Posts Tagged ‘angry customers’

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Customer Service Hero: Lori Ray, Olympus America, Ltd

October 14, 2009

Lori Ray, customer service representative for Olympus America saved my day. For that, I have named her a Customer Service Hero.

I had just finished recording a client’s words for a writing project I’m working on and went to transfer the remarks from my Olympus VN-4100PC digital voice recorder to my PC. The Olympus Digital Wave Player showed it recognized the recorder but was being very stubborn about transferring the files.

I checked out the recorder’s manual and found nothing. I even looked under “troubleshooting” because I was in trouble, though when I didn’t find my answer, I thought of shooting something else other than trouble. When a telephone number for customer service was not immediately findable on the Olympus website, I began to feel like someone dropped in the middle of a strange city without knowing how to get out. As the sweat began to appear on my brow, I found a number and called it. The voice recording indicated I had called Olympus Imaging products (Cameras) and I hung up. I rechecked the number and though it was the same, I tried it again. This time I stayed on long enough to hear the prompt for voice recorders.

Lori answered the phone and demonstrated everything I teach in my customer service course. She answered with a pleasant greeting and expressed a desire to help me. She asked me what the situation was and when I told her about the frustration of seeing that the software recognized my device but refused to transfer the files, she replied with an attitude of “Well, let’s see what we can do about that.”

Though I thought I must be missing something myself, she never made me feel like I was technically ignorant. She asked me several questions and had me repeat the various steps I had taken before I called her. The way she asked made me feel as if she was feeling the same frustration as I was, but she was going to figure it out no matter what. Her voice never showed the frustration but did show empathy. It probably helped that I remained calm, but I think she would have remained calm in any case.

Lori stayed on the phone with me for an hour (or so it seemed), tried this, tried that, and then, unlike so many others, she actually asked me if she could put me on hold and went to check with someone else. She made the conversation totally about me. She had asked what version of the software I had and apparently, there had been an update to solve the problem.

While she was telling me about the update, she was writing an email with links to the software and the update. She could have had me go to the Olympus website, navigate through the pages and find it myself. But no, she sent me the link while she was explaining so that when she got finished, the link was there for me to use.

I uninstalled the old software as she said and downloaded the new software and the patch. When my computer took a long time to shut down and reboot, I apologized and she assured me it was no problem (twice). After I rebooted, she had me reconnect my recorder, which opened the new software. Then she told me to try to transfer the files again and it worked.

Then she again exceeded my expectations while the files transferred. Apparently, I still had quite a few files on the recorder from previous uses and it was taking quite a while to transfer. Suddenly, I realized there was probably no reason for her to stay on the phone with me and offered to allow her to call me back after the transfer. She commented, “I probably won’t be here.” I looked at the clock and saw it was just after 5:00, but she had given me no indication that she wouldn’t have stayed with me for the duration. Finally, we agreed that I would email her when I saw it was alright. And it was.

In my customer service class, we show a video with a character, Maria, who does everything right. Some of the people in the class tell me Maria is “too perfect.” I ask, “Are there people who do what she does?” and they sheepishly say yes. After working with Lori Ray, our Customer Service Hero, I can honestly say I have met Maria in real life.  She is a customer service hero.

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You don’t have to say “NO!”

October 8, 2009

Nothing bugs me more than watching an employee make a customer angrier than he has to be. Why would they do this?

Customers are often talking to you in a state of increased agitation. They’re upset and they want satisfaction, but so often, if we find we can’t do what the customer wants us to do, we say the word guaranteed to increase the agitation: NO!

Even when the answer is no, we need to make sure that “no” is the only answer we can give before we say it. We may not be able to do what they want us to do, but often, something other than what they’re asking for will do. But we can’t find out unless we ask some questions.

For instance, I was working with the employees of an institution of higher learning. In the class were people who worked in virtually every department at the college: registrar, bursar, counseling, guidance, writing center, library, financial aid, office of the dean of students, etc. I asked them if there were times they have to say no to a student. An employee of the financial aid office said, “When a student has gotten all of the financial aid available to him from the school and wants more, whether in straight assistance or loans.”

I clarified that the student had taken out student loans and received some minor scholarships but there was still a good amount left on his tuition and fees. Then I asked a non-question question, “So, by taking out all of those loans and receiving those scholarships, he had exhausted what the college could do for him.”

