Customer Experience - The Sincera Way

What Kind of Doctors Get Sued Most?

There isn't a lot of concrete evidence regarding the financial impact of poorly treating Customers - or in this case Patients.  One can assume that if you treat the Patient poorly, that's a strong negative...  A 2002 study sheds light on the impact of how a surgeon's tone may influence a patient's decision to sue the surgeon...

Whether you are in the Medical Customer Service field or not, this article and thought process will benefit you...  Feel free to remove the medical thought process and replace it with your organization's job titles, situations, and Customer Experiences.  This is a universal thought process.

What kind of doctor gets sued the most?

Brain surgeon?  There's a lot at stake...

Cardiologist?  Lots can go wrong...

Pediatrician?  Hurt me and I can live with that.  Hurt a child and the jury will award significant damages...

Anesthesiologist?

Give up?

The answer...  Rude doctors.  Consider the following excerpt from the medical journal - Surgery (Volume 132, Number 1)

When things go wrong, a surgeon's tone of voice may influence a patient's decision to sue the surgeon, according to a study supported in part by the Agency for Healthcare Research and Quality (HS07289). After controlling for content of conversations, the researchers found that surgeons whose tone of voice signaled less concern/anxiety and more dominance during routine visits with surgical patients were more likely to have been sued than those whose tone was less dominant and more concerned. Researchers audio-taped 114 conversations during routine medical visits between 57 orthopedic and general surgeons and their patients.

Raters who were blind to surgeons' malpractice claims history evaluated 10-second voice clips with content and 10-second voice clips with just voice tone. The sound bites were taped during the first and last minute of each surgeon's interactions with two different patients. Based on the content-filtered audiotapes, surgeons who were judged to be more dominant and less concerned or anxious in tone were more likely to have been sued than surgeons who were judged to be less dominant and more concerned and anxious.

These findings suggest that how the surgeon conveys a message may be as important as what the surgeon says. Expressions of dominance may communicate a lack of empathy and understanding for the patient, while concern or anxiety in the voice is usually associated with empathy. Dominance coupled with a lack of anxiety in the voice may imply surgeon indifference and lead a patient to launch a malpractice suit when poor outcomes occur, explain the researchers. They suggest that listening to brief audio clips might be a useful way to provide feedback and give surgeons a sense of how they sound during interactions, which may improve care satisfaction and reduce lawsuits.

More details are in "Surgeons' tone of voice: A clue to malpractice history," by Nalini Ambady, Ph.D., Debi LaPlante, M.A., Thai Nguyen, B.A., and others, in the July 2002 Surgery 132, pp. 5-9.

How we treat others will determine how they feel.  If something should go wrong in the Patient or Medical Customer Service Experience, the potential of being sued increases dramatically based on whether or not the patient feels emotionally positive about the doctor.

Question.  Does it matter if we are thinking about doctors, nurses, nurse aids, phlebs, administrators, admissions representatives, custodians, or surgical techs?  It absolutely doesn't matter.  How we treat the Patient will have tremendous ramifications for whether or not they sue, come back, or tell others to come to your facility or avoid it.

The choice is yours. 

Points to consider...

What is your Medical Customer Service Experience like right now?  Where are your critical "touch points" where your Patient may be emotionally-harmed?  Again - don't limit it to the doctor's office. 

• Is your voice mail painful to listen to?
• Is your admitting process devoid of empathy?
• Is your waiting room painful to sit in?
• Is the promised wait time longer than promised?
• Do team members walk past lost Patients?
• Are Patients properly greeted upon arrival?
• Do Patients feel important?
• Is your billing complicated and frustrating?
• Are Patients acknowledged by all medical team members?

How do your team members treat your Patients, the lifeblood of your organization?  Indifferently?  Patients who are treated indifferently - sue indifferently (see the article - The Opposite of Love is Indifference).  It's tough to be angry with someone you like. 

Lastly...  Another big question.  What is your hiring and coaching strategy regarding your Medical Customer Service Experience?  Are you purposely using personality profiling tools to ensure you are hiring the kind of people that are fully capable of delivering a warm Medical Customer Service Experience?

Kind thoughts become deeds. Choose the right thoughts...

Interested in knowing how to inspire your Medical Customer Experience Team to deliver Amazing, Soul-Based Customer Experience Touch Points?  We are here to help you make your difference in the world! Give me a shout at 701-530-0806 or chris@therainmakergroupinc.com.  Prepare to be blown away!

Italic quoted areas are the copyright of the medical journal - Surgery (Volume 132, Number 1) and associated researchers and authors.

Copyright 2009, Chris Young, The Rainmaker Group - Helping Teams Maximize Possibility - 701-530-0806 - chris@therainmakergroupinc.com - www.therainmakergroupinc.com.  Interested in having Chris and The Rainmaker Group work with you and your team?  Give us a shout!

There isn't a lot of concrete evidence regarding the financial impact of poorly treating Customers - or in this case Patients.  One can assume that if you treat the Patient poorly, that's a strong negative...  A 2002 study sheds light on the impact of how a surgeon's tone may influence a patient's decision to sue the surgeon...

Whether you are in the Medical Customer Service field or not, this article and thought process will benefit you...  Feel free to remove the medical thought process and replace it with your organization's job titles, situations, and Customer Experiences.  This is a universal thought process.

What kind of doctor gets sued the most?

Brain surgeon?  There's a lot at stake...

Cardiologist?  Lots can go wrong...

Pediatrician?  Hurt me and I can live with that.  Hurt a child and the jury will award significant damages...

Anesthesiologist?

Give up?

The answer...  Rude doctors.  Consider the following excerpt from the medical journal - Surgery (Volume 132, Number 1)

When things go wrong, a surgeon's tone of voice may influence a patient's decision to sue the surgeon, according to a study supported in part by the Agency for Healthcare Research and Quality (HS07289). After controlling for content of conversations, the researchers found that surgeons whose tone of voice signaled less concern/anxiety and more dominance during routine visits with surgical patients were more likely to have been sued than those whose tone was less dominant and more concerned. Researchers audio-taped 114 conversations during routine medical visits between 57 orthopedic and general surgeons and their patients.

Raters who were blind to surgeons' malpractice claims history evaluated 10-second voice clips with content and 10-second voice clips with just voice tone. The sound bites were taped during the first and last minute of each surgeon's interactions with two different patients. Based on the content-filtered audiotapes, surgeons who were judged to be more dominant and less concerned or anxious in tone were more likely to have been sued than surgeons who were judged to be less dominant and more concerned and anxious.

These findings suggest that how the surgeon conveys a message may be as important as what the surgeon says. Expressions of dominance may communicate a lack of empathy and understanding for the patient, while concern or anxiety in the voice is usually associated with empathy. Dominance coupled with a lack of anxiety in the voice may imply surgeon indifference and lead a patient to launch a malpractice suit when poor outcomes occur, explain the researchers. They suggest that listening to brief audio clips might be a useful way to provide feedback and give surgeons a sense of how they sound during interactions, which may improve care satisfaction and reduce lawsuits.

