1. L.E.A.R.N.:DAY FOUR
created by and property of christian alexander &
lorena perez gomez

2. THE COMPLAINT
 IN THIS SECTION, WE WILL ADDRESS DIRECTLY
THE MANNER WHICH WE CAN BETTER
MANAGE A COMPLAINT SITUATION AND ALSO
MAINTAIN CONTROL OVER OUR OWN
EMOTIONS WHEN THINGS GET “UGLY”

3. I’M ALL EARS
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4. L.E.A.R.N..
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 “LEARN” IN ENGLISH OF COURSE MEANS
APRENDER. IN THE WORLD OF GUEST SERVICES,
L.E.A.R.N. IS A MODEL FOR COMPLAINT
RESOLUTION. WHEN FOLLOWED, IT GIVES THE
EMPLOYEE A SUCCESSFUL, STEP-BY-STEP MODEL
TO RESOLVE ALMOST ANY PROBLEM WHICH THEY
MIGHT ENCOUNTER WHEN CONFRONTED WITH A
GUEST OR CUSTOMER COMPLAINT. THE LETTERS
ACTUALLY REPRESENT FIVE KEY WORDS
NECESSARY FOR COMPLAINT RESOLUTION;
 LISTEN, EMPATHIZE, APOLOGIZE, RESPOND,
NOTIFY.

5. LISTEN 5
LISTENING IS THE FIRST KEY STEP TO PROBLEM
RESOLUTION. TOO OFTEN, IT IS A TOOL WE IGNORE FOR
MANY DIFFERENT REASONS. IN ORDER TO UNDERSTAND
WHY THE CLIENT IS DISSATISFIED, OR EVEN ANGRY, WE
MUST FIRST LISTEN AND FIND OUT WHAT THE PROBLEM IS.
WE MUST ALSO LISTEN (AND ASK) TO FIND OUT WHAT THE
GUEST WANTS. SOMETIMES, ALL THE GUEST REALLY WANTS
IS TO LET US KNOW THAT THERE WAS A PROBLEM AND BE
ACKNOWLEDGED. OTHER TIMES, THE GUEST EXPECTS
SOME TYPE OF COMPENSATION FOR HIS OR HER
DISCOMFORT. FAILING TO LISTEN (AND ASK) CAN RESULT
IN EITHER NOT SATISFYING THE GUEST OR OVER-
COMPENSATING THEM. LISTENING AND BEING LISTENED
TO IS ONE OF THE MOST IMPORTANT THINGS WE CAN DO TO
CREATE STRONG RELATIONSHIPS, WHETHER THOSE
RELATIONSHIPS BE WITH OUR GUESTS, CO-WORKERS,
FRIENDS OR FAMILY.

6. LISTENING STYLES-OVERVIEW
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1. passive/not listening - noise in background - ignoring
2. pretend listening - also called 'responsive listening' - using
stock nods and smiles and uhum, yes, of course, etc.
3. biased/projective listening - 'selective listening' and
intentionally disregarding/dismissing the other person's views
4. misunderstood listening - unconsciously overlaying your
own interpretations and making things fit when they don't
5. attentive listening - personally-driven fact gathering and
analysis often with manipulation of the other person
6. active listening - understanding feelings and gathering facts
for largely selfish purposes
7. empathic listening - understanding and checking facts and
feelings, usually to listener's personal agenda
8. facilitative listening - listening, understanding fully, and
helping, with the other person's needs uppermost

7. 1.Passive Listening or Not Listening
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Noise in the background - you are not concentrating
on the sounds at all and nothing is registering with
you. Ignoring would be another way to describe this
type of listening. There is nothing wrong with passive
listening if it's truly not important, but passive
listening - which we might more aptly call Not
Listening - is obviously daft and can be downright
dangerous if the communications are important

8. 2.Pretend Listening.
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You are not concentrating and will not remember
anything because you are actually daydreaming or being
distracted by something else even though you will
occasionally nod or agree using 'stock' safe replies. This
is a common type of listening that grown-ups do with
children. Pretend Listening reflects that there is an
element of deceit on the part of the listener towards the
speaker. You will generally know when you are Pretend
Listening because the speaker will see that glazed look in
your eyes and say firmly something like, "Will you please
Listen to me. I'm talking to you!" Especially if the
speaker is a small child.

