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| Breaking
Down The Patient Retention Barrier |
Sally Mckenzie,
CMC
President
McKenzie Management
sallymck@
mckenziemgmt.com |
If
patients are walking out on your practice and never looking back,
don’t stand there and hold the door. Take action! Most patients
want to remain loyal to their dentists. Give them plenty of good
reasons to do so and fill the holes through which they may be slipping.
|
1. |
Generate
a report from your computer of all patients past due for recall
appointments in the past twelve months. This is your “target
audience.” |
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2. |
Reconnect
with those inactive patients. Assign a patient coordinator
to: |
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- Make a specific number of calls to past due patients
each day. |
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- Schedule
a specific number of appointments. |
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- Ensure
a specific number of patients complete treatment. |
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- Schedule
so the hygienist achieves a specific daily or monthly financial
goal. |
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- Manage
a specific number of unscheduled time units in the hygiene schedule
per day. |
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- Monitor
and report on recall monthly. |
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3. |
Reacquaint
yourself and your practice with patients. Send a
direct mail letter to every adult in your active and inactive
files who is or was a patient in good standing. Be sure to
include something about the importance of ongoing professional
dental care and giving patients beautiful smiles. The letter
could, for example, start with a headline in 14 point, bold
type, for example: "What if You Could Finally
Have that Gorgeous, Electrifying Smile You’ve Always
Dreamed of?” |
4. |
Provide
reasonable financing options for patients. Establishing
a relationship with a patient financing company such
as Care
Credit makes treatment more affordable and more likely
patients will proceed with both necessary and elective dental
treatment. |
5. |
Deep
six the six month recall “system.” Don’t
panic. It’s not like I’m recommending you never
speak to a loved one again. As fond as practices are of this
low maintenance (low payoff) system, it has a tendency not
to work in today’s marketplace. Practices using
this technique average only 76% patient retention and have
a nearly 50% higher loss of patients than similar-sized
practices that do not pre-appoint. Pre-scheduling makes your
hygiene schedule appear to be full when, in reality, it often
is not. Evaluate your system and don't assume it is working
for your practice, for your patients, at this time. |
6. |
Take
an approach that works. The hygienist explains the
need for follow-up prophies and exams to the patient. The
patient addresses the envelope in which their recall notice
will be sent. The hygienist instructs the patient to schedule
the next appointment when their notice arrives in the mail.
(Appointments scheduled two-to-three weeks ahead are less
likely to be cancelled or result in no shows.) Use a professionally
written and printed recall notice [see
example here] – no postcards. The hygienist writes
a personal message to the patient reminding them of the need
for ongoing professional dental care. An educational brochure
relating to the patient’s condition or a specific practice
service, such as teeth whitening, is included. Voila!
You have a much more effective and professional system. |
7. |
Remind
today's patients of past due family members. Your
computer system provides you with a routing/encounter form
on each day's patients. On this form it will provide you with
past due family members. Spend time at your beginning of the
day meeting discussing a plan of action to fill tomorrow's
schedule with today's patients. |
Interested
in having Sally speak to your dental society or study club?
Click
here
|
 |
|
| How
An Ailing Business Foundation Can Cause
“Digital Chaos” Part 13 |
|
Mark Dilatush
VP Professional Relations
McKenzie Management
mark@
mckenziemgmt.com |
Technology
Tool Box
#13
Insurance Systems Continued
Last week I discussed your insurance system as an integral part
of your overall business foundation and different ways to leverage
your technology investment [see
article]. This week I will continue with your insurance system
and additional ways to leverage your technology platform. |
-
Tracking
deductibles met and unmet is really determined by which system
you use. Some systems automatically pull the deductible from
the patient’s portion of a balance at the first occurrence
when the insurance company benefit year turns over. Notice
I said benefit year and not calendar year. Some insurance
companies do not renew benefits by the calendar year. Make sure
you are aware of the ones that do not and update the month they
use within your insurance plan screen. Some systems wait for
the first insurance payment to arrive before “meeting”
the deductible. Be careful with this one at the beginning of
the year. Learn how your system works and work with it. The
more accurate you are with patient expectations, the better
service you provide.