More details are in "Surgeons' tone of voice: A clue to malpractice history," by Nalini Ambady, Ph.D., Debi LaPlante, M.A., Thai Nguyen, B.A., and others, in the July 2002 Surgery 132, pp. 5-9.

How we treat others will determine how they feel.  If something should go wrong in the Patient or Medical Customer Service Experience, the potential of being sued increases dramatically based on whether or not the patient feels emotionally positive about the doctor.

Question.  Does it matter if we are thinking about doctors, nurses, nurse aids, phlebs, administrators, admissions representatives, custodians, or surgical techs?  It absolutely doesn't matter.  How we treat the Patient will have tremendous ramifications for whether or not they sue, come back, or tell others to come to your facility or avoid it.

The choice is yours. 

Points to consider...

What is your Medical Customer Service Experience like right now?  Where are your critical "touch points" where your Patient may be emotionally-harmed?  Again - don't limit it to the doctor's office. 

• Is your voice mail painful to listen to?
• Is your admitting process devoid of empathy?
• Is your waiting room painful to sit in?
• Is the promised wait time longer than promised?
• Do team members walk past lost Patients?
• Are Patients properly greeted upon arrival?
• Do Patients feel important?
• Is your billing complicated and frustrating?
• Are Patients acknowledged by all medical team members?

How do your team members treat your Patients, the lifeblood of your organization?  Indifferently?  Patients who are treated indifferently - sue indifferently (see the article - The Opposite of Love is Indifference).  It's tough to be angry with someone you like. 

Lastly...  Another big question.  What is your hiring and coaching strategy regarding your Medical Customer Service Experience?  Are you purposely using personality profiling tools to ensure you are hiring the kind of people that are fully capable of delivering a warm Medical Customer Service Experience?

Kind thoughts become deeds. Choose the right thoughts...

Interested in knowing how to inspire your Medical Customer Experience Team to deliver Amazing, Soul-Based Customer Experience Touch Points?  We are here to help you make your difference in the world! Give me a shout at 701-530-0806 or chris@therainmakergroupinc.com.  Prepare to be blown away!

Italic quoted areas are the copyright of the medical journal - Surgery (Volume 132, Number 1) and associated researchers and authors.

Copyright 2009, Chris Young, The Rainmaker Group - Helping Teams Maximize Possibility - 701-530-0806 - chris@therainmakergroupinc.com - www.therainmakergroupinc.com.  Interested in having Chris and The Rainmaker Group work with you and your team?  Give us a shout!

Customer Service and the Lowest Paid Employee Paradox

It is an interesting paradox I often observe in Customer Service Experiences...

• Who typically has the most exposure to the Customer or Patient and yet is the lowest paid employee team member?

• Who single-handedly has the greatest potential to create or destroy Customer Value via the delivered Customer Service Experience?  The Patient Experience?

• Which single position often has the deepest impact on the traditional Customer Service Experience or the Patient Experience and is often the lowest paid?

Perhaps you have already arrived at the potential correct answers...  The receptionist or "Director of First Impressions" has significant contact with your Customer and represents your organization and are often amongst the lowest paid.  Ironic is it not?

As a Customer Service Experience consultant, I see this "compensation paradox" ALL the time and quite frankly, this "paradox" makes little strategic sense.  How can it be that the one position that has the greatest potential to create or destroy so much value is compensated so little.  Consider...

• Average organizations measure the direct bottom line, monetary value.  Therefore, the receptionist is a "cost" - not a "benefit" nor someone who returns a tangible return on investment.

• Rainmaker organizations measure the potential psychological impact and recognize that it has a long-term impact on the bottom line, monetary value.

What should be done differently?

Rather than randomly hire people to fill receptionist and phone-answering positions, create a strategy that truly adds value and respects the potential these positions represent.  Following are critical steps to maximize your Customer Service Experience.

1. Reframe the Mindset of Management and the receptionist alike - Management and the Director of First Impressions alike must get into the right mindset about what the role performed by receptionists.  It is not a cost - it is a strategic benefit that reaps rewards when done correctly and loses Customers when done poorly.
2. Benchmark the Position - Identify the Behaviors, Values, and Attributes necessary to do the job well
3. Set Performance Expectations - Define performance success and expect it.  Identify Customer Service Experience Touch Points that are non-negotiable.  Set expectations regarding non-performance and the ramifications of doing the job well or failing to do so.

4. Create Performance Accountability - Employee team members who do not perform their duties as expected shall expect to be replaced or at the very least - provided additional training.

5. Compensate High Performers / Remove Low Performers

Receptionists and those who answer the phone are doing very important work.  The reality is they are making your First Impression.  Make your First Impression count by recognizing the strategic importance of what the receptionist (Director of First Impressions) actually does.  Select the right talent that can fulfill this important role well and compensate them well for the value added.

Now Go Maximize Possibility

Medical Customer Service Has a LONG Way to Go

                                                                                                                                                       The world of Medical Customer Experience creation is a fantastic opportunity...  Medical Customer Service could be a lot better.  Let's make it happen by working on a common theme - helping team members fully understand why they are there...  To make a difference in the lives of patients and their families.

It's not about the beds, bed pans, doctors, nurses, laboratory, cribs, hospital gowns, etc... It's about helping people feel better. And helping people feel better emotionally is the most critical piece. Exercise - do this during your next team meeting. Ask - "What do you think our Patients are feeling as they come into our facility?" Give your team 5-10 minutes to come up with several one or two-word answers. Put their responses on a marker board or sheet of paper. Next - ask them - "What do we want our Patients to feel?" Have them write down their ideas over another 5-10 minutes. Again - put the answers up for all to see. Last - ask them - "What can we do to help our Patients feel the way we want them to feel?" Close the discussion with the following question... "Can we ask ourselves - Did I make a difference emotionally today?" That's the kicker. Need an article as a thought-provoker? Check out http://rmg.typepad.com/daymaking/2006/09/the_opposite_of.html. This is a huge opportunity... I know you are busy. We are all busy. Sometimes we get so caught up in being busy that we are busy being busy as we run past those that we are on this earth to serve. It's time to stop telling ourselves this story of busy-ness and tell ourselves that those we touch in this world are there on purpose and they deserve our love. And if your team members say, "I don't know what you are talking about...", then send them to your competitor. What you do matters. Copyright 2006, Chris Young, The Rainmaker Group - Helping Teams Maximize Possibility - 701-530-0806 - chris@therainmakergroupinc.com - www.therainmakergroupinc.com

We do a lot of work in the Medical Customer Service Training field and I have to say that quite simply... We are blessed with all the opportunity that exists... I don't know what it is about medicine...  Perhaps it is that it's a bit of a monopoly-situation in many cases.  Let's look at it from the opportunity it presents.

