No one likes hearing “no.” But saying it isn’t easy either.
Customer success managers jump through hoops to keep clients satisfied and make sure they’re getting the most value out of a product or service, but inevitably, some requests can’t be accommodated.
Handling those conversations diplomatically is a critical part of the job and could be the difference between a customer churning and them sticking around despite not getting an immediate “yes.” Honesty, transparency and a proactive approach to integrating clients’ feedback all go a long way toward softening the blow of rejection.
Before even getting to that point, though, customer success leaders recommend leading with an important question: “Why?”
Probing the reasons behind a customer’s request can uncover useful information about their pain points and desired outcomes, Ellen Krueger, vice president of customer experience at Ascent, tells Built In Chicago. It can also open the door to more creative problem-solving.
“What they think they need isn't always the best solution, and I’ve been in several situations where we were able to accommodate them in some way once we understood the actual root of the request,” she says.
If an ask really is beyond the scope of what your company is able to provide, “why” is also a helpful direction to steer the discussion when you explain this to a customer. Explaining the reasons behind a “no” and why it might be in their best interests to pursue another solution can demonstrate that you recognize their needs and have taken the time to consider all outcomes.
“Helping the customer understand that we evaluated their request for any potential impact to their program and end-users helps the conversation feel more collaborative,” says Suzie Vyletel, client services partner at Evive.
Lastly, remember that today’s “no” could be tomorrow’s new feature. Customer requests are a valuable tool for guiding innovation and can help push a company toward future success.
Evive is a benefits engagement platform that helps employees make better use of their benefits.
How do you evaluate whether or not it is appropriate to say “no” to a client’s request?
As a client services partner, my priorities are to advocate for my customers while keeping them on track toward their goals. That means listening and asking follow-up questions to make sure I thoroughly understand each new request. To provide the best service, it’s essential to first understand what the customer really needs and why.
For example, I received a request to customize a component of our product that is not currently configurable. On the surface, that seemed like a straightforward ask with a straightforward answer of, “That’s not possible.” However, by asking clarifying questions to learn what outcome the customer was trying to achieve, I identified an alternative solution to the problem. In this case, the customer needed to send program details out to their employees, which we could solve for by leveraging email communications.
Continuing to ask questions is the best way to evaluate a request and determine whether or not it’s appropriate to say “no,” because there’s almost always a solution to be found, even if it’s not what the customer initially requested. Working with the customer as a trusted partner and approaching conversations with this mindset encourages creative problem-solving.
How do you ensure the best possible outcome while telling a client that the company won’t be able to accommodate their request?
Arming yourself with information is critical to ensuring the best possible outcome after denying a customer request, taking into consideration factors like the account health, goals and customer relationships.
Once you’re certain that you or another team has evaluated the request accurately and thoroughly, gather as much information as possible about the review process and the reasons the request was denied to share with the customer. They’ll understandably have questions when you have the final conversation, and the more transparency you can offer, the better in terms of maintaining a good relationship.
The more transparency you can offer, the better.”
What tips would you offer CSMs who may find themselves facing an unrealistic ask from a client? How would you advise them to tell the customer “no”?
In my experience, the best approach is to be direct, give insight into the review process and present a recommendation.
For example, we may not be able to accommodate a request for customized logic that would change our core system behavior. In that case, I would let the customer know that we discussed their ask with the appropriate teams and, after a thorough review, determined that the request cannot be accommodated. I would explain that a request to change our core system would have negative downstream impacts to both their users and other customers — an outcome that neither of us want, given our shared goal of providing the best user experience.
Finally, it’s important to end with a suggestion. While we may not be able to accommodate a specific request, maybe there’s another approach that could help achieve their desired goal, and we could continue to evaluate the initial request as part of our product roadmap for future enhancements. Above all, deliver this information with empathy and sincerity.
Amount provides digital technology solutions and services to financial institutions.
How do you evaluate whether or not it is appropriate to say “no” to a client’s request?
While responding to clients with urgency can showcase good customer service, slowing down to ask qualifying questions is key. “Is this within our scope of services?” “Is our team equipped to execute this request?” “Is the output of this effort scalable across other clients?” Applying a profit and loss lens can build the right muscle memory when it comes to setting expectations.
