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Selective responsibility
In the field of customer support, there are often situations when everything "favors" the shifting of responsibility. There is even a completely harmless term — transfer. As a result, a lot of support agents are relieved and sometimes even pleased to inform customers that such questions are not their area of expertise.

The problem is that hardly anyone likes this approach. And it is quite fair because customers do not know and should not know what happens behind the scenes. Coming with their questions, customers are met by an agent who represents the entire company to them. Therefore, when a customer addresses a problem, the responsibility becomes yours, regardless of what you usually do.
Do your best to solve the problem or lead the customer to the right specialist and make sure that she is happy with everything. Otherwise, you give an impression that the internal structure of the company is much more important than the customer's needs.

Does it have to be taken so seriously all the time? For instance, when developers are asked about the pricing, it is unlikely they answer something other than "I don't deal with that". Situations are indeed different. Naturally, the customers themselves understand that it's not like every employee in the company can figure out everything. Nevertheless, a bad aftertaste remains: they did not help, did not do anything special — only followed the rules.

A great role model is a seller in this regard. They rarely give up and do the impossible to achieve a result. When another deal comes in and the customer asks for something that the salesperson can't do, the latter starts to "shake" everyone around, from the cleaning lady to the director, to do everything in the best way possible.

Of course, sellers have a personal interest in customer satisfaction, as they receive commissions after sealing the deal. Unlike them, support agents do not sell products or services directly. However, the profit of the company is highly dependent on how well they perform their duties.

Let's look at three examples. Customers come to the wrong place in each of them.
Example №1
A very common reply where the main goal is just to declare "it's not our fault". Although the customer was looking for a solution, not for a guilty one.

Such answers are harmful as they add up another problem through you. Not only that you can't solve the issue, but also show that you don't care. You have to be "on the customer's team" no matter what and try to fix the problem. If you are becoming a part of the problem, only one outcome is possible — customer disappointment.

What could be a better answer?
Example №2
Transferring is not helping, it's just the bare minimum that won't bring you customer's gratitude.

An agent has to go beyond expectations. Additional efforts are crucial when building a trustworthy relationship with the customer. First, do your best and only then transfer responsibility, if necessary.

What could be a better answer?
Example №3
The answer is quite permissible, but it lacks a clear desire to help. If there is an opportunity to simplify / speed up the process, the agent must definitely use it.

What could be a better answer?
Slowly but surely, "halfway" answers form an unpleasant opinion about the support level and the company in general. It might be ignored by customers for the first time. For the second time, their mood will gradually deteriorate and by the third time, they will start telling their friends that your support agents just pretend to work. And it will only get worse — up to the canceling of your service.
Let's summarize
1) Each agent of the company has to do their best to help out a customer. The company's structure can not be an excuse for shifting responsibility.

2) The only right answer to the customer's problem is "I will help you". Will it take more agent time, to pursue such an approach? No doubt. However, other alternatives will only lead you to worse consequences.

3) Cut your agents some slack and let them make their own decisions. Frequently, strict management instructions turn an employee into a robot and prevent them from doing the main thing — helping customers.

4) Agent's task is to be an ally to a customer, not their enemy. Because once agents become customers' headache, there is no way back.