I am not saying Medicine doesn't want to improve.  Quite the contrary.  I sense a movement, a drumbeat saying, "We must create better Medical Customer Experiences." 

Not that all Medical Customer Service engagements are badly done. Quite the contrary. But all it takes is one negative Customer Service Experience to destroy the goodwill developed via many Customer Service engagements.  I have seen many instances of wonderful kindness displayed by a medical professional only to have the very next touch point destroyed by someone focused on the task and not the person. 

What causes the gulf between mediocrity and wowness?  I think it's because some of us really don't know why they are there in the first place. Some of us think it is about the job - the task.  And don't get me wrong.  That's important.  It's important that procedures are done correctly and protocol is followed.  But it's not what you do - rather than how.  For others - it's about touching other people's lives.  And it makes sense given what we know about our core behaviors (more on this in a future Customer Experience Blog).  Some of us are more task-driven naturally and others are more people-driven. 

From our Medical Customer Experience, we can help the task and people-driven focus more on why they are really there - to make a difference in the lives of Patients and Customers.

How do we do that?  By helping them talk about the difference they are making.  We help them create the story they need to inspire and motivate them to do what needs to be done.  If people don't emotionally own what they do - through "Why am I here" thought processes, they will never do what we want them to do. 

Here's a thought...  Have your team members sit down and write for five-ten minutes about the following topic... "Why my life mattered."  Have them talk about the difference they made in their lives as they reflect from the age of 75.  Why did their life matter?  The focal point will become about relationships and difference-making.  It always boils down to that.  It's never about the stuff we gather in our lives.

Kick it up a notch...  Ask your team members how they think the patient is feeling as they are walking in the door.  Ever think about that? And this doesn't apply to just medicine. When that Customer walks in the door or calls, what are they feeling? Your opportunity is to help them feel better. If you don't - someone else might. If you don't help that patient or Customer feel better, someone may have a better price than you. The key is to create an inspiring Medical Customer Service Experience that leaves the Patient and Customer feeling emotionally better than when you first engaged them. Imagine how it felt... Mental journey here... I remember when our second child, Macauley was born in Bismarck, ND at one of the two large hospitals on the east side of town.  I remember the excitement as we walked in the door.  I remember thinking - "I hope everything goes well...  What if it doesn't go as well as planned?"  I remember being scared.  I remember not being in control (scary for Dad!). I also remember the first time we visited the hospital as we were deciding where to have our son welcomed into the world. I remember how the hospital rolled out the red carpet showing us the nice rooms and facilities.  It was quite amazing.

It seemed almost like home or perhaps like a hotel room... Not a hospital room. And isn't that the point of birth centers - to make the welcoming of a baby as positive an experience as possible? Hospitals have spent a great amount to create this physical environment. What's missing? The emotional-connection. Any organization can change the appearance of the room - but changing the emotional-engagement felt - now that's a real challenge.

Small problem.  When we got there right after my wife's water broke...  No one was there to greet us the way they did when we were deciding because we came in late in the night.  There was someone at the front door - but no wheel chair, no welcome committee... Nothing. In fact, we had to walk up to the birthing area.  I remember thinking... "This doesn't compute."  This isn't how the advertising said it would be.  There were many touch points that didn't match the advertising.  Overall, we were treated well.  But there were clear mismatches between our expectations (set by advertising) and what we received.

Would I go there again? Probably not. And the scary thing is they call themselves the "Birthplace". Is it because they deliver so many babies or because they really care? Saying you care and showing it are two different things in the Hospital Customer Service Experience world. Hmmm... Of course this was 6 years ago, but somehow I am confident they still have a mismatch between what they say they are and they really are. Most medical facilities have this very mismatch.

Tip for the day.  Help team members focus on why they are there will help them emotionally-own the Medical Customer Experience.  

Now go Maximize Possibility!

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

Copyright 2009, Chris Young - The Rainmaker Group, Inc.

                                                                                                                                                       The world of Medical Customer Experience creation is a fantastic opportunity...  Medical Customer Service could be a lot better.  Let's make it happen by working on a common theme - helping team members fully understand why they are there...  To make a difference in the lives of patients and their families.

                                                                                                                                                       The world of Medical Customer Experience creation is a fantastic opportunity...  Medical Customer Service could be a lot better.  Let's make it happen by working on a common theme - helping team members fully understand why they are there...  To make a difference in the lives of patients and their families.

It's not about the beds, bed pans, doctors, nurses, laboratory, cribs, hospital gowns, etc... It's about helping people feel better. And helping people feel better emotionally is the most critical piece. Exercise - do this during your next team meeting. Ask - "What do you think our Patients are feeling as they come into our facility?" Give your team 5-10 minutes to come up with several one or two-word answers. Put their responses on a marker board or sheet of paper. Next - ask them - "What do we want our Patients to feel?" Have them write down their ideas over another 5-10 minutes. Again - put the answers up for all to see. Last - ask them - "What can we do to help our Patients feel the way we want them to feel?" Close the discussion with the following question... "Can we ask ourselves - Did I make a difference emotionally today?" That's the kicker. Need an article as a thought-provoker? Check out http://rmg.typepad.com/daymaking/2006/09/the_opposite_of.html. This is a huge opportunity... I know you are busy. We are all busy. Sometimes we get so caught up in being busy that we are busy being busy as we run past those that we are on this earth to serve. It's time to stop telling ourselves this story of busy-ness and tell ourselves that those we touch in this world are there on purpose and they deserve our love. And if your team members say, "I don't know what you are talking about...", then send them to your competitor. What you do matters. Copyright 2006, Chris Young, The Rainmaker Group - Helping Teams Maximize Possibility - 701-530-0806 - chris@therainmakergroupinc.com - www.therainmakergroupinc.com

We do a lot of work in the Medical Customer Service Training field and I have to say that quite simply... We are blessed with all the opportunity that exists... I don't know what it is about medicine...  Perhaps it is that it's a bit of a monopoly-situation in many cases.  Let's look at it from the opportunity it presents.

I am not saying Medicine doesn't want to improve.  Quite the contrary.  I sense a movement, a drumbeat saying, "We must create better Medical Customer Experiences." 

Not that all Medical Customer Service engagements are badly done. Quite the contrary. But all it takes is one negative Customer Service Experience to destroy the goodwill developed via many Customer Service engagements.  I have seen many instances of wonderful kindness displayed by a medical professional only to have the very next touch point destroyed by someone focused on the task and not the person. 

What causes the gulf between mediocrity and wowness?  I think it's because some of us really don't know why they are there in the first place. Some of us think it is about the job - the task.  And don't get me wrong.  That's important.  It's important that procedures are done correctly and protocol is followed.  But it's not what you do - rather than how.  For others - it's about touching other people's lives.  And it makes sense given what we know about our core behaviors (more on this in a future Customer Experience Blog).  Some of us are more task-driven naturally and others are more people-driven. 

