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by
Holly Stanley
October 17, 2023
· Updated on
Talk to any customer support rep, and they’ll tell you that sometimes customers act rude. Recent research shows an uptick in challenging customer interactions, too. What’s behind this? Causes include higher customer expectations, rapidly evolving tech, and modern stress.
Currently, 76% of customer service reps experience rude behavior at least once a month. Customer ranting can be overwhelming. But the good news is every interaction, especially the challenging ones, provides insights and opportunities for growth.
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In this article, we’ll share proven strategies and tools to help you deal with rude customers.
<div class="table-of-contents" style="background-color: #F9F9F9;"> <ul> <li>Customers act rude because of mismatched expectations, previous negative experiences, or personal frustrations. </li> <li>Rude customers can negatively impact employee wellbeing, staff retention, brand reputation, and financial performance.</li> <li>Customer support reps need clear guidelines for handling difficult customers.</li> </ul></div>
Sometimes, customers act rudely because of misaligned expectations or previous negative experiences with the company. Other times it’s because they had a stressful day or are dealing with personal frustrations. Customers then misdirect these negative emotions to customer service reps.
Expectations around response times continue to rise––30% of customers will wait a maximum of 2 minutes for an agent on chat. And around 3 in 5 people have hung up on an agent at least once out of frustration. Shockingly, one in three customers admits to screaming or swearing at support staff.
When a customer feels unheard or undervalued, they may believe that being aggressive is their only avenue to a resolution. Understanding these motives helps reps put themselves in the customers’ shoes and handle tense situations with empathy.
It's Monday morning. Jake, a customer success manager at a popular SaaS startup, logs into his support dashboard. The first ticket of the day? A scathing message from an angry customer who can’t navigate the platform's new update. While it's just the start of the week, these interactions aren’t rare in his job.
These instances of customer rudeness can ripple through the business in unexpected ways.
SaaS platforms, with their frequent updates and iterations, are a target for user frustrations. Jake, and many others like him, bear the weight of these frequent changes. While reps know how to handle critical feedback, consistent rudeness can pile up. Over time, this creates higher stress levels. A stressed employee might mean slower resolution times and less-than-optimal customer interactions.
Regular exposure to rude or aggressive customers increases stress and burnout among employees. This results in lower job satisfaction, poor morale, and higher turnover rates.
After months of handling a barrage of rude messages from customers, many reps decide to move on. High staff turnover isn’t just about recruitment costs. It means losing experienced professionals who understand your product.
Nowadays, word travels fast. A customer who had a bad day might post on social media about their experience or leave a review on platforms like G2 or Capterra.
More than half of consumers (53%) have publicly shamed a company following an instance of poor customer service, while 34% of consumers have done this multiple times.In industries where businesses rely on peer reviews and testimonials, one negative interaction can snowball and affect potential user trust.
Unresolved negative interactions can result in lost sales, refunds, or compensations. In the long term, there's a risk of lower customer loyalty, leading to a loss in recurring revenue.
Want to deliver consistently excellent customer service even in the most challenging of circumstances?
Here are seven effective strategies for dealing with rude customers.
It's a simple principle—when there's a mistake, own it. Often, customers are more understanding when they realize they're dealing with a company that values transparency. By taking responsibility, businesses not only humanize themselves, but also pave the way for resolution.
Let’s say you work at a project management tool and it experiences a major outage. A frustrated customer reaches out to your support team. Instead of jargon-filled excuses, you could say:
"Firstly, we sincerely apologize for the disruption. We understand the inconvenience this has caused your team. We're currently addressing the issue and are implementing measures to prevent this in the future. We should be up and running within four hours."
An honest response that apologizes and sets realistic expectations will reassure the customer that you’re doing your best.
Always speak and act professionally, regardless of the customer's attitude. Often, it's not just what you say but how you say it.
For example, when a user angrily points out a bug in the system, your support team could just fix the bug and move on. But to be extra polite, you could respond with:
Thank you for pointing that out, Mark. We appreciate your vigilance. The issue has been resolved. Please let us know if there's anything else we can assist you with.
It’s important to set some boundaries––even if the customer is wrong, arguing makes matters worse.
Draven McConville, CEO and founder at Klipboard explains how he found a solution for an angry customer by setting boundaries.
I stayed calm and professional and listened to his concerns. Once I understood the problem, I offered a solution. However, he wasn’t satisfied and continued to be rude. So I eventually set a boundary with him, he says.
I told him that I wanted to help, but I would not tolerate his abusive behavior. I asked him if he could be more respectful. He agreed, and we resolved the issue.
