costs" because the use of rewards tends to require bigger and bigger value rewards over time, to remain effective. We also know that the building of loyalty (to a leader) requires more than dispensing rewards.

If one was to characterize transactional leadership, one could link it to the behaviorist approach to human functioning, an approach not without value, but horribly incomplete. Also, transactional "leadership" really focuses less on what we'd usually refer to as leadership, and more on "management" -- in particular the management of rewards and punishments.

The antithesis, or opposite to transactional leadership is called "transformational leadership".

What is Transactional Leadership

 

About Company

Bacal & Associates was founded in 1992. Since then Robert has trained thousands of employees to deal with angry, hostile, abusive and potentially violent customers. He has authored over 20 books on various subjects, many published by McGraw-Hill.

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