Cover -- Half title -- Title -- Copyright -- Dedication -- Contents -- Foreword -- Acknowledgments -- Introduction -- Part I Why Worst-Case Scenarios Matter -- Chapter 1 Understanding the "Uh-Oh" Moment -- Why Worst-Case Scenarios Are Important -- Good Intentions Are Not Enough -- Part II Tools for Defusing a Customer Crisis -- Chapter 2 Leaning Into Criticism -- Step 1: Hand Their Complaints Back to Them -- Step 2: Use "Wow" Words -- Step 3: Steal All Their Good Lines -- Step 4: Never Defend Yourself First -- Why Leaning In Is So Hard -- Putting Learning into Practice -- Chapter 3 Achieving Deep Acknowledgment -- Why We Don't Acknowledge Demanding Customers -- The Four Powerful Levels of Response -- Acknowledgment: Your Key to Handling Any Situation -- Putting Learning into Practice -- Chapter 4 Avoiding Trigger Phrases -- The Other Golden Rule -- Trigger Phrases and How You Can Avoid Them -- Less Is Often More -- Putting Learning into Practice -- Chapter 5 Divide and Conquer: The Safe Way to Deliver Bad News -- Step 1: A Good Introduction That Prepares the Customer -- Step 2: A Proactive Summary That Moves the Customer Toward a Solution -- Step 3: An Empathetic Response to the Customer's Reactions -- Putting Learning into Practice -- Chapter 6 Powerful Problem Solving: Beyond "Yes We Can" and "No We Can't" -- Step 1: Clarify the Other Person's Needs -- Step 2: Frame Your Response -- Step 3: Create Incentives -- Step 4: Respond to Objections -- A New Way to Solve Problems -- Putting Learning into Practice -- Chapter 7 Reframing Your Message -- How Reframing Works -- When Reframing Is a Bad Idea -- A New Perspective -- Putting Learning into Practice -- Chapter 8 Grounding an Angry Outburst -- Understanding Customer Anger -- Step 1: Use the Highest Acknowledgment Level Possible -- Step 2: Ask Assessment Questions -- Step 3: Shift the Discussion.

Working in the Red Zone -- Putting Learning into Practice -- Chapter 9 Becoming Immune to Intimidation -- Angry Customers vs. Toxic Entitlement -- The Basics of Nonreactivity -- Putting Nonreactivity to Work -- Can Entitled Customers Change? -- Putting Learning into Practice -- Chapter 10 The Wrap-Up -- Understanding Good Closings -- The Right Ending: A Good Beginning -- Putting Learning into Practice -- Part III Your Worst Customer Situations-Solved! -- Chapter 11 You're the Boss -- Lean Into the Customer's Biggest Concerns -- Ask Good Questions -- Respond to Threats with "Can-Do" Language -- The Law of Reciprocity -- Chapter 12 Don't You Know Who I Am? -- Mirror the Customer's Emotions -- Explore the Options -- Use the LPFSA -- Show a Personal Interest -- Chapter 13 The Concert That Never Was -- Talk with the Customer First -- Practice Creative Service Recovery -- Respond to the Public -- Chapter 14 I'll Be Suing You -- Do Not-Repeat, Do Not-Defend Yourself First -- Explore Solutions -- Frame the Benefits -- Chapter 15 Quelling a Social Media Firestorm -- Be Real -- Be Quick -- Reach Out to the Person Behind the Keyboard -- Trust the Will of the Crowd -- Chapter 16 Just Plane Terrible -- Be Present -- Deliver the Bad News in Stages -- Reframe the Situation -- Don't Take It Personally -- Chapter 17 Anger Management -- Frame the Situation -- Acknowledge Bruno -- Frame Your Response -- Execute the Endgame -- Relationship Building -- Chapter 18 Not So Smart -- Meet the Customer Where He Is -- Explore the Deeper Question -- Make the Customer Feel Good -- Part IV Beyond the Worst Case -- Chapter 19 When Talking Isn't Enough: Keeping Yourself and Your Customer Safe -- Situational Awareness: Trusting Your Gut -- Reacting to Risk -- Don't Go It Alone: Have a Safety Plan.

Chapter 20 From Customer Crisis to Excellent Service: Lessons for the Whole Organization -- Creating a Service Culture -- Managing Internal Conflict -- Personal Growth -- Communicating as an Organization -- The Bottom Line -- Appendix Solutions to Putting Learning into Practice Exercises -- References -- Index -- About the Author.