“Correct,” she said, with all the certainty of a woman who had been asked if the sky was blue on a clear day. “What does the student want?” I asked.

The class participants were puzzled. I heard the words, “More financial aid” from several people, but it was muted. So I asked again, “what does the student want?”

A brave soul called out, “More financial aid!” So I asked, “How can we help him get more financial aid?” They looked at me like I had four heads. I repeated the question.

A woman in the back of the room said sheepishly, “By telling him about other scholarships and aid that may be available to him from other sources.” Yes, the school was not the only source of aid. There was a whole community out there to provide financial assistance.

“So what question or questions could we ask him to find out if he wants to go that route?”

They quickly volunteered such questions as, “Have you considered looking in other places for scholarship money?” “Do your parents belong to a union from which you may be able to get a scholarship?” “What service organizations do you or your parents belong to?” “Do you have a disability that might qualify you for more money?” and so on. It was amazing the amount of questions and possibilities that broke loose when they pulled away from the idea that the only thing they could do for this student was provide assistance directly from the college or traditional government loan sources.

You and your business have your own similar situations. If you think you have to say no, seek out ways to avoid doing so and find alternatives to what the customer requested.

I’m not saying you should never say no to a customer. There are times when no is the only answer. In those cases, we let the chips fall where they may. However, if this process can reduce the number of times you have to say no by even 40%, you will have less angry or upset customers and less need to deal with all the grief they bring you.

Customers have good intentions most of the time. They just want to get something done. They have a problem, they want you to solve it, and if you do, they’re happy. They can be like children and stomp around, especially when you tell them “no”. Like children, if they can’t have the toy they want, perhaps they’ll settle for a Tootsie Roll. In any case, the more you can find a way to make them the least bit happy, the better the customer will feel about you and your company, and the happier and calmer you will be.

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Don’t make employees deal with stupid rules

September 8, 2009

People in my customer service classes always ask me, “What makes customers so angry?” Here’s an example.

According to the New York Times, flyers on some recent flights have been told they cannot place any items in the seatback facing their seat. When asked why, flight attendants have blamed the FAA for the rule, which seemed strange since nobody had ever run into this rule before, especially on the same airline.  After numerous inquiries, the FAA admitted that when an airline enforces such a rule, it is following FAA guidelines from a 2007 directive on cabin safety.  Most airlines contacted by the Times said they weren’t aware of the ban, with one United Airlines spokesperson saying, “The seatbacks are absolutely there to be used for personal items.”

Why would this bother customers? One, because the rule doesn’t make any sense.  Frequent flyers had never heard of such a thing and had been using the seatback to hold books, newspapers, and other items forever. To our knowledge, no item ever went flying out of a seatback, hit a pilot in the back of the head and caused the plane to crash. And a hijacker isn’t going to grab my copy of Newsweek and threaten a flight attendant with it.  Two, because flyers already are feeling more and more helpless being told they have to pay to check items, having no overhead room to store items they want to take on board, and being asked to take off their shoes when they go through security.  Now they can’t use the seatbacks. Third, and last, the FAA admitted it has such a directive, but didn’t say why.

It’s enough to make you scream – at the next airline employee you see.  I feel for the airline employee who has to take the brunt of a stupid rule.

One of the things I’m always sharing with my audiences is how companies (and government agencies) make rules that affect employees and customers and don’t explain why they came up with the rule. First, companies come up with the rule without asking whether it makes any sense at all or asking what impact it will have on the customer experience. The rule is not vetted to any great extent before it is foisted upon the employees who have to enforce it.  The managers have to tell employees about the new rule without having a good explanation, so they take an attitude of “Hey, they told me we have to (or can’t) do this. I’m just telling you what they said.”

The person who the rule affects most is the customer. And the person with whom the customer has most contact is the customer-facing employee. The customer-facing employee is given the responsibility to enforce the new rule, not knowing what to say to the customer who asks “why?” Then the customer gets upset, screams at the employee, who feels betrayed by her boss who didn’t give her the tools to make the customer happy.  The employee has lost any connection to the company she works for, argues with the customer and drives him away.

Who doesn’t feel the effect of this problem? The person, department, or agency that made the rule. They just go on their merry way thinking of new rules that make customers angry and drive customer-facing employees to treat customers poorly, go through the motions, or quit, both figuratively and literally. And who can blame them?