From our Medical Customer Experience, we can help the task and people-driven focus more on why they are really there - to make a difference in the lives of Patients and Customers.

How do we do that?  By helping them talk about the difference they are making.  We help them create the story they need to inspire and motivate them to do what needs to be done.  If people don't emotionally own what they do - through "Why am I here" thought processes, they will never do what we want them to do. 

Here's a thought...  Have your team members sit down and write for five-ten minutes about the following topic... "Why my life mattered."  Have them talk about the difference they made in their lives as they reflect from the age of 75.  Why did their life matter?  The focal point will become about relationships and difference-making.  It always boils down to that.  It's never about the stuff we gather in our lives.

Kick it up a notch...  Ask your team members how they think the patient is feeling as they are walking in the door.  Ever think about that? And this doesn't apply to just medicine. When that Customer walks in the door or calls, what are they feeling? Your opportunity is to help them feel better. If you don't - someone else might. If you don't help that patient or Customer feel better, someone may have a better price than you. The key is to create an inspiring Medical Customer Service Experience that leaves the Patient and Customer feeling emotionally better than when you first engaged them. Imagine how it felt... Mental journey here... I remember when our second child, Macauley was born in Bismarck, ND at one of the two large hospitals on the east side of town.  I remember the excitement as we walked in the door.  I remember thinking - "I hope everything goes well...  What if it doesn't go as well as planned?"  I remember being scared.  I remember not being in control (scary for Dad!). I also remember the first time we visited the hospital as we were deciding where to have our son welcomed into the world. I remember how the hospital rolled out the red carpet showing us the nice rooms and facilities.  It was quite amazing.

It seemed almost like home or perhaps like a hotel room... Not a hospital room. And isn't that the point of birth centers - to make the welcoming of a baby as positive an experience as possible? Hospitals have spent a great amount to create this physical environment. What's missing? The emotional-connection. Any organization can change the appearance of the room - but changing the emotional-engagement felt - now that's a real challenge.

Small problem.  When we got there right after my wife's water broke...  No one was there to greet us the way they did when we were deciding because we came in late in the night.  There was someone at the front door - but no wheel chair, no welcome committee... Nothing. In fact, we had to walk up to the birthing area.  I remember thinking... "This doesn't compute."  This isn't how the advertising said it would be.  There were many touch points that didn't match the advertising.  Overall, we were treated well.  But there were clear mismatches between our expectations (set by advertising) and what we received.

Would I go there again? Probably not. And the scary thing is they call themselves the "Birthplace". Is it because they deliver so many babies or because they really care? Saying you care and showing it are two different things in the Hospital Customer Service Experience world. Hmmm... Of course this was 6 years ago, but somehow I am confident they still have a mismatch between what they say they are and they really are. Most medical facilities have this very mismatch.

Tip for the day.  Help team members focus on why they are there will help them emotionally-own the Medical Customer Experience.  

Now go Maximize Possibility!

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

Copyright 2009, Chris Young - The Rainmaker Group, Inc.

It's not about the beds, bed pans, doctors, nurses, laboratory, cribs, hospital gowns, etc... It's about helping people feel better. And helping people feel better emotionally is the most critical piece. Exercise - do this during your next team meeting. Ask - "What do you think our Patients are feeling as they come into our facility?" Give your team 5-10 minutes to come up with several one or two-word answers. Put their responses on a marker board or sheet of paper. Next - ask them - "What do we want our Patients to feel?" Have them write down their ideas over another 5-10 minutes. Again - put the answers up for all to see. Last - ask them - "What can we do to help our Patients feel the way we want them to feel?" Close the discussion with the following question... "Can we ask ourselves - Did I make a difference emotionally today?" That's the kicker. Need an article as a thought-provoker? Check out http://rmg.typepad.com/daymaking/2006/09/the_opposite_of.html. This is a huge opportunity... I know you are busy. We are all busy. Sometimes we get so caught up in being busy that we are busy being busy as we run past those that we are on this earth to serve. It's time to stop telling ourselves this story of busy-ness and tell ourselves that those we touch in this world are there on purpose and they deserve our love. And if your team members say, "I don't know what you are talking about...", then send them to your competitor. What you do matters. Copyright 2006, Chris Young, The Rainmaker Group - Helping Teams Maximize Possibility - 701-530-0806 - chris@therainmakergroupinc.com - www.therainmakergroupinc.com

We do a lot of work in the Medical Customer Service Training field and I have to say that quite simply... We are blessed with all the opportunity that exists... I don't know what it is about medicine...  Perhaps it is that it's a bit of a monopoly-situation in many cases.  Let's look at it from the opportunity it presents.

I am not saying Medicine doesn't want to improve.  Quite the contrary.  I sense a movement, a drumbeat saying, "We must create better Medical Customer Experiences." 

Not that all Medical Customer Service engagements are badly done. Quite the contrary. But all it takes is one negative Customer Service Experience to destroy the goodwill developed via many Customer Service engagements.  I have seen many instances of wonderful kindness displayed by a medical professional only to have the very next touch point destroyed by someone focused on the task and not the person. 

What causes the gulf between mediocrity and wowness?  I think it's because some of us really don't know why they are there in the first place. Some of us think it is about the job - the task.  And don't get me wrong.  That's important.  It's important that procedures are done correctly and protocol is followed.  But it's not what you do - rather than how.  For others - it's about touching other people's lives.  And it makes sense given what we know about our core behaviors (more on this in a future Customer Experience Blog).  Some of us are more task-driven naturally and others are more people-driven. 

From our Medical Customer Experience, we can help the task and people-driven focus more on why they are really there - to make a difference in the lives of Patients and Customers.

How do we do that?  By helping them talk about the difference they are making.  We help them create the story they need to inspire and motivate them to do what needs to be done.  If people don't emotionally own what they do - through "Why am I here" thought processes, they will never do what we want them to do. 

Here's a thought...  Have your team members sit down and write for five-ten minutes about the following topic... "Why my life mattered."  Have them talk about the difference they made in their lives as they reflect from the age of 75.  Why did their life matter?  The focal point will become about relationships and difference-making.  It always boils down to that.  It's never about the stuff we gather in our lives.

Kick it up a notch...  Ask your team members how they think the patient is feeling as they are walking in the door.  Ever think about that? And this doesn't apply to just medicine. When that Customer walks in the door or calls, what are they feeling? Your opportunity is to help them feel better. If you don't - someone else might. If you don't help that patient or Customer feel better, someone may have a better price than you. The key is to create an inspiring Medical Customer Service Experience that leaves the Patient and Customer feeling emotionally better than when you first engaged them. Imagine how it felt... Mental journey here... I remember when our second child, Macauley was born in Bismarck, ND at one of the two large hospitals on the east side of town.  I remember the excitement as we walked in the door.  I remember thinking - "I hope everything goes well...  What if it doesn't go as well as planned?"  I remember being scared.  I remember not being in control (scary for Dad!). I also remember the first time we visited the hospital as we were deciding where to have our son welcomed into the world. I remember how the hospital rolled out the red carpet showing us the nice rooms and facilities.  It was quite amazing.