-
Do you have any children in your practice who need dental work
done with remaining benefits on their insurance? The
summer time is an excellent opportunity to see the younger range
of your patient base. It is also a wonderful time to
leverage the younger range of your patient base to generate
new patient referrals from their parents. Run a report from
your database. For example, Patient less than 18 years of age,
treatment plan total greater than $0. That would be one report.
Run one other report but add – remaining benefits greater
than $100. You might be surprised what you will find!
-
The
end of the calendar year and the beginning of the next calendar
year are wonderful opportunities to communicate with
your existing patients. You will have patients who have remaining
benefits (that they will lose) and most likely no deductible
that require additional dental work. You will ALSO have patients
after the beginning of the year who have work they needed to
have done but are waiting for the insurance benefits to renew
at the beginning of the insurance companies benefit year. Most
dental practices pay attention to the end of the calendar year
but do not exploit the opportunity after the “ball drops”
on Dec 31st!
-
Most
practice management software has a note area where you can type
information when posting an insurance payment. This
area is underutilized but extremely effective when used properly.
You want to use it for reference to the treatment rendered (if
your system doesn’t automatically do so), or, use it for
the reason an insurance claim was denied or paid a reduced coverage
(alternate benefit). Using these simple note areas will allow
you to instantly handle an incoming patient inquiry professionally,
accurately, and (most important) to the satisfaction of the
patient.
-
Here’s
one that many of you don’t use, or you tried to use it
and it didn’t work. Bulk Payments. The
bulk payment area of your software should be used any time you
receive an EOB with multiple payments on it. If your computer
system knows the insurance company, and can bring up a list
of patients based on claim date – you can make all the
payments on one screen! How efficient is that! Take the time
to study how your software handles this process. If
it takes you half of an hour to learn how to use it, I guarantee
you will save half of an hour per week once you implement the
process.
Next
week we will move on to referral management.
If
you have any questions or comments, please email Mark Dilatush at
mark@mckenziemgmt.com.
Interested
in having Mark speak to your dental society or study club?
Click
here
|
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Missed Past Issues of Our e-Motivator Newsletter? 
|
| Getting
The Cold Shoulder |
|
coach@
mckenziemgmt.com
|
Giving Dentists And Their Staff Different Perspectives On Day To
Day Issues
Dear
Coach,
I hired a new office manager, "Betty", approximately
1.5 years ago to take over for my |
|
original office manager that abruptly quit on me. When she quit,
I began to find out how many mistakes there had been in
regards to the day-to-day management of the office. We
have since had a series of office retreats so as to create written
down systems manuals (with specific responsibilities and monitors
for verification) and job descriptions which has gone quite well.
I would like to see my office manager assume the new role
of "Practice Administrator" to oversee these
systems and allow me, for the first time in my career (10 years,
5 years in solo practice) to totally concentrate on my leadership
role in the office (I tend to micro-manage).
The problem is some of my staff who have been with me the longest
(pre-"Betty") have doubts that she can do the
job all by herself (that is appt. coordinator, financial
coordinator and management) and worry about patients being greeted
properly etc. because of her many "hats".
Our
practice grosses quite well and all bonuses are tied to
collections and are shared equally depending on how long
the employee has been with us (i.e. a vesting schedule). Some of
the other employees are hesitant (as am I) to add another "mouth"
to feed as it will affect everyone.
How
do I gracefully transfer power to my very capable employee so that
I can concentrate on doing what I do best which will benefit everyone?
Sincerely,
Dr. Awesome Powers
The
Coach Replies:
Reading
between the lines of your question, several points stand out.