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Social media should terrify you and your business

August 19, 2009

Chew on this – “80% of Twitter usage is on mobile devices … people update anywhere, anytime …imagine what that means for bad customer experiences.” (www.socialnomics.com)

Now, remember the last time you got really angry about something and were so glad later on that nobody was around to see you lose control. Then, ponder the above statistic again and think about all the people who will tell everyone who follows them on Twitter, Facebook, MySpace, and everything else that they had a horrible experience, way before they calm down.

Now, imagine that the name of the company or person they are texting, posting, or talking about is you. If you don’t find this terrifying, you must be awfully customer-centric or you’re fooling yourself.

The idea that people will post their anger about their customer experience while it is still happening is terrifying. How many times have we had to deal with the wrath of an angry customer who contacts us or our call center and lets loose with high-octane screaming and frustration about what happened? The only person who knows about that extreme anger is the CSR or other employee who is talking to them. Also, if we fixed the situation, their stories to friends about the incidents would be tempered by time and would include a happy ending.

The worst time to have somebody complain about your product or customer service is when the anger and frustration is still white-hot. And today, using social media to tell others about their anger is equivalent to somebody standing in the middle of your office or store and calling everybody they know to complain. In the old days, the anger might have calmed down by the time they got to the tenth person. Now, they can tell thousands (My daughter, Hannah, has 590 “friends” on Facebook. If Hannah complains about your product, 590 people hear about it instantly. Terrifying).

Even if they cool off a little, the customer you just ticked off may be one of the 200,000,000 bloggers out there. And statistics show that 54% of these bloggers post new information daily and 35% of bloggers post their opinions about products, services and companies.

What can we do about this?

  • Make a firm commitment to become customer-centric by implementing new procedures, systems and processes where the customer is the most important person in the conversation or the process. If you’re not sure how to do this, here are two books you can start with: Passionate & Profitable: Why customer strategies fail and 10 steps to do them right by Lior Arussy and The Best Service is No Service: How to liberate your customers from customer service, keep them happy & control costs by Bill Price & David Jaffe.
  • Make a major effort to map your customer processes. Identify the dozens, if not hundreds of touch points where your company touches the customer in any way (even those where the department or person doesn’t touch the customer directly). Identify which are most important and find out where you need the most improvement by talking to your customers. If you can’t do the surveying yourself, hire somebody (Arussy’s Strativity Group is a great consultant on these issues)
  • Get on Twitter NOW and set up a way for your customers to reach you there.
  • Train, train, train your customer-facing people in techniques to diffuse situations when they are in the white-hot stage. A calm customer with a problem is less likely to tell the world than an angry customer with a problem.

People now trust their peer’s recommendations over advertising by a factor of more than five-to-one. You should be terrified.

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Survey says: Great customer experiences are more profitable

August 10, 2009

For 14 years, I’ve been preaching the benefits of creating outstanding customer experiences. The companies I work with seem to understand on an emotional level that better customer experiences bring loyalty from customers. But then they ask, “What is loyalty? What does it mean?” Behind those questions is skepticism that there isn’t really much to the whole concept. I’ve heard the line, “Our customers only care about price and they’ll remain loyal as long as our prices remain low” more often than I can count. In this economy, I’m hearing it more often than ever.

Now comes the 2009 Customer Experience Consumer Study from Strativity Group, Inc.  (http://bit.ly/GVH8I) which backs up the emotional understanding of exceptional customer experiences with one based on consumer opinions of their own experiences.  Based on surveys of 1,994 consumers, Strativity found that “Consumers … indicated they penalize companies that fail to deliver the desired experiences either by demanding discounted prices or by terminating their relationship altogether.”  The numbers show that:

  • 52% of unhappy customers say they will continue doing business with the company that made them unhappy only if it offers a discount of 5% or more. When we make customers unhappy, they want something in return.
  • Even in today’s difficult economic times, 40% of loyal customers (customers significantly happy with their customer experiences) are willing to pay an additional 10% or more to continue purchasing from the companies delivering great experiences. And while the study says only 9% of unhappy customers are willing to pay more, I see it this way: 91% of customers who are continuing to do business with you even though you’re not making them happy will bolt for the door if you raise your prices for any reason.