9. 3.Biased Listening or Projective Listening
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You are listening and taking in a certain amount of
information, but because you already have such firm
opposing or different views, or a resistance to the
speaker, you are not allowing anything that is said or
any noises made to influence your attitude and level
of knowledge and understanding. You are projecting
your position onto the speaker and the words. You
would do this typically because you are under
pressure or very defensive. You would normally be
aware that you are doing this, which is a big
difference between the next level and this one.

10. Misunderstood Listening
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You have an interest and perhaps some flexibility in respect of the
words spoken and your reactions to them, but because you are not
thinking objectively and purely you are putting your own
interpretation on what you are hearing - making the words fit what
you expect or want them to fit. This is a type of projective listening
like level three above, but you will not normally be aware that you
are doing it until it is pointed out to you. This is a type of listening
that is prone to big risks because if you are not made aware of your
failings you will leave the discussion under a very wrong impression
of the facts and the feelings of the other person. It's a deluded form
of listening.
Arrogant people like politicians and company directors who
surround themselves with agreeable accomplices can fall
into seriously ingrained habits of Misunderstood
Listening.

11. Attentive 'Data-Only' Listening
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 . Attentive Listening is a higher level of listening than
Misunderstood Listening because it can gather reliable
facts, but it fails to gather and suitably respond to
emotions and feelings, and the situation of the other
person, which is especially risky if the other person's
position is potentially troublesome. This is a common
form of listening among 'push and persuade' sales
people. Attentive Data-Only Listening is typically driven
by a strong personal results motive. It can be highly
manipulative and forceful. This type of listening wins
battles and loses wars - i.e., it can achieve short-term
gains, but tends to wreck chances of building anything
constructive and sustainable.

12. Active Listening
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 This is listening to words, intonation, and observing body
language and facial expressions, and giving feedback - but
critically this type of listening is empty of two-way emotional
involvement, or empathy. There is no transmitted sympathy
or identification with the other persons feelings and
emotional needs. This listening gathers facts and to a limited
extent feelings too, but importantly the listener does not
incorporate the feelings into reactions. This can be due to the
listener being limited by policy or rules, or by personal
insecurity, selfishness, or emotional immaturity. Active
listening often includes a manipulative motive or tactics,
which are certainly not present in the empathic level next and
higher, and which is a simple way to differentiate between
Active and Empathic listening.

13. Empathetic Listening
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 You are listening with full attention to the sounds, and all other relevant signals,
including:
 tone of voice
 other verbal aspects - e.g., pace, volume, breathlessness, flow, style, emphasis
 facial expression
 body language
 feeling - not contained in a single sense - this requires you to have an overall
collective appreciation through all relevant senses (taste is perhaps the only sense
not employed here) of how the other person is feeling
 you able to see and feel the situation from the other person's position
 You are also reacting and giving feedback and checking understanding with the
speaker. You will be summarising and probably taking notes and agreeing the notes
too if it's an important discussion. You will be honest in expressing disagreement
but at the same time expressing genuine understanding, which hopefully (if your
listening empathy is of a decent standard) will keep emotions civilized and
emotionally under control even for very difficult discussions.