Always give the customer your full attention. By actively listening, you show that you value their concerns, which can help de-escalate their frustration.
Developing emotional intelligence will help you handle unhappy customers. For example, expressing understanding or saying, "I see why you'd feel that way," can go a long way. This doesn't mean you're admitting fault but rather validating their feelings.
After understanding the concern, offer practical solutions. If you can't resolve it immediately, assure them of a follow-up.
Let’s say a key feature of your software crashes. A longtime user is furious. They reach out for support, expecting a slew of excuses. Instead, they’re met with, "We're genuinely sorry for the inconvenience. While we fix this, here's a workaround..."
Offering a solution, instead of dwelling on the problem, can turn a potential disaster into an opportunity to showcase reliability.
If you don’t know what the right solution is, it’s best to pass the baton to someone who does. For example, let’s say you encounter a user whose technical questions are beyond your expertise. Rather than giving inaccurate advice, you could escalate the ticket to the senior tech team, ensuring that the user gets precise, expert guidance.
If a customer is being excessively rude, and no solution seems feasible, it may be time to end the conversation or even fire the customer. Depending on the support platform used, this could mean politely ending the chat or involving a supervisor.
In some cases, a fresh perspective or the authority that comes with a supervisor might help pacify the situation.In rare cases, if a customer's behavior becomes abusive or severely impacts the team's well-being, it’s time to consider ending the relationship.
Unpleasant customer interactions can shake even the most experienced rep’s confidence. Follow these steps, and you’ll be able to use the bad experience to your advantage in no time.
After the encounter, take a moment to reflect. Evaluate the conversation objectively. Were there points where things could have been handled differently? What went well
Write down details of the encounter, including the customer complaints, your responses, and any outcomes. This is useful for future reference, especially if there's a follow-up or if the situation escalates.
If you have regular team meetings with supervisors, mention these challenging interactions to get feedback.
Use the experience as a catalyst to develop further. This might mean brushing up on product knowledge, refining communication skills, or doing additional training like role-play to handle difficult customers.
Following the interaction, take a short break before heading back to the frontline. Take some deep breaths, go for a brief walk, or grab a coffee to help calm down.
Next, try debriefing with a supervisor or colleague. Sharing a bad customer experience with someone else can provide a fresh perspective or simply serve as a means to vent and get emotional support.
Schedule regular debrief sessions with other team members where everyone can share those you won’t believe the call I had today stories. It’s therapeutic and everyone will learn a thing or two.
There will be times when you need to forward the experience to a manager. If the encounter ticks any of these boxes, it’s best to let a manager step in.
"Two heads are better than one" holds true, especially when confronting the challenges of rude customer interactions.
Using a shared inbox like Missive lets customer service representatives share emails with other team members and discuss them in a conversation.Here are five ways a Missive team inbox can improve teamwork and efficiency:
In the face of rude or challenging customer interactions, a team inbox is more than just a tool—it's a support system and a central platform for collaboration. By leveraging the collective strengths of the team, businesses can transform potential pitfalls into opportunities for growth.
Rude customers aren’t just a challenge, they’re an opportunity. When you lean into proven strategies and embrace collaborative tools like team inboxes, you’ll get insight into your business and boost customer experience.
Every interaction, no matter its tone, is a chance to strengthen customer relationships, refine product offerings, and empower the support team.
May 14, 2025
6 Ways to Use AI in Your Email Inbox
In a world where new AI tools are releasing every day, we're going to share some practical ways to use AI within email and your inbox.
AI and email management go hand in hand.
There are AI tools dedicated to helping you clean your inbox (like SaneBox) and plenty that help you draft emails better and/or faster.
In a world where new AI tools are releasing every day, we're going to share some practical ways to use AI within email and your inbox.
At the end of each section, we'll cover some of the best AI email tools and AI assistants that can help you be more efficient in your inbox—whether you're a Gmail or Outlook user.
Here at Missive, our users get a lot of emails—100+ in a day in some cases. We crowdsourced the most practical, helpful AI suggestions that real businesses are using to maintain a clutter-free, productive inbox.
Before we jump into the examples, these are the three broad buckets where AI is used within inboxes:
For cleaning emails, there is usually a deep purging functionality (i.e., archive all emails before a certain date) as well as a new system to keep your inbox clean after the purge (i.e., auto-categorization into folders/labels). SaneBox is a great example of this bucket.
For drafting and writing emails, you can create prompts that take into consideration your writing style, structure, and tone and add in resources for AI to pull context from—most commonly, your knowledge base or website.