The study also notes that exceptional customer experiences result in significantly lower customer attrition. According to the report, “Loyal customers with exceptional customer experiences are almost three times as likely to continue doing business with companies for another ten years or more than the dissatisfied customers.” In addition, “Customers who received an inferior customer experience are ten times more likely to cease doing business with companies within the next 12 months than loyal customers.”

What does all of it mean? As Strativity puts it, “consumers want the maximum value rather than the lowest price.” If exceptional customer experiences are not among your competitive differentiators, you’re going to find yourself losing customers or selling your products and services at a lower price than you would like. In this economy, when revenues are down significantly already, can you afford to charge one penny less for your goods and services than you should? Deliver exceptional customer experiences and you not only won’t have to, you’ll probably be able to charge more.

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Difficult customers aren’t difficult people

July 23, 2009

She wasn’t a ticking time bomb when she first called your company or entered the store. She just wanted somebody to help. She may have prided herself as someone who was calm in a crisis, an understanding friend who gives people the benefit of the doubt. She’s was one of those people who put bonus introductory points in your experience bank account just for meeting you. She had “nice” written all over her face and then it all became too difficult. She was helpless.

Difficult customers aren’t difficult people. The reverse may be true, but a huge majority of your customers are not difficult people to start with. They just want something done.

Now, there are those who say that we should determine who our difficult customers are and jettison them from our client lists. I agree. Some customers eat up our time and resources and use up more resources than their business with us should provide. Sure, let ‘em go. Focus on your best customers.

Still, before we do that, let’s make sure that these customers aren’t being difficult for a good reason. I spoke to 15 different call center reps from my DSL provider in a one-month period because they continually provided me with reasons to call. First, the internet was not working for three days. Then, the new modem they put in my house had a weak signal to the upper floors, much weaker than the old, supposedly inefficient modem had. After they fixed that, they couldn’t figure out why my networking wasn’t working. When I thought I had finally solved all the problems, my internet started shutting down every 15 minutes, coming back up and then going down again. Finally, following all my difficulty, I received my regular monthly bill, only to notice they had double-billed me for the month.

As I said, I spoke to at least 15 different CSRs. Was it my fault that I had to call that often? And, even though I’m a pretty reasonable guy, can you blame me for my involuntary sarcasm and firmness when I called again and again? However, the statistics would put me in the “difficult” category.

Before we write off our “difficult” customers, let’s make sure they really are difficult. Most often, they’re not.

Treat customers with empathy. Show them you care. Let them know right off the bat that you are there for them, that this customers is the most important person in the room or on the phone. Listen to them. Try to find a way to fix the problem, even if you have to go around the rules.

The customer who is being difficult has more than likely been shuttled around before she got to you. It’s not about you. It may be about the last person she spoke with. It may be about the product not working even though she thought it was fixed. It may be about a change in the policy they didn’t know about. It may be that they’re just having a bad day. The last person it’s about is you.

Difficult customers aren’t difficult people. They just become that way when they feel helpless. Help them.

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Can’t know if the customer is happy if you’re measuring the wrong things

July 14, 2009

When it comes to customer happiness, what are you measuring? Are you measuring the total experience, or individual parts of the experience? Are you designing the measurement to be positive or designing it to be accurate?

Those of you who have been following this blog know of my ongoing troubles with my DSL provider, AT&T. But they did something the other day that hurts them more than it hurts me. Most importantly, it’s a total waste of time for them and for me.

Last week, my internet kept going in and out. It would work, then it wouldn’t work, then it would work, then it wouldn’t work (it turned out there was a short in one of the wires, but I’m not going to discuss how we got to that conclusion). As you can imagine, it was quite annoying. So by the time I called AT&T again, I was pretty peeved.

The CSR who handled my call was very nice, very professional, and fairly knowledgeable, and though I thought she had solved my problem, it turned out later that she hadn’t. She was approximately the 15th AT&T rep or supervisor I had spoken to during the past month about one thing or another.  And at the end of the call (where I thought my problem was solved), she said, “On a scale of one to five, how well did I handle your problem?” After I answered positively, she said, “Sometime in the next three days, you will more than likely receive an email survey asking you how I did. Please answer it the way you answered me. And please remember, the survey will be about how I handled the call, not about the entire experience you’ve had with AT&T.”