14. Facilitative Listening
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 This goes beyond even empathic listening because it implies and requires that you are able to extend
an especially helpful approach to the other person or people. and to weigh the consequences of the
other person's behaviour even if the other person cannot. In this respect you are acting rather like a
protector or guardian, in the event that the other person is not being true to themselves. This does not
mean that you are making decisions or recommendations for the other person - it means you are
exercising caution on their behalf, which is vital if you are in a position of responsibility or influence
towards them. Facilitative Listening also requires that you have thought and prepared very carefully
about what you will ask and how you will respond, even if you pause to think and prepare your
responses during the exchange. Many people do not give themselves adequate pause for thought when
listening and responding at an empathic level. Facilitative listening contains a strong additional
element of being interested in helping the other person see and understand their options and choices.
It's a powerful thing. Facilitative Listening is not generally possible if the circumstances (for example
organisational rules and policy, matters of law, emergency, etc) demand a faster resolution and offer
little or no leeway for extending help. It is devoid of any selfish personal motive, other than to extend
help, rather than achieve any sort of normal material gain. The other person's interests are at the
forefront, which cannot truthfully be said of any of the preceding levels of listening. Facilitative
Listening is not an age or money-related capability. It is an attitude of mind.

15. EMPATHIZE
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 WHILE YOU ARE LISTENING TO THE GUEST, PUT YOURSELF IN HIS OR HER PLACE.
 HOW WOULD YOU FEEL ABOUT THE SITUATION?
 HOW DO YOU IMAGINE THAT PERSON FEELS?
 WE NEED TO SHOW TO THE GUEST THAT WE UNDERSTAND HIS OR HER
DISPLEASURE. LISTENING AND EMPATHY GO HAND-IN-HAND IN THAT THESE ARE
THE IMPRESSIONS THE GUEST IS RECEIVING FROM US THAT WILL TELL HIM OR HER
WHETHER OR NOT THEY ARE IMPORTANT TO US.
 LISTEN AND SHOW EMPATHY AS IF YOUR FRIEND HAD TOLD YOU A FAMILY MEMBER
HAD DIED.
 THERE IS NO AGREE/DISAGREE OR JUDGEMENT INVOLVED AT THIS STAGE
 WHAT COULD WE DO IN A SITUATION WHERE THE COMPLAINT OR BAD
EXPERIENCE WAS COMPLETELY OUTSIDE THE HOTEL (BAD EXPERIENCE
WITH A TAXI, GUEST GOT ROBBED, ETC.)? WHAT OPPORTUNITIES PRESENT
THEMSELVES FOR US TO TAKE CARE OF OUR GUESTS?
 REMEMBER…OUR GUESTS DON’T CARE HOW MUCH WE
KNOW….UNTIL THEY KNOW HOW MUCH WE CARE!

16. HOW WE PHYSICALLY EXPRESS EMPATHY
( OR LACK OF)
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 EYE CONTACT (OR LACK OF)
 FACIAL GESTURES
 BODY LANGUAGE:
NODDING AND SHAKING OF HEAD
OPEN BODY STANCE (EMPATHY)
CLOSED BODY STANCE/FOLDED ARMS
(APATHY)

17. APOLOGIZE
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WHAT (MOST) PEOPLE WANT TO
BEGIN WITH IS RECOGNITION OF THE
ERROR OR WRONGDOING THEY
SUFFERED. PERHAPS THEY WANT
MORE, PERHAPS NOT. IN THE WORLD
OF CUSTOMER/GUEST SERVICE,
THERE ARE A COUPLE OF TYPES OF
APOLOGIES. THE FIRST ALWAYS
OCCURS, WHILE DEPENDING ON THE
SITUATION, THE SECOND MAY ALSO
OCCUR.