For kicking off other tasks—this is the most exciting part of AI within your inbox. Certain tools (like Missive's AI-powered rules) allow you to automate a set of actions based on the context of an email. Imagine every email gets assigned to the right people, a set of tasks is created, a label or folder is applied, and an entry is made in your CRM—without a single human interaction. That’s magic!
Let's get to the AI-powered magic.
We're highlighting Missive's AI-powered rules in the examples below, but you can create your own AI email automations with your favorite tools, and we include some recommendations.
Here are the 6 best AI email workflows.
Our inboxes get inundated every day, but not every email deserves equal attention. A clean inbox needs a system of categorization.
Historically, you could set up automations based on sender, message content, etc.—but now with AI, you can understand the context of emails, which changes email management entirely.
It's like having an AI assistant read each email and then categorize it based on the context within. It's far more robust than just looking at the sender domain.
If you don't already have some form of auto-labeling, auto-folder categorization, or archiving automation running, here are a few examples to get you started:
By auto-filing certain emails out of your inbox using AI, you'll be able to focus on the ones that need your attention. And when you have some free time, you can visit your newsletter label to catch up on industry insights.
Most modern email clients have some version of this built in. If you're looking for an add-on tool for Gmail or Outlook, we cover those below as well.
Missive — Inbox collaboration for teams
Superhuman — Great for keyboard shortcut lovers
Shortwave — For an AI-first inbox
SaneBox — AI email organizer that integrates with your existing client
Unroll.me — Alternative to SaneBox, bulk email cleaner for any provider
AI can save time inside your inbox—but using it to trigger external workflows is where the magic really happens.
Example: A real estate business receives emails from both buyers and sellers in a shared inbox. Their workflows are completely different, so we used AI to identify the intent and trigger specific assignments, tasks, and summaries for the right team members.
If you have different workflows depending on the email, you can use AI to detect the context and automate accordingly.
Relay.app — AI-first workflow builder
Zapier — Classic builder, now with AI
Missive — AI rules built into the collaborative inbox
Inbox maintenance is like pruning a tree—it requires regular attention.
With AI clients, workflow builders, or Missive rules, you can automatically clean up emails without manually clicking "unsubscribe."
Set it up narrowly (specific senders or domains) or broadly (based on open behavior, like emails unread for 30+ days).
Solutions like SaneBox include versions of this, though some manual training may be required.
Say you run an accounting firm where each client has a dedicated team and inbox.
Most messages are about invoices, but occasionally, an urgent email from the CEO arrives that needs management's attention.
AI can identify urgency and escalate the message automatically to the right person.
Other tools can do this too—but may require you to create specific folders/labels and rely on manual monitoring.
This works best if you have a large, public knowledge base or help center that the AI can reference. If you do, you can use one of the newer AI models that allow you to search the web.
Here's the prompt we use at Missive for our support team:
You are an expert customer support specialist for Missive, the collaborative team inbox platform. Your job is to draft accurate, empathetic, and clear replies to customer inquiries based only on official Missive documentation.
Note: Keep all responses strictly tied to Missive's documented functionality.
Now, if you want to get crazy with it. You can create an automation where a draft is created every time an incoming email fits a specific criteria. And you can use AI to help you determine which email triggers the automation.
Don't want to pay for contact enrichment tools? Use AI to summarize new prospects.
It adds context directly to the email thread, so you can start conversations better informed.
For more robust enrichment, tools like Clay or CRMs like HubSpot and Salesforce offer AI-powered data collection.
We hope these ideas help you clean emails, draft faster, and automate smarter.
All the tools mentioned above offer a “fresh start” feature to deep clean your inbox and begin anew.
Whether you're using SaneBox with your current client or switching to an AI-first inbox—there's no reason your email shouldn’t flow to the right people and places automatically after setting a few AI-powered rules.
If you're looking for an AI-powered email client uniquely designed for teams—give Missive a try. No credit card needed, and our free trial includes access to AI rules.
February 5, 2024
How to Set Customer Service Goals for Success
Learn how to set customer service goals for success
When I took over the customer service team at my last company, it was during a period of transition.
We’d just gone through an acquisition which, although welcome, meant we needed to reassess our resources, our tools, and our team’s strategy for the foreseeable future. I was also stepping from a senior role into a management role, and while neither management nor the team were new to me, the situation was changing quickly.
This presented a challenge: quickly leading the team through setting new expectations and requirements, while still delivering the same excellent customer service experience for our customers.
It also gave us an opportunity to move from good to great — by understanding where we were, where we wanted to go, and how we might get there.
Maybe you’ve also just taken over a new team, or you’re also going through an acquisition or reorganization. Or maybe you’re just looking to level up your support team.