It seemed almost like home or perhaps like a hotel room... Not a hospital room. And isn't that the point of birth centers - to make the welcoming of a baby as positive an experience as possible? Hospitals have spent a great amount to create this physical environment. What's missing? The emotional-connection. Any organization can change the appearance of the room - but changing the emotional-engagement felt - now that's a real challenge.

Small problem.  When we got there right after my wife's water broke...  No one was there to greet us the way they did when we were deciding because we came in late in the night.  There was someone at the front door - but no wheel chair, no welcome committee... Nothing. In fact, we had to walk up to the birthing area.  I remember thinking... "This doesn't compute."  This isn't how the advertising said it would be.  There were many touch points that didn't match the advertising.  Overall, we were treated well.  But there were clear mismatches between our expectations (set by advertising) and what we received.

Would I go there again? Probably not. And the scary thing is they call themselves the "Birthplace". Is it because they deliver so many babies or because they really care? Saying you care and showing it are two different things in the Hospital Customer Service Experience world. Hmmm... Of course this was 6 years ago, but somehow I am confident they still have a mismatch between what they say they are and they really are. Most medical facilities have this very mismatch.

Tip for the day.  Help team members focus on why they are there will help them emotionally-own the Medical Customer Experience.  

Now go Maximize Possibility!

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

Copyright 2009, Chris Young - The Rainmaker Group, Inc.

Clinic Customer Service Touch Points

Recently my son had a medical issue that required fairly immediate care.  While we were waiting I used my cell phone to make additional medical appointments outside the entrance to the clinic.  When I returned to the waiting room, my family was no where to be seen - they were already in the examination room. 

 

The question was "which examination room".  There appeared to be 10 examination rooms.

 

No one was available to point me in the right direction.  My anxiety grew.

 

What if a clinic had a "country club Customer Experience"?  A few years ago, I was at a country club working with CEOs.  Needing to use the restroom, I left the meeting room and walked into the hall.  The uniformed gentleman at the end of the hall said, "The restroom is two doors down to your right."

 

That is Customer Service.  What if clinics were like country clubs? 

 

Between the waiting area and what appeared to be examination rooms were two desks that were manned by several staff members.

 

I approached the first desk...  The single person manning the first desk did not look up at me as I approached.  She was writing furiously.  Her body language screamed, "Do not bother me."

 

Even as I stood less than 3 feet away from her, she did not look up at me.

 

I said, "Ma'am...  Could you help me find my son?"

 

She did not even look up.  I stood there awkwardly for another 15 seconds.

 

Without even looking up at me - She motioned for me to go to the next desk.

 

How does a Patient respond to this type of treatment by a fellow human being?

 

I approached the second desk...  This time there were three staff members behind the desk.  Two were working at a counter with their backs to me.  The third was writing something down and was facing me as I approached.  Again, I was not acknowledged. 

 

The opposite of love is indifference.  Not hatred.  How do Patients who are treated indifferently behave?  Indifferently?  With anger?  With fear?

 

Hoping this time would a better experience, I said, "I wonder if you can help me.  I am looking for my son..."

 

Awkward pause.  She did not look up.

 

I then said, a little more loudly this time.... "I wonder if you can help me.  I am looking for my son..."

 

At the moment I thought...  "Perhaps if I went away, they would be less busy."

 

One of the two people at the back counter - with her back to me and without turning around - practically shouted, "Who!?".

 

Her tone was almost "accusing" in manner - like when my mother wanted to know who I was hanging out with in high school and she did not approve.

 

I was startled.  I was not sure she was speaking to me or not.  People do not talk to each other with that tone.  Her tone was extremely inappropriate - almost condescending - and she had her back to me.

 

I felt confused.  How do confused Patients behave?  How likely are confused Patients to want to repeat the confusion? 

 

Again, she said, "Who!?" This time she turned around and looked at me for the first time.  There was no doubt that she was speaking to me.  She looked me in the eye. 

 

I did not feel cared about.  I again stated my son's name.

 

"He is in room 127."

 

Fortunately, the rest of the clinic visit went better - actually much better.  The doctor was amazing as usual.  If it were not for her - we would go elsewhere for our son's medical care.

 

While we were receiving excellent care by the doctor for an issue that created a lot of stress, the door opened without a knock.  The person knocking apparently was an employee wondering when the doctor was going to be finished with my son.  This employee appeared to be interested in moving the doctor along to the next patient.  This person did not greet us - nor did they apologize for interrupting.  They wanted the doctor to hurry up.

 

The doctor answered all of our questions and spent the time necessary to help us feel better and obtain the needed answers.  The doctor was focused on caring for her Patient as well as the emotional needs of Mom and Dad.

 

It seemed that the rest of the organization was committed to tasks without real consideration regarding the emotional well-being of the Patients and those who accompany them. 

 

What could have been done differently?

 

1.  Customer Service Organizational Culture - Unfortunately, many health care organizations like to say they care about the Patient in one way or another yet there is a tremendous void between saying and doing.  The real problem is the Culture of the typical clinic or hospital (or many organizations committed to Customer Experience) is without focused direction.  The real problem is the organization is "being" whatever comes to mind for each individual team member.  There is a lack of focused belief that leads to employee team members taking action in a consistent manner. 

 

2.  Patient Experience Systems - Macro Touch Point - Eye contact - Smile - Name - Make eye contact, smile, and use the name of the Patient (in this case, my flesh and blood) and the name of the human being in front of you.  It is amazing to note that if one were to walk through the typical medical facility, they would find the medical Customer Service devoid of emotional-bonding experiences including eye contact, smile, and the use of the person's name.  What happens emotionally for Patients when a team member looks them in the eye, smiles, and uses their name?  Emotional connection.

 

3. Select and hire talent that understand the importance of points 1-2.  If your talent fails to understand the importance of points 1-3, replace them as soon as possible.  Unfortunately, most employee team members in the medical setting believe they are there to complete tasks rather than make a difference in the life of a fellow human being who is hurting.

 

Health Care Facility Hours - Are You Open When Your Patient Needs You Most?

The funny thing (or not-so-funny thing) about one's health is that it does not adhere to a schedule of convenience (for health care providers nor the Patient) nor adhere to a schedule associated with national holidays.

Recently, one of our children had a medical challenge that required the use of portable nebulizer.  It happened on December 31 - New Year's Eve.  It was 2:30 in the afternoon.