18. APOLOGY- PART 1
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NOW THAT YOU HAVE LISTENED TO THE GUEST AND EMPATHIZED
WITH THEIR DISSATISFACTION, IT IS TIME TO TAKE
RESPONSIBILITY ON BEHALF OF THE HOTEL FOR WHAT WENT
WRONG.
1. KEEP THE APOLOGY BRIEF AND DIRECT.
2. MENTION SPECIFICALLY WHAT YOU ARE APOLOGIZING ABOUT
(WHY DOES THAT MATTER?! IT VALIDATES THE APOLOGY)
3. LOOK AND SOUND SINCERE. BE SINCERE!
4. REMEMBER THAT EMPATHY IS STILL PLAYING AN IMPORTANT
ROLE IN THE PROCESS
“FIRST OF ALL, MR JONES, I WANT TO BEGIN BY APOLOGIZING FOR
THE PROBLEMS WITH THE AIR CONDITIONING LAST NIGHT. I
KNOW WITH THIS HEAT, IT COULDN’T HAVE HAPPENED AT A
WORSE TIME. I ALSO HAVE TROUBLE SLEEPING IN HOT WEATHER,
SO I KNOW HOW YOU FEEL. PLEASE BE ASSURED THAT I WILL
TALK TO MAINTENANCE TO MAKE SURE THIS GETS FIXED AND
THAT IT DOESN’T HAPPEN AGAIN. PLEASE LET ME KNOW IF THERE
IS ANYTHING ELSE I CAN DO FOR YOU.”

19. IMPORTANT:
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 YOU NEED TO REMEMBER THAT IN ALMOST EVERY
CASE YOU DEAL WITH, IT ISN’T YOU PERSONALLY
THAT THE GUEST IS ANGRY WITH, SO DON’T TAKE
THINGS PERSONALLY. LIKEWISE, WHEN YOU
APOLOGIZE, YOU’RE PROBABLY NOT ACCEPTING
BLAME FOR SOMETHING YOU DID (OR FAILED TO
DO) PERSONALLY. YOU ARE ACCEPTING
RESPONSIBILITY FOR A FAILURE ON THE HOTEL’S
PART AS A GROUP. ACCEPTING RESPONSIBILITY IS
NOT A DEFEAT…IT IS PERHAPS THE MOST MATURE
THING A HUMAN BEING CAN DO.

20. APOLOGY PART 2
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“WHEN I MADE THE RESERVATIONS, I TOLD THE HOTEL THAT I
HAD TO HAVE A MINI-FRIDGE IN THE ROOM FOR MY
DAUGHTER’S MEDICINE. YOU GUYS TOLD ME THAT ALL THE
ROOMS HAD FRIDGES. THE PROBLEM IS THAT OURS DIDN’T
WORK AND THE MEDICINE WENT BAD. WE HAD TO GO TO THE
AMERICAN HOSPITAL, SPEND THE HALF THE DAY THERE AND
BUY MEDICINE. FORTUNATELY THEY HAD THE MEDICINE WE
NEEDED AND IT DIDN’T EFFECT MY DAUGHTER”
YOU: I APOLOGIZE FOR WHAT HAPPENED WITH YOUR
DAUGHTER’S MEDICINE MR. JOHNSON, AND FOR HAVING TO
WASTE VALUABLE VACATION TIME AT THE HOSPITAL.
WHAT CAN I DO ON BEHALF OF PALLADIUM TO MAKE UP
FOR THE SITUATION YOU HAD TO DEAL WITH? WHAT DO
YOU FEEL WOULD BE FAIR?

21. WHAT’S FAIR (PERCEIVED VALUE)
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 WHAT IS PERCEIVED VALUE? IT IS THE VALUE THAT A GUEST
PLACES ON THE PRODUCT OR SERVICE IN QUESTION AND
CAN DIFFER FROM GUEST TO GUEST DEPENDING ON HOW
IMPORTANT THEY VIEW THAT PRODUCT OR SERVICE.
PERCEIVED VALUE IS ESPECIALLY IMPORTANT IN AN ALL-
INCLUSIVE ENVIRONMENT WHERE THERE ARE NO
INDIVIDUAL PRICES PLACED ON THESE SERVICES OR
PRODUCTS AND THE HOTEL CANNOT SIMPLY REFUND THE
VALUE. THERE NEEDS TO BE FLEXIBILITY, CREATIVITY, AND
COMMUNICATION
 IF YOU WERE IN THIS GUEST’S POSITION, WHAT DO YOU
THINK WOULD BE FAIR COMPENSATION? BEING IN GUEST
SERVICES, WHAT WOULD YOU OFFER? PERHAPS EVEN THE
GUEST DOESN’T KNOW WHAT WOULD BE FAIR.