There was not going to be a survey about the entire experience, only a survey about the CSR. What good is that? As I’ve said in earlier blogs, you can have the best, most polite and professional CSRs in the world, but if your systems are rotten, the customer will not be happy. I was quite happy with the CSR and I said so, but I was not a happy customer. However, when they look at the results of my survey, they will determine that I was. Which means their survey was a waste of time, both for them and for me.

Apparently, the survey was created to measure the call center’s customer service. It doesn’t measure the total customer experience. So nobody calls to task the people responsible for my calling the call center in the first place. Nobody holds the system responsible even through it was the system that created the problem that caused the customer to call. And in the end, the CSR, who is the only one doing her job in a competent way, will more than likely get lower grades because the customer has to express his or her anger in some way.  Yet even with some customers expressing their dismay through the CSR survey, the ratings will not truly express the actual customer experience, which was very poor.

Too many companies think that customer happiness is determined in the call center. The call center is just part of it. Real customer happiness or upset comes from the entire experience, from the time they open the box to the time the problem occurs to the moment the situation is resolved or not resolved. Measuring customer satisfaction in just one area doesn’t do anybody, especially the company, any good.

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I’m not an “eye.” I’m a person.

June 22, 2009

If you read or watch the news these days, you’ll hear much debate and scenarios over the cost and practice of healthcare in the United States. We hear about a trillion-dollar price tag and long lines if we get a public option in the healthcare arena. I’m not going to get into the politics of it all, but there’s one thing that can improve care without taking sides in the current debate – personal, practical, and human care.

Treating patients as individuals doesn’t cost trillions of dollars. Showing empathy has nothing to do with who is paying for healthcare. Listening to patients can take place in the examining room, the waiting area, the hospital room, or on a line in an emergency room. Looking at a patient as a patient and not as the total of her symptoms cannot be found on a balance sheet.

Working with a major healthcare system recently, a woman said to me, “Oh let me tell you a story about what happened to me! I had just had eye surgery and went to see the surgeon a couple of weeks after the surgery for a checkup.  After the medical assistant had brought me into the examining room and sat me at a table, the doctor walked in. He walked right over to me, bent down and looked straight into my repaired eye. He never said hello or ‘how are you feeling?’. He just looked at my eye, twisting his head from right to left and up and down. Then, after he finished, he spoke to me. Why would a doctor do that?” I answered, “Because you were an ‘eye.’ You weren’t a person. You were your operation. In his eyes, he operated on your eye, not on you. You just happened to be attached to your eye. It was the eye he cared about, not you.”

This also happens in our healthcare insurance companies – focus on the procedure and not on the person. A number of years ago, my daughter needed jaw surgery. We found out she needed surgery sometime in March. The doctor, who saw my daughter as the young adolescent she was, offered that he would arrange the surgery for sometime in June, so she would be over the surgery by the time she went back to school in August. Middle school students can be cruel, especially when your jaw is wired shut and you can’t talk or eat properly.

The insurance company had no such concerns. Despite our begging them to speed up the approval process (which shouldn’t have taken that long), they took their time, finally approving my daughter’s surgery for early August, leaving her to begin the 8th grade year with a wired jaw and all that went with it. My daughter is now 24 years old but she talks about the pain of that experience (not from the jaw) as if it were yesterday.

Patients are people first. A person’s health is the most personal thing they have. They are vulnerable and scared. They are not the sum total of their symptoms. They are the sum total of their emotions, wants, needs, desires, and their symptoms. It doesn’t cost trillions of dollars to treat them that way.

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“Nice” Isn’t Enough

June 3, 2009

I’ve led more than 300 customer service seminars over the years and have watched as the participants excitedly learned the skills to help customers and create a great experience. The problem is, sometimes the only great experience the customer has is when he or she is on the phone with the representative. The rest of the experience is rotten.

This is the second blog based on my ongoing experience with AT&T. The next blog will detail how Dan Nelson’s (see previous blog) efforts were almost for naught because the rest of the process was rotten. After working with Dan on Thursday and Friday, everything seemed to be okay until my email suddenly went out on Sunday night. The amount of internal areas that couldn’t seem to fix the problem until one of Dan’s colleagues took the bull by the horns and got it fixed, was incredible. So this leads to a major question: What good is customer service training for call center reps (CSR) if the rest of the company can’t get the job done?

Nice isn’t enough.