Regardless of why you’re here, this article will help you understand what SMART goals are in the context of customer service and how to define SMART customer service goals for your team. It includes some examples of great customer service goals, and it will show you how to measure the success of your goals so your team can continue to grow and adjust your customer service strategy as needed.
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Being on a ship with no destination is unpleasant and nerve-wracking for everyone aboard.
Setting solid customer service goals for your team provides a common purpose and keeps everyone moving in the same direction. It improves your odds of reaching your destination: consistent excellent customer service.
And beyond the psychological benefits of having clear goals, there are plenty of more tangible benefits too.
Clear customer service goals ensure that your team’s efforts align with the broader objectives of the company, so it’s clear how your team is contributing to business growth.
It also means both you and the company can make more informed decisions about budget and resource allocation, using the real data and trends you glean from measuring your progress against your goals.
Goals focused on customer satisfaction directly contribute to improving the overall customer experience. Satisfied customers are more likely to be loyal, to make repeat purchases, and to recommend your business to others.
Consistently meeting and exceeding your customer service goals also builds your company’s reputation for reliability and trustworthiness, which is essential for long-term brand success.
Setting specific goals and measuring how each member works toward these objectives allows customer service teams and managers to identify strengths and weaknesses. It also allows individual team members to understand and direct their own professional development.
Well-defined goals also provide teams with a clear sense of direction and purpose. Team members who understand how their work contributes to larger goals are happier and more committed to the company’s success.
You’ve probably heard of SMART goals before. It’s a handy mnemonic tool that reminds everyone that effective goals are:
But why do the goals you set for your customer service team (or that they set for themselves) need to be SMART?
The point of setting goals is to be as clear as possible about expectations:
There shouldn’t be ambiguity in customer service goals. That’s because while a well-defined goal tells your team members what success looks like, it also acts as a catalyst or guide to help you get there.
This may be from a customer standpoint (satisfaction, response time, self-service, etc.), from an individual perspective (performance or professional development), or from a company perspective (cost per customer, retention rate, expansion rate, etc.).
First, keep in mind that you usually can’t jump right into creating a goal. There’s always an assessment period first.
You need to spend some time figuring out what the current state of your customer service team is.
Some questions you can ask to guide your assessment:
Your assessment will be highly dependent on your team and company, but these questions should give you an idea of the things you should consider as you work to define your goals.
Once you’ve done the foundational work to understand what your team needs to improve on, you can begin using that information to define your goals.
Let’s break it down in the context of a real customer service SMART goal.
Any goal you set should be clear and well-defined. For example, “answer customers faster” is a nice aim, but what are the channels where you want to answer customers faster? What does “faster” mean?
A more specific goal for reducing customer wait times would be to set a target first response time for a specific channel, such as: “Send a first response to customers within 60 seconds of their initial chat message.”
Depending on your needs, you could get even more specific: “Send a response to customers inquiring about their order status in 60 seconds or less.”
Any customer service goal should be measurable, so you can understand whether you’ve achieved the goal (or not) and adjust your strategy appropriately.
Taking our example from above, a measurable target chat response time goal could be: “80% of customers will receive a response to their initial chat message within 60 seconds.”
This is the point at which your initial assessment becomes really important.
“80% of customers will receive a response to their initial chat message within 60 seconds” may sound like an achievable goal. It might be doable if you have a simple product or many agents trained and available to handle chats.
But what if you have only two chat agents and are receiving hundreds of chats each day?
Of course, you still want to strive to improve their first response times, but you’ll have to set reasonable expectations to give your agents a fair shot at success.
An attainable goal in this context might instead involve increasing the initial chat response time or decreasing the percentage of customers you’re targeting, like this:
Your context will determine what makes the most sense for your team. Just remember to aim for a goal that’s stretching, yet realistic.
This is another area in which your foundational assessment is key.
First, are your proposed customer service goals aligned with your customer service values and company’s objectives? If not, they won’t be effective or successful, no matter how well they fit the SMART parameters.
Secondly, are your goals relevant to your team? For instance, a manager with a high chat volume might adapt our example to involve implementing a chatbot in order to hit their desired initial chat response time goal.
But a manager with a low ticket volume probably can’t justify the time and expense of implementing a chatbot because the benefits will never outweigh the costs for their team.
This parameter is closely tied to being measurable. You won’t be able to determine whether you’ve succeeded unless you know when the goal needs to be achieved.
To make our example time-bound, we could edit it to read: “By the end of Q2 2024, we’ll be responding to 80% of customers within 60 seconds of their initial chat message.”
Customer service goals aren’t just about how your agents interact with your customers. Surveys have shown again and again that customers want the option to solve their own problems.