We have never had the need for a portable nebulizer and were referred to an organization that was part of the "health group" we frequent to acquire it.

By 3 pm, I pulled into the parking lot of the medical equipment company.  The first thing I noticed was the almost empty parking lot.

As I got out of my car, I prayed...  "Please be open...  Please be open...  Please be open..."

The door was locked tight.  My prayers were not answered.  They were not open.

As my hand failed to open the door, I could hear the little jingle in my head.  The "jingle" was that associated with the marketing efforts of the health group that owned this particular medical supply company. 

I do not believe their website language...  They are there to "Improve the overall quality of life..."

"Yeah right..." I thought.  "One exception...  Not on the afternoon before a holiday." 

Imagine...  What if they actually had that on their website...  "We are here to improve the overall quality of life with the exception of around the major holidays.  After all...  We deserve time off like you do."

Next, I called the hospital connected to the medical supply company and asked why it was not open. 

Moment of Health Care Patient Customer Service truth...  I would estimate that 50 percent of Patients would not have called the hospital.  Instead they would have quietyly went away.  They would have went away without the care they needed.  The exact opposite of most medical facilty missions statements would have been fulfilled.

Therefore, an Patient or Customer Service Experience improvement would have been to place a sign on the door stating that they had taken the day off and if they were needed, they would gladly come to the office if you would just call them at the following number...

I could live with that.  But the sign was not there.

My mind was racing...  "Where am I going to get a nebulizer on New Year's Eve?"  I thought. 

I then thought...  "Perhaps I will call the competitor medical supply company.  Perhaps they were in the office on New Year's Eve.  Perhaps I should change my health care provider?"

The person answering the phone at the hospital was very empathetic (a huge plus), listened to my concern and said, "Let me get someone who can help you."

The next thing I knew, I was speaking with someone who was "on call" from the medical supply company (nice save!).  The medical supply company person on call told me could and would help (gladly) and arranged a time to meet.

I was ecstatic! 

Long story short, I received the equipment I needed to take care of my child. The Customer or Patient Experience I received by the person on call was quite good.

No, I do not fault the medical supply company for taking time off.  Just do not take it off unless it is a holiday.  The doors should have been open. 

What could the Medical Supply Company have done differently to improve their Patient Customer Service Experience?  They could have posted a sign on the door sharing the phone number to the person on call or directing me to another location.

Something to think about...   While this health care Customer Service example turned out well for me, it may not have.  It is important to look at what went "wrong" as well as what could have gone "wrong".  The reality is I was committed to receiving the expected assistance.  If I had not been so persistent, the Patient Experience would have been much worse. 

Yes, my child received the needed care.  I was aggressive in following-up to get the care needed.

But what if I was not aggressive?  What if I would have not called the hospital?  My child would not have recieved the needed care and a family may have decided to move their medical care elsewhere.

Yes...  This could just have been an oversight.  Perhaps someone forgot to put a sign on the door.  Or perhaps no sign was intended (scary). 

The bottom line...

• Keep the doors open until 7 pm in order to provide working people the access they need.

• On the eve of a major holiday - keep your doors open until at least 5:30 pm. 

• If you must shut down, provide contact information for on call assistance.

In medicine and the Medical Customer Service Experience, there is a serious moral obligation that goes way beyond your employee's need to take time off.  Your Patients' need to have the ability to receive needed service during (at least) normal business hours exceeds the needs of any employee.  Three in the afternoon on New Year's Eve is "normal business hours".  It is reasonable to expect excellent Patient Customer Service Experience care even on a holiday eve.  If you are unable to provide the needed care or refer Patients who arrive while your office is closed, then it is time to seek another profession or consolidate services.

Do You Treat Your Best Customers Like Royalty?

Or are your best Customers receiving the very same Customer Service Experience as your least important Customers?

Do you know who your best Customers are?  By name?

Stop for a moment.  List off your ten best Customers. 

Can you list your ten best Customers?

What kind of Customer Service Experience do you deliver to your ten best Customers?

Is it different from all the rest?

Like you (or perhaps not), I tend to be a pretty loyal Customer.  I am a member of several rewards programs such as Northwest Airlines Worldperks and Marriott's Rewards Program.  No...  It is not all about the points I accumulate - although I do love points.

A significant reason I am a loyal Customer is due to the Customer Service Experience I receive.

• On the plane, I typically fly First Class due to my free upgrades.
• In the hotel, I typically am at least recognized for my status as a frequent stayer of Marriott.

Why am I member of Customer-centric programs like these?  The answer is really simple.  I like to be treated like the Customer I am.  I am unique.  As a Customer who spends a lot of money with some companies, I expect to be treated differently than people who do not spend as much and/or are not as loyal.

You might say, "Chris...  NWA and the entire airline industry are not shining examples of fine Customer Service Experiences."

I tend to agree and disagree.  In general, the airline industry does not do a very good job taking care of the Customer.

Yet, I can say with 100 percent confidence that when companies like NWA and Marriott realize who I am and how much I have spent with them over the years, I am treated differently - when they realize who I am.  They know who I am.  They communicate with me.  They thank me for my business days and weeks after I did business with them (mail and email).  They remind me that I am a preferred Customer.

I like that.  As a Customer, I like being treated differently from all of the rest very, very much.

Most Customers agree with me. 

Are you differentiating your Customer Service Experience based on who your Customers are?  Or are your high-value Customers being provided the same Customer Service Experiences as your low value Customers? 

Key Customer Service Experience Message...  If you want my loyalty and my money, you must treat me differently - better than all of the rest.

Last summer I had my deck rebuilt.  The huge "home improvement" chain treated me just like everyone else - on the day I purchased $10,000 in materials and every single time I have been there since.  This company has lost a powerful opportunity to treat me differently.  They have lost a powerful opportunity to capture a long-term relationship that is not based only on price, price, price.

The huge office supply store I frequent treats me like everyone else - everyone gets the little rebate credit - everyone gets treated courteously as they enter the store - everyone gets upsold when they buy electronics.

How can you deliver a better Customer Service Experience to your best Customers?

1. Acknowledge your best Customers are different from all the rest.
2. Tell your best Customers you appreciate them - often.
3. Give your best Customers Service that is beyond what everyone else gets.
4. Select only employee team members who are capable and willing to deliver your desired Customer Service Experience.
5. Do the above four Customer Service Strategies consistently.

Now go Maximize Possibility!

Other blog posts you may be interested in:

• Don't Destroy Customer Value by Assuming You Know What the Customer Wants
• Cultural Change Begins with Personal Accountability
• Five Signs Personal Accountability Isn't a Core Cultural Value
• Creating a Powerful Customer Experience by Exceeding Expectations

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

 

 

Copyright 2008, Chris Young - The Rainmaker Group, Inc. 

Why Customer Service Training Is Usually Lipstick on a Pig

Every day we get calls from people across the United States seeking Customer Service Training.

