The service or the rules?

When we try to validate a guarantee or receive a complementary service and we have the misfortune to hear the phrase “sorry, it is not possible, it is company policy”, the feeling is equivalent to a root canal without anesthesia. It is the most popular phrase behind which staff doubts, lack of information, training or even empathy are hidden.

Do not get me wrong, dear reader, the rules are to be complied with and their follow-up is a fundamental axis for organizations to continue offering products and services within the framework of legality and with a vision of the future, but when the rules are the protective shield When faced with a customer’s claim, we are talking about something totally different.

It is not strange that companies undertake permanent efforts to be in “compliance” (or “in compliance with”) that the World Complience Association defines by saying that “the Corporate Compliance it is a set of procedures and good practices adopted by organizations to identify and classify the operational and legal risks they face and establish internal mechanisms for prevention, management, control and reaction against them ”.

However, following the rules should not generate selective blindness to define when or when we should not serve a client and there the position is strong: the client must ALWAYS be served.

5 Warning points to adjust the path

AgroMarketing must support the creation of a great brand experience, therefore, it is responsible for designing the parameters that will govern its implementation. With this in mind, here I share 5 points for not submitting the quality of service to the policy book.

The Heritage: If the argument that you hear before a nonsense rule looks like “that’s how it has always been”, “that’s how it was when I arrived”, “they told me that’s how it was resolved”, it is time to challenge the existence or future of that guideline. It is common for the dynamics of the markets to lead us to run without stopping. What is not normal is to realize it and not correct.

He listens to her: In another of my columns I referred to active listening, but here a complement to that idea. On many occasions we train our listening to answer, to argue and even to defend ourselves, but not always to understand and learn.

All of our teams, not just customer service, sales and marketing, must be prepared to decode the message and discover the customer’s need. It is not simple, but it is highly profitable

Act as owner: A few days ago I had the bad experience of being “run over” by a company’s return policies. They treated me quite badly and caused me great annoyance, but I am sure that the manager of that business came home with a smile because in his reality, he applied the rules flawlessly and relentlessly without solving anything.

He thought about the transaction, resolved it, but did not leave room for me to return to that place with the intention of buying again. This happens because he does not see himself as the owner of the company, as co-responsible for the present and future results and only creating a culture of co-ownership.

Solve: Anyone answers, but not everyone solves, the problem is that both attitudes are like two drops of water. When training sessions are held and the famous role plays are organized, it is easy to identify those collaborators who have a natural tendency to satisfy the needs of clients compared to those who only seek to end that interaction. Fortunately, these behaviors can be modeled through proper diagnosis and training.

Empathy please: The antonym of empathy is ecpathy, defined as a voluntary mental process of exclusion of feelings, attitudes, thoughts and motivations induced by another. indifference and insensitivity and are as harmful as they are silent because this happens almost unintentionally. As long as we are attentive to our business structures, our problems, and our processes rather than the customer’s needs, anxieties and aspirations, we are generating a disconnect that will eventually lead to the loss of market preference.


Write in the entrance of a place the legend, “we are here to serve you” or include on the shirts of those who serve customers the question “how can I help you?”, It must have the support of hours of training but above all, of the awareness of the expectation they must be able to meet.

In the field, I have had the privilege of accompanying the engineers responsible for the management of key accounts as well as the technicians who seek to give first-level advice to their farmers and that awareness to which I refer translates into the understanding of that the following year, they must regain the preference of their customers and perhaps that, repetition, is a motivator to provide a high level of service … without forgetting the rules.

I wait for you next week while inviting you to share and comment on this column at