22. GOING THE EXTRA MILE
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 “PLEASE LET ME KNOW IF THERE IS ANYTHING
ELSE I CAN DO FOR YOU, MR JONES”
 USE THE GUEST’S LAST NAME WHILE HANDLING
THEIR COMPLAINT. IT CONFIRMS THEIR STATUS
AS SOMETHING MORE THAN A ROOM NUMBER.
 THE “IS THERE ANYTHING ELSE…” PHRASE OR
QUESTION IS ONE OF, IF NOT THE MOST
IMPORTANT THINGS YOU CAN SAY TO A GUEST IN A
GUEST OR CUSTOMER SERVICE ENVIRONMENT,
ALONG WITH “WELCOME TO____”.

23. BRAINSTORM
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 REFERRING BACK TO OUR LIST OF
COMPLAINTS, CHOOSE ONE FROM EACH LEVEL
AND FORM A RESPONSE AND RESOLUTION
THAT A FRONTLINE STAFF COULD REFER TO IN
DEALING WITH THE SITUATION IN A
PRODUCTIVE MANNER RESULTING IN A “WIN-
WIN” RESULT

24. RESPOND
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REACH A TENTATIVE SOLUTION OR COMPENSATION
BE CLEAR WITH GUEST AS TO YOUR LEVEL OF AUTHORITY IN “MAKING IT
HAPPEN”
IF YOU HAVE THE AUTHORITY, ACT IMMEDIATELY
IF YOU NEED TO DEFER TO A MANAGER OR SUPERVISOR, GIVE GUEST A
TIMELINE AS TO WHEN HE OR SHE CAN EXPECT AN ANSWER, AND
START PROCESS.
YOU: MY MANAGER WENT TO EAT LUNCH. HE SHOULD RETURN
IN ABOUT A HALF HOUR. AS SOON AS HE COMES BACK, I WILL
TALK TO HIM ABOUT THIS SITUATION. WOULD IT BE OKAY FOR
ME TO CONTACT YOU IN YOUR ROOM IN ABOUT AN HOUR?
ABOVE ALL, KEEP YOUR WORD. DOING SO CREATES AND/OR
RESTORES THE GUEST`S FAITH IN YOU AND THE HOTEL.
FAILING TO KEEP YOUR WORD ACHIEVES EXACTLY THE
OPPOSITE.

25. NOTIFY
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 YOU HAVE YOUR SOLUTION. MAYBE IT TOOK FIVE
MINUTES OR MAYBE IT TOOK LONGER. YOU NEED
TO LET THE GUEST KNOW RIGHT AWAY AS TO THE
FINAL SOLUTION OR DECISION. DO NOT LEAVE
HIM WAITING! APOLOGIZE FOR MAKING HIM WAIT
IF THAT WAS NECESSARY. APOLOGIZE AGAIN FOR
THE ORIGINAL SITUATION AND PRESENT THE
SOLUTION OR COMPENSATION YOU (AND
WHOEVER ELSE) HAVE DECIDED TO OFFER.
 YOU: I APOLOGIZE FOR MAKING YOU WAIT,
MR JONES. AGAIN, PLEASE ACCEPT OUR
APOLOGIES FOR {WHAT HAPPENED}.
PALLADIUM WOULD LIKE TO OFFER YOU…..

