Tool 45.1.

Self-Assessment: Conversation
Calibrator
Sigma Performance Solutions
Use this self-assessment to determine the level of your customer conversations. For each attribute below,
circle the number that describes your typical approach in a customer conversation. Be honest with
yourself. You will find the scoring at the end of the assessment.
Q1. I focus my conversations with customers to:
1. Respond to requests
2. Resolve the problem stated
3. Provide a solution that responds to the customer’s needs
4. Ensure the customer is able to use the product/service successfully for his or her business

Q2. When learning of a customer’s request, I:

1. Concentrate on the technical issues only
2. Hear needs mentioned by the customer
3. Encourage the customer to explain underlying needs
4. Manage conversations to learn underlying and associated needs

Q3. How often do you adapt your conversation to deal with different types of customers to relate
more effectively?
1. Rarely
2. Occasionally
3. Less than half the time
4. More than half the time

Q4. When a customer has unreasonable demands, I:

1. Say we are unable to do something and apologize
2. Explain what can be done
3. Seek to better understand the customer’s situation in order to determine a best
possible solution
4. Collaborate with the customer on a partnership basis to explore win/win options.
Q5. My typical response or solution provided to the customer is

LIST and Who Killed Service? are registered trademarks of and copyrighted by Sigma Performance Solutions, Inc. Published by Pfeiffer, An
Imprint of John Wiley & Sons, Inc. Reprinted by permission of Sigma Performance Solutions, Inc. All Rights Reserved.
 1. Specific to the issue
2. Offers a choice of solution options for the immediate issues
3. Adapts and offers solutions within defined limits
4. Customizes solutions within general guidelines

Q6. When managing customers who are upset or angry. I:

1. Immediately address the customer’s problem
2. Remain polite
3. Tell the customer I’m sorry
4. Sincerely acknowledge the customer’s concerns before proceeding

Q7. When the customer is talking, I frequently:

1. Ask direct questions for clarification
2. Propose a solution based on what I already know
3. Encourage the customer to tell me more
4. Make sure we have agreement on the entire situation before discussing specifics

Q8. When addressing the situation at hand, I:

1. Offer solutions quickly
2. Hear the customer out and then fix the problem quickly
3. Acknowledge the issue and offer options
4. Ask the customer for ideas to address his or her concerns

Q9. Customers talk to me to clarify their thoughts:

1. Never
2. Occasionally
3. Usually
4. Always

Q10. I start planning my answer while the customer is still talking:

1. Always
2. Sometimes
3. Almost Never
4. Never
Q11. When I’m talking to a customer, the following describes the balance of conversation:

LIST and Who Killed Service? are registered trademarks of and copyrighted by Sigma Performance Solutions, Inc. Published by Pfeiffer, An
Imprint of John Wiley & Sons, Inc. Reprinted by permission of Sigma Performance Solutions, Inc. All Rights Reserved.
 1. After introductions, I do most of the talking
2. I let the customer explain the situation in detail and then take over
3. The customer and I share the dialogue, about 50/50—give and take
4. I let the customer do most of the talking, and encourage them to express their thoughts
completely

Q12. The purpose of a customer conversation is to:

1. Get the facts and solve the problem
2. Listen for big ideas and ask lots of questions for details
3. Accept the customer’s message without rushing to a solution
4. Work collaboratively to identify issues and opportunities and ensure the customer’s success

LIST and Who Killed Service? are registered trademarks of and copyrighted by Sigma Performance Solutions, Inc. Published by Pfeiffer, An
Imprint of John Wiley & Sons, Inc. Reprinted by permission of Sigma Performance Solutions, Inc. All Rights Reserved.
 Scoring
Points Level Focus Brief Description

12 to 17 Reactive Problem Only responding when asked typically creates

frustration on both sides. Almost every interaction is
urgent or high priority, just in time, or too late, at worst.
Frequent calls, unplanned interruptions, and surprises
create stress for clients and customers.
18 to 30 Transactional Task At the transactional level, focus moves beyond the
immediate problem. More complex issues require some
planning, although a narrow focus still means there are
missed opportunities for real long-term results, frequent
rework, and a panic call, perhaps directly to the boss.
31 to 42 Advisory Customer With advisory conversations, customers begin to expect
you will be there when they need you, ask your advice
in decision making, and sometimes ask for help in the
planning phase. You and the customer are usually in
sync and work together well, even in difficult times.
43 to 48 Consultative Relationship Consultative relationships are frequently seen as strong
partnerships by others. Customers wouldn’t dream of
moving ahead without your expertise and opinions—
even if they may not like what you have to say.
Customers may ask you for guidance, even in areas that
are not in your field of expertise. You are a valuable
team member and outsiders may not know that you are
not an employee because the connection is so strong.

LIST and Who Killed Service? are registered trademarks of and copyrighted by Sigma Performance Solutions, Inc. Published by Pfeiffer, An
Imprint of John Wiley & Sons, Inc. Reprinted by permission of Sigma Performance Solutions, Inc. All Rights Reserved.