I can be as nice as an angel, empathize, explain to you what’s going on and estimate how long it will take to be fixed, but if the people doing the fixing are not getting it done or are taking an inordinate amount of time to fix it, the customer experience scores are going to be lousy. If you’re bringing customer service training into your organization, it should be for the entire organization, not just your customer-facing people. When a technician nonchalantly tells a service rep that the problem with the internet or the cable TV cannot be fixed for three-to-five days, it doesn’t matter if the CSR explains it clearly, the customer is going to be very angry because he won’t have email for three-to-five days. This is an unacceptable amount of time to be without internet. The technician and the people who put the system together that requires that long a period should be cognizant of this fact and work accordingly.

Nice isn’t enough.

The most remarkable thing I see in companies is how some people feel that managers don’t need this kind of training. I don’t know about other customer service courses, but ours describes what’s going on in the customer’s mind, what causes him or her to become upset, and what the customer’s expectations are.  Just because you’re the manager of the loading dock or IT doesn’t mean you don’t need to know those things. It’ll help you do your job better because you’ll be seeing the world through the eyes of your customer.

Nice isn’t enough.

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Customer Service Hero: Dan Nelson, AT&T Customer Service Supervisor

May 29, 2009

As of early yesterday afternoon, this was going to be a blog trashing my DSL provider, AT&T, not because something went wrong, but because when it did go wrong, nobody seemed to be able to help me … until Dan Nelson.

Dan Nelson is a customer service supervisor in AT&T’s DSL call center.  He is also this blog’s first Customer Service Hero.

We had three phone lines with AT&T, one line for the home (8329), one line for the business (3042) and one for the fax and the DSL (3142). Since we rarely receive faxes anymore, we decided to eliminate the 3142 line and receive faxes on one of our other two lines. However, in order to close down the 3142 line, we would need to move our DSL to the 3042 line. My wife and business partner, Arlene, called AT&T Wednesday morning to do just that.

One of AT&T’s DSL customer service representatives served her and arranged to 1) move the DSL to the 3042 line, and then, 2) close down the 3142 line. Arlene was told that the transfer would take place on June 4 (a week later) but would remain on 3142 in the meantime. The CSR reiterated several times that the 3142 line would not be disconnected before the DSL was transferred.

Thursday morning, we went down to the office, went on line and then at around 9:00 AM, the internet went out. After trying a few things, Arlene contacted AT&T and found out – you guessed it – the internet was out because they had shut down the 3142 line before transferring the DSL. For almost an hour, the CSR attempted to find out what she could do and learned that we were out of luck – we would have to wait until June 3 for the transfer to take place. No internet for a week. We said that was unacceptable and pushed her to try to expedite the transfer. She said Arlene would need to call back in a couple of hours, when another CSR would call the department responsible to find out what could be done. When Arlene called back, she was told that her request had been rejected and that we would still need to wait until June 3. This is when she handed the phone to me and where I began to talk with Dan Nelson.

Dan immediately showed empathy and explained to me that it was the dispatch area denying my request. I replied that I teach customer service and one of the first tenets of good customer service is, “If you break it, you fix it.” As I said, “This was not my fault or Arlene’s fault. It was AT&T’s fault. When you screw up, everything else is superseded to fix the problem for the customer.” Dan then did what we teach: He took my problem, owned it and did not let go until it was solved.

First, he contacted the dispatch people to move things along and they stonewalled him. They said they might be able to move it to June 2. Dan called me back and told me the story, but before I could get upset, told me he was going to try instead to contact the accidental disconnect area to try to reactivate the 3142 line. They told him that they couldn’t reactivate 3142 because I already had an open order for a transfer to the 3042 line!

Dan then told me that he had two people at higher levels who he thought might be able to help break through the red tape. The thing was, he couldn’t call them; he had to email and would probably not hear back for a few hours (nobody can contact anybody by phone. This is AT&T – the phone company!). I told him I would wait. He had already won my confidence.

Shortly before 5 PM, he called us back and said that the transfer would take place before end of day Friday (the next day) and that he would call us to make sure it was set up. At around 2:45 Friday, Dan called, walked me through the setup process and did not let go until I was up and running.

Dan Nelson made my problem, his problem. While the CSRs were very nice, nice was not enough when the other departments didn’t seem to care about my situation. Dan did, did what he had to, and didn’t let go until I was happy. For that, Dan Nelson, AT&T customer service supervisor, is a Customer Service Hero,

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