26. THE ABUSIVE GUEST
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 DIVERT GUEST AWAY FROM THE DESK
 USE THE “INTERCEPT” TECHNIQUE AND DIVERT GUEST AWAY FROM OTHER
EMPLOYEE IF IT LOOKS LIKE HE OR SHE NEEDS “SAVING”
 LET THEM KNOW YOU UNDERSTAND THEY ARE UPSET. YOU WOULD FEEL UPSET,
TOO
 ASK GUEST IFYOU HAVE DONE SOMETHING PERSONALLY TO OFFEND
HIM OR HER. KEEP YOUR VOICE LOW AND EVEN AND AVOID USING
AGGRESSIVE BODY LANGUAGE
 LET THEM KNOW THAT IT IS NOT POSSIBLE TO ADDRESS THEIR COMPLAINT UNTIL
THEY CHANGE THEIR BEHAVIOR
 “MR JONES, I UNDERSTAND THAT YOU ARE UPSET. I WANT TO HELP
RESOLVE THIS PROBLEM BUT I NEED YOU TO CALM DOWN. I CANNOT
HELP YOU IF YOU ARE SCREAMING AND YELLING AND I WILL NOT HELP
YOU IF YOU CONTINUE TO MAKE ABUSIVE, PERSONAL REMARKS TO
EITHER MYSELF OR ANYBODY ELSE. I`M OBLIGED TO WARN YOU, IN
FACT, THAT IF YOU CONTINUE LIKE THIS, WE WILL CALL SECURITY.
NOBODY HERE WANTS THINGS TO GET THAT FAR SO LET`S GO SIT
DOWN OVER THERE AND TALK ABOUT THIS MORE CONSTRUCTIVELY.
CAN I GET YOU SOMETHING TO DRINK, A SODA, WATER, OR COFFEE
(OBVIOUSLY NOTHING ALCOHOLIC)?

27. BREATHE!
 USING DEEP BREATHING EXERCISES WILL
HELP YOU KEEP YOUR COMPOSURE AND CALM
DOWN YOUR BODY’S VITAL SIGNS

28. CONTROL YOURSELF, CONTROL THE
SITUATION
 WHETHER IT’S AN ANGRY GUEST, A CO-
WORKER YOU DON’T GET ALONG WITH, OR A
MANAGER WHO YOU FEEL DOESN’T TREAT YOU
FAIRLY, IT CAN HAVE ON EFFECT ON HOW YOU
THINK AND FEEL ABOUT YOUR JOB AND HOW
YOU HANDLE A DELICATE SITUATION. THE
FOLLOWING ARE SOME TIPS AND THINGS TO
BE AWARE OF…ABOUT YOURSELF!

29. ANALYZE, DON’T OBSESS
 IF YOU HAVE A BAD EXPERIENCE SUCH AS A
VERY ANGRY GUEST, A DIS-AGREEMENT WITH
A CO-WORKER, OR YOU GOT IN TROUBLE WITH
YOUR SUPERVISOR, BE CAREFUL HOW YOU
REACT. TAKE A FEW MINUTES TO ANALYZE
THE SITUATION….THEN MOVE ON! OBSESSING
OVER IT, AT LEAST WHILE YOU ARE STILL AT
WORK, WILL ONLY PUT YOU IN A WORSE
FRAME OF MIND AND VERY POSSIBLY HAVE AN
EFFECT ON YOUR REMAINING INTERACTIONS
WITH OTHER GUESTS OR CO-WORKERS.

30. EVICT THEM!
 DO YOU KEEP THINKING ABOUT THAT RUDE GUEST,
THAT GOSSIPPY CO-WORKER, OR THAT UNFAIR
SUPERVISOR? IN THAT CASE, THEY ARE RENTING
SPACE IN YOUR HEAD LIKE YOU RENT A HOUSE OR AN
APARTMENT. EXCEPT THEY ARE NOT GOOD TENANTS.
THEY DON’T PAY RENT AND THEY CAUSE DAMAGE.
 DON’T LET THEM STAY. EVICT THEM! MAKE A MENTAL
COMMITMENT TO YOURSELF NOT TO ALLOW THEM TO
USE VALUABLE SPACE IN YOUR MIND.
 BEFORE ANYBODY ELSE DECIDES TO ENTER, MAKE
SURE THEY PLAN TO USE YOUR SPACE ONLY IN A
POSITIVE WAY. RENT THAT SPACE TO YOUR FAVORITE
GUEST OR CO-WORKER. YOU WILL FEEL MUCH MORE
POSITIVE ABOUT PEOPLE AND BE LESS LIKELY TO LOSE
YOUR COOL.

