Our quick guides
Provide a quick overview on all of the traditional topics that businesses still need some pointers on, and some new topics to bring you up to date on complaints handling

The traditional topics, covering everything your frontline staff need to know

Distress and Inconvenience

If ever there was an old chestnut of a subject this is it – Distress and Inconvenience. We all know the circumstances under which it should be paid, but how much?

It’s so subjective, because one person’s £100 is a King’s ransom, while for someone else its chump change. 

That’s why we’ve pulled together some information here, to help you dip your toe in the subject.


Jurisdiction is still one of those subjects that has businesses tied up in knots, especially, DISP 2.8.2, otherwise known as the ‘6 & 3’ rule.

I mean, how do you know whether you have a complaint that’s timebarred? Can this person complain to you anyway? It’s a quandry.

It doesn’t help that the rules are now some 20 years old, and haven’t moved with the times, but we’ll help you start to understand some of the basic principles here.  


Final Response Letters

It could be the best investigation in the world, but if your Final Response Letter isn’t doing a good enough job of explaining that, it might as well be blank.  

This quick guide covers the basics, including why you need to make the Final Response Letter work for you and what needs to be included.  

We’ve got some great information here to get you started.   

Working with the Ombudsman

It doesn’t matter what size business you are, working with the Ombudsman can bring challenges. That’s more the case if you’ve not had to be involved with it before.

So, it helps to think about how you can work with the ombudsman, knowing a little bit more about its processes. 

Having both used to work for the Ombudsman, our quick guide can give you some insight. 

Engaging with the telephone

Technology has moved at a fair old pace since telephones were invented, but they’re still here…and there’s a reason for that.

Most people still prefer to communicate by telephone when it comes to complaints. Why? Because they need to know they have been heard. 

In this quick guide, we’ll touch on how you can build a working relationship with the client and set the tone for your conversations from the off. 

Soft skills

Ah, remember soft skills? We can’t remember when exactly it happened, but at some point they fell out of fashion – like neon socks. To be honest, we’ve never understood why, because soft skills rule. Neon socks, not so much…

Here’s the thing. To be a good complaints handler you need soft skills by the bucket load.

In this guide, we explain what soft skills are. We also explain how to use them for good and not for evil. 


And those topics that could take your complaints handling to the next level

A process that works for everyone - a senior leader overview

Everyone needs a complaints handling process that works from start to finish. It’s not just about a complaints handling sausage machine, it needs to work well for everyone involved – customers, staff, managers and senior leaders. 

Why is it then, that something that looks amazing on paper, just doesn’t work in practice? What are the bits that are easy to miss? We share our thoughts here.

The cement that holds it all together - the manager's overview

Being a manager in a complaints handling function can often leave you feeling squeezed – caught between the needs of your team and those of your own manager. But, actually you’re the cement that holds it all together.

This quick guide is all about those skills you need as a manager, and the key bits of information that will give you the edge. 

Supporting our mental health

It’s no coincidence that this is here. If Covid taught us nothing else, it was that people’s mental health, along with their physical and emotional health is too important, not to support.

As it happens this is also a passion of ours, because Sarah is a qualified counsellor and Caroline is a vulnerability expert. So this guide covers the importance of looking after our mental health, our staff’s and our customer’s including vulnerability.