That said, accommodating a request for a client that generates high annual recurring revenue could also mean unlocking a lucrative up-sell or cross-sell opportunity. Relationship currency can be a powerful tool, but context is everything.
Keep in mind, saying “no” doesn’t mean that a request will be entirely dismissed. Funneling client feedback to the product strategy team is critical to ensuring we are constantly innovating to be relevant and differentiated in a competitive marketplace. A declined request could morph into a technical feature that is eventually slotted into a product roadmap.
How do you ensure the best possible outcome while telling a client that the company won’t be able to accommodate their request?
Striking a balance between ensuring a client feels heard and staying grounded in a core competency isn’t always easy, especially when relationships are at stake.
Always be thinking, “How can we get creative with a solution that might lead to the same business outcome?” Showcasing a willingness to understand a client’s pain point or underlying objective enables a customer success manager to better diagnose an issue and formulate a solution that might be mutually beneficial and less costly to deliver.
Good communication strategies underpin our ability to be successful as a team and when supporting our clients.
Demonstrating a willingness to understand clients’ needs and offer alternatives can go a long way.”
What tips would you offer CSMs who may find themselves facing an unrealistic ask from a client? How would you advise them to tell the customer “no”?
Leading with empathy and reframing a “no” with positive language is always a great start.
Clients want to feel heard, period. Demonstrating a willingness to understand their needs and offer alternatives can go a long way. Sometimes taking the opportunity to explain the logic behind a current design can also soften the messaging.
Finally, I always like the idea of a “no sandwich.” Flank your answer with two things you can do using the current solution. Be sure to acknowledge that feedback and ideas are always welcome. These types of interactions can actually become incredibly rewarding. After all, their success is our success.
Ascent helps financial institutions reduce the time and cost associated with compliance by automating tasks like regulatory research and policy management.
How do you evaluate whether or not it is appropriate to say “no” to a client’s request?
I always start by gathering as much information as possible about why a customer is requesting something, whether it’s a custom report, a new feature or something completely outside of what our solution offers. I drill into the “why” because the request is typically driven by a pain point in their process that they're trying to minimize or remove.
Keep in mind that the evaluation process may also lead to innovation. Understanding the customer’s pain point and determining if it’s a common one for others and an issue that aligns with the core value of your solution can lead to the development of features that create incredible value for an array of customers. To properly evaluate this, it’s important to bring team members together who can determine the true cost to deliver a new feature, the impact on the existing roadmap and if it’s valuable enough that customers will pay for it.
How do you ensure the best possible outcome while telling a client that the company won't be able to accommodate their request?
I had a mentor early in my career who taught me, “Don't just come to the table with a ‘no’; come with a solution.” I’ve learned over the years that’s not always possible, though.
In those moments, I always clearly restate the customer’s ask so they know I truly understand what they want and what they’re trying to achieve. I then explain to them how and why we came to the conclusion that it’s not something we can accommodate today. I mention the word “today” because there are times when we want to accommodate the request, but it requires more research, development and testing to deliver the solution successfully. Also, in tech, there’s a lot of evolution, and what may not align today may align a year from now.
Don’t stop asking ‘why’ until you fully understand their needs.”
What tips would you offer CSMs who may find themselves facing an unrealistic ask from a client? How would you advise them to tell the customer “no”?
Ask a lot of questions, especially “why?” Don’t stop asking “why” until you fully understand their needs. This ensures you don't waste resources on a solution they ultimately won't use.
Don’t be afraid to say “no” and remember why saying “no” is important. It ensures that you’re not spending time and money that won't be recouped. Additionally, trying to be everything to everyone makes people lose direction, and you may no longer align with company goals.
As I mentioned before, and cannot emphasize enough, gather the right team members to evaluate the request. This will ensure that you’re fully informed going into the meeting with the customer and you’re more likely to provide an explanation they’ll accept. They’ll know that you took the time to determine if it was possible and you aren’t simply brushing it off because “we just don’t do that.”
