Deal or No Deal: Negotiating Salary

Talking about money during the hiring process should feel nothing like being a contestant on a nerve-wracking game show. Job candidates who prepare before the interview and adhere to some specific principles during the negotiation will eliminate much of the guesswork in the equation.

Before the Interview

Know what you want and prioritize what's most important to you in your next role --money, more responsibility, work/life balance, a shorter commute, corporate culture --before you begin interviewing.

Locate an industry association contact that can provide you with relevant compensation information. This will also help you know that jobs you apply for pay well enough for you. Remember, however, that variables such as company size, economic conditions, and availability of qualified candidates in the market need to be factored into your information-gathering process.

When and How to Talk About Money

Keep in mind that companies typically have salary ranges budgeted for specific roles within the organization. Exceptions aren't all that common. The only flexible items in a job offer may come down to things other than salary -- a signing bonus, moving up your review date, additional vacation time -- and could be an alternative to a higher salary.

Be prepared. You should be ready to convince the recruiter that you are worth the dollar amount at the higher end of the salary range. The easiest way to do this is to provide very specific examples of how you can add value to this organization -- just like you've done throughout your entire career.

Be upfront. When asked about your compensation requirements during the initial telephone interview, let the recruiter know where you stand. "I'm looking at opportunities in the $60-70,000 range, but can be flexible for the right opportunity." It's acceptable to ask if you're in the correct range for the position, and important to know so that both parties can make an informed decision about moving forward without wasting time. Remember, the role of the recruiter differs at each organization, so don't underestimate the influence this person has on the decision-making process.

Be respectful. If an offer is presented that is lower than what you hoped, thank the presenter. Ask if there is any flexibility in one or two of the areas that you've identified as being a priority for you. Regardless of the answer, always say you need time to consider the offer. Don't start negotiating new terms immediately.

Be firm. If there is no flexibility in the offer, you can accept it as is, or politely refuse and walk away. If the company is flexible on your terms, agree on all the new details in one conversation so that you can move forward with the next step in the process -- signing and returning the written offer letter.

Above all, be professional. Your actions during the negotiation process will be remembered by everyone involved long after you're hired, and may be helpful when it comes time to ask for a raise. As before, early preparation is the key to success in getting the salary you want and in taking away the feeling that you could be playing "Deal or No Deal."

How to Deal with Difficult Customers

Successful retailers don't just sell products. Today, quality customer service may be what differentiates a company from its rivals. Retailers with poor customer service risk losing revenues, profits and even going out of business.

But retail pros know there are some customers who make offering high-quality service difficult.

Types of Difficult Customers

Difficult customers come in several varieties, including:

• Angry
  
  
• Impatient
  
  
• Intimidating
  
  
• Talkative
  
  
• Demanding
  
  
• Indecisive

Dealing with Them Professionally

First, realize you can't control anyone else's behavior. You have control only over your own actions. But you can influence how customers respond to you to some degree.

Tips for handling tough customers:

• Get Control of Yourself: Never argue with customers when they are angry, displeased or complaining. If you allow a customer to push your buttons and lose control of yourself, you've lost control of the situation. Remember, you can lose a good customer if you show boredom, irritation, disdain or displeasure.
  
  
• Listen and Let the Customer Vent: Tune in to the customer; don't look for the nearest exit. The customer wants to be listened to, acknowledged and understood. Maintain eye contact. Show your attentiveness by standing or sitting up straight; lolling or slouching makes you seem inattentive and disinterested. Uncross your arms -- this indicates you are listening with an open mind. Let the person talk, and pay close attention. Repeat or paraphrase some of what you hear.
  
  
• Show the Customer You Care: Show concern for the customer's feelings. Maintain a concerned, sincere and interested facial expression. Your voice, as well as your body language and expression, communicates your attitude. People respond more to how you say something than what you say.
  
  When a customer tries to intimidate you, stay calm and ask, "What can we do to help?" This kind of question can also help you get away faster from a chatty, finicky or confused customer who monopolizes your time.
  
  
• Don't Blame the Customer or the Company: When explaining your store's policy or trying to clarify what went wrong, use either the indirect approach ("There are a few questions before I can give you a refund.") or "I" statements ("I need additional information.") as much as possible. Don't acknowledge that you or your company is to blame. That could lead to lawsuits.
  
  
• Try to Solve the Problem, or Get Someone Who Can: Even if solving the customer's problem isn't among your job duties, never say this to the customer. Get all the facts you can, and then tell the customer how you can help.
  
  Before you offer solutions, ask the customer how he would like the problem to be resolved. Offer choices whenever possible. ("Would you prefer to speak to the manager, or wait until I can finish ringing up these customers' purchases so I can give you more time?")
  
  Finally, don't make promises you can't keep. Get help from someone who knows more, is calmer, or has more power and authority.

From the Manager's Side, How to Provide Support

Retail managers must decide on a case-by-case basis when to step in and take over for the associate. They should always intervene if the customer is not merely difficult, but abusive. It's important that the manager handle the situation in a way that does not make the associate appear incompetent, while explaining to the customer that the associate has been following store policies.

Don't Take It Personally

Retailers know that some customers will be difficult no matter what. So don't take it personally. Remember that helping customers is your job. Make sure your attitude is always "I'm here to help as best I can."