by Terry L. Sumerlin

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I had just sat down and was about to open my book when the waitress brought my coffee. As she went back to the kitchen, I reached for the cup. However, just before taking my first sip, I noticed a foreign object floating in the coffee.

"You've got to be kidding," I thought. "That's surely not what I think it is." Sure enough, when I lifted the object with my fork and got a closer look, it was definitely what I thought it was -- a dead gecko!

After collecting my thoughts, I took the cup and everything in it back to the kitchen. I decided against asking the waitress what a lizard was doing in my coffee, for fear of receiving the old line about the backstroke. Instead I simply informed her of the problem and then went back to my table.

In no time at all, the waitress, the hostess and the assistant manager, individually, came to my table to express their embarrassment and to apologize. Then a few days later, when I was back in the restaurant, the general manager made it a point to apologize and to say that such was an inexcusable oversight.

There was never an attempt to cover up or to offer excuses for what had happened. Apologies were profuse and sincere. And, as a result of the way the situation was handled, I will continue to frequent the restaurant, and will have no fear of another occurrence. The incident reminds us, though, of something from which all in business can benefit: the proper way to deal with a customer crisis.

First and foremost is that we see the situation from the customer's point of view. In the same way that the difference in major and minor surgery is that major surgery is when it's mine, any problem a customer has should be considered major. It should never be treated lightly.

I'm reminded of the time my wife, Sherry, was burned by hot coffee while in a fast food restaurant. None of the employees, including a manager, seemed concerned. When I tried to get their attention, I was basically ignored. Their nonchalant attitude could have easily created a lawsuit, and when I later called the corporate office, I told them so.

Conversely, we don't generally sue people we like and who manifest a caring attitude. There is no escaping the fact we must truly care about those we serve. First of all, it's the right thing to do; secondly, it's good business. The second thing we need to consider regarding the "gecko incident" is not only that we must care, but also that we should go out of our way to apologize (without excuse) and to make the situation right, if at all possible. We can't change what happened. The gecko was there! However, we can assure the customer we'll take steps to see that it never happens again. And, then, we must follow through.

Accept that things go wrong in business. Count on it. The question is: What then?

BARBER-OSOPHY: When, in business, bad things happen to good people, good people quickly and compassionately right the wrong.

© 2003 American City Business Journals Inc.