31. D.A.S.H.
 A FOUR- STEP COPING TOOL CREATED BY
PSYCHOLOGIST GAY LYNN WILLIAMSON WHO
SPECIALIZES IN WORKPLACE PSYCHOLOGY
AND DIRECTS MUCH OF HER EFFORTS
TOWARDS THE HOSPITALITY INDUSTRY.

32. D-DEFUSE
 GET CONTROL OF YOURSELF FIRST
 AVOID PLACING BLAME..ON YOURSELF OR
ANYONE ELSE
 PREPARE AN INNER DIALOGUE, A PEP TALK
FOR DIFFICULT SITUATIONS
 DON’T APPEAR ANXIOUS-THE GUEST CAN TELL
 KEEP YOUR VOICE LOW AND CALM
 FOLLOW THE L.E.A.R.N. STEPS

33. THE PEP TALK
 (YOUR INNERVOICE TALKING)……
“This guest is really upset right now. I know it is not
about me, they are upset about a situation and
taking it out on me. I am going to have to take some
extra time to find out what is really going on. I am
completely capable of handling this situation.”

34. A-ANALYZE
 WORK TO GAIN A FULL UNDERSTANDING OF THE
SITUATION
 ENGAGE THE GUEST IN GETTING AS MUCH
INFORMATION FROM THEM AS POSSIBLE.
 REALIZE THEY ARE UPSET AND INSECURE ABOUT
THE SITUATION
 LISTEN, EMPATHIZE, APOLOGIZE,AND TAKE
NOTES. SHOW THE GUEST YOU ARE COMMITTED
TO GETTING THE INFORMATIONYOU NEED TO
HELP THEM.
 LET THEM KNOW, IF NECEESSARY, THAT BEING
ABUSIVE WILL NOT SERVE THE SITUATION
 DON’T TAKE IT PERSONAL!

35. S-SELF TALK
 REMIND YOURSELF THAT YOU ARE IN CONTROL
 COACH YOURSELF “KEEP YOUR VOICE IN
CONTROL”
 GIVE YOUR SELF POSITIVE RE-ASSURANCE; ”
I’M FULLY CAPABLE OF HANDLING THIS
SITUATION”
 LIMIT YOUR CONVERSATION TO L.E.A.R.N.
PROCESS AND INFORMATION GATHERING. OTHER
THAN THAT, REMEMBER SILENCE IS GOLDEN.
 REMIND YOURSELF OF YOUR SELF-WORTH
AND ENCOURAGE YOURSELF THROUGH THE
SITUATION

36. H-HANDLE IT
 HANDLE THE SITUATION AND MOVE ON.
ANALYZE WHAT YOU DID AND SAID THAT
WORKED OR DIDN’T WORK. WHAT DID YOU
LEARN? OK, NOW PUT IT IN THE PAST AND
MOVE ON!

37. ROLE PLAYING
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 PICK A “LEVEL ONE” COMPLAINT. TAKE TURNS
BEING THE GUEST AND G/S AGENT. FIRST, DO
A BAD JOB. THEN DO THE BEST JOB POSSIBLE.
AFTERWARDS, JUDGES WILL DO A 1-10
SCORING AND CRITIQUE.
 REPEAT THIS PROCESS FOR “LEVEL 2,3, AND 4
COMPLAINTS”