The conversation goes something like the following...

"We need someone to come in and do some Customer Service Training for our hospital.  Can you give me a price?"  The statement and question are seemingly tied together to get the conversation started and concluded as quickly as possible.  We have been here before.  They want a price and a program.

"Can you tell me a little about your organization please?" we ask.

"I'm just an admin assistant.  My boss, the CEO just wants to know how much," is the typical response.

Quick aside...  What does it say about the leadership of a hospital, clinic, law firm, or a business if they hand off something as strategic as Customer Experience Strategy to an admin assistant to do their research?  Hold a minute.  I need to call my stock broker so that I can sell some shares... 

Continuing on... 

"Oh...  Well, unfortunately, we are really not able to be of real assistance unless we know more about your situation and organization."

Their response is almost universally incredulous, "You can't give me a price for Customer Service training?"

"No, I am afraid we cannot until we understand your unique situation."

"I just want a price."

Click.

Sometimes the conversation goes deeper and we learn more but rarely and here is why...

Most organizations are really not very interested in changing their Customer Experience.  Customer Service is lip service at best.  We see this problem in medical facilities with alarming regularity.

The Customer Service Training Initiative is usually kicked into high gear as the result of the CEO saying, "Someone get someone in here to do some Customer Service Training!"  What usually sparks this order is a lousy Press Ganey score.

The wheels start in motion.  The CEO thinks they are going to solve a Customer Experience problem through training alone.  Imagine that. 

Can I be frank?  Of course I can...

Customer Service Training is ''lipstick on a pig".

Customer Service Training by itself does NOTHING to change your Customer Experience.  I do not care if you are a clinic, hospital, law firm, call center, or a restaurant.  Your Customer Experience hinges on the following three critical elements...

The Right People (1) doing The Right Things (2) working in The Right Culture (3).

• Ignore having the right talent doing the job and your Customer Experience will suffer greatly.
• Ignore having the right talent doing the right things at the right time and your Customer Experience will be lousy on a good day.
• Ignore having the right talent doing the right things at the right time in a world of leadership accountability and your Customer Experience will be memorable and avoided.   

If you are missing just one of the above three critical Customer Experience Elements, you are in dire straits.

In other words, Customer Service Training out-of-a-box does nothing, zero, zilch, nada to improve your Customer Experience.  If Customer Service Training is entertaining, we call it "Trainertainment".

If you really must check the box saying "We did some Customer Service Training for our team this year," then call a local college and bring in someone who is a "talking head" and get it overwith cheaply. 

Or better yet - save your money - get serious about your Customer Experience and bring in real change agents. 

Now Go Maximize Possibility

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

Copyright 2008, Chris Young - The Rainmaker Group, Inc. 

Medical Customer Service First Impression - The Worst Way to Greet Your Patient

Over the years as a consultant in the Medical Customer Service field, I have seen a lot.  I will not claim to have "seen it all" - because I am still surprised on occasion.

I have experienced some amazingly great Medical Customer Service Touch Point examples.  Some have been good.  While some have been extremely negative.  Sometimes one experiences the entire range of amazing to horrific in the same organization.

The one area that seems to be a universal "growth opportunity" is the way patients are typically greeted.  How prevalent is the Medical Customer Service Experience I am about to share with you?  Let's just say that we see it in clinics, hospitals, optometrists, dentists, and many other medical professions...  ALL Medical Customer Service "venues" suffer from this particular problem.

The patient arrives at the medical facility.  The natural course of events is to sign in or register and to pay the insurance co-payment. 

How the patient is typically greeted in this important interaction will set the tone for the entire Medical Customer Service Experience.

What typical greeting am I speaking of?

Yes...  You guessed it.  The typical "greeting" is...  "Your date of birth?" 

The harsh reality is "Your date of birth?" is not even a question when you think about it.  It is more like a statement. 

The real problem...  This "greeting" is not respectful in any sense of the word.

When were born, we were given a name.  That name is sacred to most human beings who have hopes and dreams that are unique to each of us. 

The next time you meet someone, ask them...  "Your date of birth?"  How will they respond?  How would you respond?

Yet in the Medical Customer Service setting, it is common to begin a "relationship" by asking for the patient's date of birth.

What kind of relationship is being created through such a question being the first words spoken?

What could be done differently?  Instead of asking for a date of birth, ask for the patient's name.  It might sound like the following...

"Hi, my name is Mark.  It is nice to meet you.  May I start with your first name please?"

The reply is, "Mary."

"Thank you, Mary, and your last name please?"

THEN one may request the patient's date of birth.

I am often mystified as to why the Medical Profession practices such an impersonal level of rudeness on such a widespread scale.  If your organization is truly interested in differentiating your Medical Customer Service Experience, begin the relationship with the patient's first name.  Your "stock" will rise as a result and patient satisfaction will increase.

Now go Maximize Possibility!

Other blog posts you may be interested in:

• Seven Contributing Factors to Glenn Beck's Hospital Visit Gone Wrong
• No Problem is a Customer Service Phrase Problem
• Consistency is Key to Creating an Exceptional Customer Experience
• Creating a Powerful Customer Experience by Exceeding Expectations

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

Copyright 2008, Chris Young - The Rainmaker Group, Inc. 

"No Problem" - Is a Customer Service Phrase Problem

The Customer Experience is all about emotion.  Whether you work for a professional service firm (PSF), consultancy, or medical customer service what you say matters.  Every word combination or phrase either gives to or takes energy from the person to whom you are speaking.  Think of it this way.  Every Customer Service phrase is either a deposit or withdrawal of your emotional "bank account".  Clearly, the objective is to create positive emotions that create the positive emotional branding association you desire. 

Yet there are word combinations that are used with little thought as to what they may be really communicating.  For example...  Consider the two-word customer service phrase that is often heard in response to an expression of appreciation or request.  That word combination is "No problem."

These two words should be banned from Customer Service language everywhere.  I cannot think of a single situation that the word combination "No problem" is an appropriate response. 

Does it mean that sometimes it is a problem to serve the Customer?  Is it possible the Customer may say to themselves, "So you are saying that doing your job of taking care of my needs, your Customer, may be a problem at times?" 

What could be said instead of "No problem"?  You might try "Glad to be of service" or "Happy to help".  The world-class Customer Service-oriented hotelier, Ritz-Carlton, trains their team members to say, "My pleasure" instead of "No problem."

Which word combination works for you?  "No problem" or "My pleasure"?  Which gives you more of what you seek?  How do you feel as a result of hearing someone say "No problem"?

Now go Maximize Possibility!

Other blog posts you may be interested in:

• What we can all Learn About Customer Service From Ozzy Osbourne
• Does Your Organization Have Personal Accountability and the QBQ!
• Consistency is Key to Creating an Exceptional Customer Experience
• Creating a Powerful Customer Experience by Exceeding Expectations

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

Copyright 2008, Chris Young - The Rainmaker Group, Inc. 