A goal for developing effective self-service could be:
“By [DATE] we’ll have launched a knowledge base with articles answering our 10 most frequently asked questions about [PRODUCT], resulting in at least a 10% reduction in tickets about those issues.”
Many knowledge base tools will have built-in ticket deflection tracking features, such as giving you the number of views for an article and the number of tickets created after the article was viewed.
You can also measure the success of this goal by tracking ticket volume for a specific category or tag over time.
Implementing a quality assurance program is a great way to improve overall customer satisfaction, response and resolution times, and brand recognition. It’s also a more objective way to measure and track agent performance and to kick-off conversations about professional development with your team.
It might look like this:
“In January 2024, develop a draft QA scorecard based on ticket reviews from the previous 3 months, so that we can begin calibration sessions with the team in February 2024.”
In this case, measuring success is relatively simple: is the draft scorecard available by February 2024 when calibration conversations must begin?
Customer satisfaction (CSAT) is crucial to your support team’s success, but also the overall success of the company. To build a customer-first organization, improving or maintaining your customer satisfaction score should be one of your main goals.
A sample goal for CSAT could be:
“Each month next quarter, maintain an overall CSAT across text channels (chat and email) of 85% or better.”
You can gather CSAT ratings using built-in tools on your customer communication platforms, or through a dedicated CSAT tool to send customer surveys. Most tools will calculate your CSAT score or percentage automatically.
As we’ve already covered, customer service agents are most engaged when they understand what their role is and can see how their contributions matter (both to their entire team and the company).
A goal for improving your customer service team’s overall engagement could be:
“Have a monthly one-on-one with each agent on my team and arrange at least one team social event a quarter, with the aim of reducing employee turnover by 10 percent by the end of the year.”
As you can see, this goal includes multiple conditions for success, and the team turnover rate is a metric that can be directly measured.
As a customer service manager, you get an especially broad view of how customers use and feel about your product. You also have the ability to take that customer feedback and put it in the hands of those who need it: your product team, your engineering team, your marketing team, and so on.
This can be as simple as implementing a public customer feature request tool where your customers can share their feedback and vote on what they want to see, or as complicated as setting up an internal, cross-functional customer feedback process.
The goal for becoming the voice of your customer could be:
“Have a bi-weekly Voice of the Customer meeting with the product development team, leading to at least one product bug fix and one new customer-requested feature release every quarter.”
You could measure this goal in a number of ways, depending on your strategy. If you have implemented a dedicated customer feedback tool, you can track customer usage against the rate of product releases and bug fixes. You could also track ticket volume in a specific category as well as any impact on CSAT ratings.
Everyone has their specialties and their weaknesses, and your customer service agents are no different. Quality assurance programs are a great way to identify areas for improvement, but you may also uncover opportunities during performance and career development conversations.
Your customer service reps can improve by seeking training in special topics, professional development courses, and peer support. Working with each team member to set and achieve goals for improvement fosters a culture of continuous learning and improvement.
A good example of goal for your agent could be:
“Get training on my weakest skills as identified by our QA reviews during the next month so that my average handle time goes down to [TARGET] by the end of the quarter.”
They can measure the success of this goal through attendance and completion of training, as well as by looking for improved QA scores and handle times.
The more customer service agents take ownership of their customers’ experience, the happier both they and the customer will be.
Owning the customer’s experience will mean something different for every team. It may look like being the customer’s one point of contact for an issue, or it may mean acting as the customer’s guide as they move through the escalation process.
It may look like answering every CSAT rating, good and bad, to thank the customer for their thoughts and solicit more feedback. Or it may mean reviewing their own customer interactions, identifying missed opportunities for exceeding customer expectations or anticipating customer needs, and devising strategies for doing so in the future.
A goal for owning the customer experience could be:
“I’ll reduce my ticket escalation rate by X percent in Q2 by being the primary agent on tickets about Y topic.”
Measuring your growth at owning the customer experience will depend a lot on what specifically that means for your company. For the example above, you’d measure the achievement by looking at the percentage of tickets you’re still escalating on the specific topic.
As you’re building out goals for yourself or your customer service team, remember to take a step back occasionally and look at the big picture.
Are these goals aligned with your company and your team’s vision? Are they clear or confusing? Are they too inter-dependent, so that if you fail at one, you fail at them all?
There’s nothing magical about setting SMART goals. They’re a fantastic tool for customer service teams, but the real key is in making goal-setting a discipline and a habit you’re regularly engaging in. Setting goals is not a one-time task — it’s an ongoing process of adaptation and growth.
The landscape of customer service is always changing, and your goals will need to evolve with it.