Hospital Customer Service

In terms of Hospital Customer Service, where are the stakes the highest?  Where emotions run frayed and the potential to emotionally hurt a patient is very likely?  The answer is the Emergency Room.

Over the years, we have had countless visits to Emergency Rooms - both via our consulting practice as well as via my 6 year old son, Macauley who has broken his arm twice.  What little boy doesn't spend time at the ER?

Macauley has broken his arm twice now.  The first time was on a bouncy thing in our living room and while painful, it was manageable for Macauley and ourselves.  We went to the ER and were treated.  That ER Customer Experience wasn't bad, it wasn't good, it was just an ER visit.  It was blah.  Average.  Normal.  Nothing major to note.  We came and we left.  End of story.

Nice building though.  But wait.  That's expected.  If you don't have a nice building, and a competitor ER down the road does, patients might go there next time. 

The second time, Macauley's break was more painful - for him as well as Mom and Dad.  I remember three things about that day.  I remember the sounds of the thud and the scream of Macualey hitting the ground.  I remember praying that his pain would go away and saying to myself, "I wish my arm was broken and not Macauley's."  It was emotionally traumatic.  And I vividly remember how we were treated by Dr. Gordy. 

As luck would have it, our ER Doc was none other than Dr. Gordy.  I haven't done this before, but I am tempted to ask Dr. Gordy what he does for a living because he is unlike other ER staff I have seen both personally and professionally.  Dr. Gordy touches lives emotionally in ways I think few ER doctors do.

As a scared Dad, I didn't ask Dr. Gordy to show me his credentials.  I assumed that because it is a well-respected hospital that his doctor abilities would be nothing less than the best.  And they were.

And there lies the problem.  Hospitals focus on the technical side of things - the ability to do procedures, to follow protocol.  And they should.  But there needs to be an emotional element or standard as well in the Hospital Customer Service Experience.  And it is missing BIG TIME.

I don't want to say that Hospital and ER staff don't care about people.  I know they do.  ER staff are under tremendous pressure and are highly educated and trained to overcome life's small and large challenges.  They save lives.  They make a difference.  But all medical organizations make this difference because one may assume (incorrectly) that all medical organizations that are certified are good at what they do.

My concern is that most Hospital Emergency Room Customer Service Experiences are focused solely on the physical or technical issues of the patient.  You are probably wondering...  "Tell me what you mean..."

Please allow me to share an example of my son's broken arm and the treatment we all received by Dr. Gordy...  Remember.  We were scared to death.  My son was crying.  I was crying on the inside.  We were worried.  Dr. Gordy walks into the room and among his first words, he said something like, "Do you have a punchcard?  I think by now you might have a free visit." 

I laughed.

Macauley laughed. 

My wife laughed.

For a moment, we forgot that Macauley's arm was broken.  We were touched.  And we became a Dr. Gordy fan.

Dr. Gordy stood out.  Why?  Because he touched our lives and not just physically but also emotionally.  He left us in better condition than he found us and he treated everyone there today, not just my son, Macualey.

Unfortunately, not everyone that day shared Dr. Gordy's philosophy.

I don't mean to sound cynical here.  I really don't.  But I see it all the time.  I see banners suggesting that hospitals really care about patients.  I believe they do.  Average Hospitals care about the physical needs of the patients.  Amazing Hospitals care about the emotional needs as well.  Here are just some of the things I have seen over the years in a Hospital ER:

• An amazing experience with a nurse who spends quality time and appears to really care and then a doctor walks in and treats the patient like a piece of meat. 
• An amazing experience with a doctor who spends quality time and appears to really care about the patient as a human being and then a professional staff person walks in treating the patient indifferently.
• Over a 20 minute time period, I have seen over 100 Hospital ER team members walk by a patient on a gurney in a hallway exposed to the world and not one of them acknowledged the patient.  Several team members walked by repeatedly - all without acknowledging the patient.
• I have seen medical staff laugh and chit chat outside the room of someone who just passed away where friends and family members are grieving and saying their "good byes". 

I can't tell you how many wonderful Hospital ERs I have been in.  I have been shown blueprints of new medical facilities and I always wonder, "Where's the blueprint of how the patient will be treated?"  The problem is most people think that the Medical Customer Service Experience is about nice buildings filled with technically proficient staff.

It's a standard.  It's a given.  If you aren't technically proficient, you aren't treating patients.  So technical proficiency is a given. 

If you don't have a nice building and a hospital 3 blocks away does, then you aren't innovative and cutting edge.  In other words, you are old.  So everyone is putting up nice buildings.

Fact.  Nice buildings with technically proficient medical staff are a dime a dozen.  They are everywhere.  There is no competitive advantage.  Either you have the technical staff and the nice surroundings or you don't and you lose if competition nearby does. 

The REAL opportunity is through how you treat the Patient.  Your Patient Customer Service Experience is what will set you apart from your competition.  Why?  Simply because most people only pay lip service to Patient Customer Service.  It's in marketing brochures and commercials plastered everywhere about how you will be cared about at XYZ Hospital.

The problem.  Go to XYZ Hospital and see how many times you are greeted by a staff member as you walk the halls.  Chances are, you won't be greeted unless you obviously look like you shouldn't be where you are.

Why create emotionally-engaging Patient Customer Service Experiences?  Most importantly, your patients deserve it.  During the toughest emotional times of our lives, we as human beings deserve to be treated with respect, love, and empathy.  Unfortunately, most medical organizations don't get that.  They think it's about the building and technically proficient staff when that's icing on the cake.

What do you do about this problem?  It's really quite simple.  Cultural change takes time.  Do the following four things, and your Patient Customer Service Experience will soar.

1. Create a culture of Medical Customer Service Experience Accountability.  If you can pass by a patient without acknowledging them, you don't work here anymore.
2. Build Hospital Customer Service Touch Points - Create "Moments of Truth" where your team can purposely help your patients feel emotionally better.
3. Hire and retain the right people.  I see too many Medical Organizations who are quick to hire and slow to fire when people don't live up to Customer Experience expectations. 
4. Help your medical staff understand why they are really there.  To make a difference in the lives of those they touch.  If they can't get that, then help them find work with your competition.

Now go Maximize Possibility!

Other blog posts you may be interested in:

• Seven Contributing Factors to Glenn Beck's Hospital Visit Gone Wrong
• No Problem is a Customer Service Phrase Problem
• Consistency is Key to Creating an Exceptional Customer Experience
• Creating a Powerful Customer Experience by Exceeding Expectations

Chris Young helps organizations Maximize Possibility through talent management, cultural transformation, and strategic intervention.  Bring Chris in today!

1-866-988-RAIN

Copyright 2006, Chris Young - The Rainmaker Group, Inc.