-
The
fact that your office manager “abruptly quits” implies
that regardless of what you believe, you didn’t
track your business very carefully or she disrespected you enough
not to care if she disappeared. This places your management
skills in question.
-
The
fact that you are just now discovering her mistakes supports
my point that you are not managing the business nor the team
interactions adequately.
-
You
state that you have a tendency to micromanage, but that is obviously
not the case. If you micro managed, then you would know
everything that was going on, which you didn’t.
-
As
for the retreats, writing down systems is only 25% of
the solution. Team cohesiveness makes systems work
and daily solutions self-evident, not writing them down and
creating more structure and rules. Anyone can write rules and
everyone will agree when publicly confronted;
this does not mean they agree nor will they follow them after
the retreat.
-
You
want your “new hire” to run the business so that
you can be a leader. The person who runs the business
is the leader. Perhaps you want to be a better leader,
i.e. coach. This is fine, but as a leader you do not give up
control and responsibility.
-
If
the team members have doubts that she can do the job...why is
this? Are you missing something that they live with everyday?
-
You
say that the team worries about patients being greeted/handled
properly because of her many hats. According to McKenzie
Management she can greet and dismiss up to 22 patients in an
8 hour day. Don’t you think there is more to
this objection, and why do you believe such a justification?
-
I
think it is reasonable to have all bonuses tied to collections
and shared equally with a vesting program; however, have
you factored in the greed component that raises its head when
you use revenues for a bonus plan instead of performance indexing.
It is because you use revenues and encourage individual greed
that the employees naturally voice a hesitancy to add another
mouth to feed. However, the fact that you do as well demonstrates
that you are part of the problem. If the new hire is
an asset to the business, then you want to be generous with
her and support her efforts to wear all the hats...instead,
from your description, you are one of her detractors because
you do not want to share. If she is your pick to take over,
then why are you reluctant to reward her great performance?
- Finally, a word of
caution. You never transfer power; this is your business
and you are responsible for everything. However, you
can delegate responsibility for specific outcomes. There is a
difference.
In conclusion, No one can benefit if there are secrets and hidden
agendas. Your assessment of your team, your new hire, your old manger,
your ability to lead are all topics for further discussion. The
truth is in there somewhere, but are you willing to admit to it?
The
Coach
Want your issues answered? Ask the coach@mckenziemgmt.com.
|
|
What
Are The 10 Reasons Your Practice's Performance Might Be Slipping?
Answer
our 10 questions
and we'll send you a personal reply and ....
Sally McKenzie's
13 Page Exclusive Report absolutely
FREE!!!
Surefire Telephone Techniques
to Awe and Inspire Your Patients
This
One-of-a-Kind Report provides you with phone scripts
to overcome last minute cancellations, objections and scheduling
obstacles.
"A
VALUABLE teaching tool to improve telephone courtesy and finesse."
|
How
many recall patients didn't return to your office in the past
year?
|
|
Improve
Your Patient Retention
Telephone Effectiveness
by Sally McKenzie, CMC
You simply can't afford not to make EFFECTIVE
follow up calls to your hygiene patients
Learn
how to:
- Get hygiene patients to schedule.
- Turn around those patients who cancel.
- Overcome patient objections with field-tested techniques.
- Develop an effective presentation script.
- Strengthen overall communication skills.
|
| e-Newsletter
special: $43 |
for
the week of 6/27 |
| The
5 Dysfunctions of A Team- Part VI |
1. |
Absence of Trust
Most successful people in corporations learn to be competitive with
their peers and protective of their reputations. It is a challenge
for them to turn those instincts off for the good of a team.
|
2. |
Fear of Conflict
Teams know that the only purpose is to produce the best solution
in the shortest amount of time. |
3. |
Lack of Commitment
For most teams, all the information they need resides in the hearts
and minds of the team itself and must be extracted by unfiltered
debate; this is not always understood by subordinates. |
4. |
Avoidance of Accountability
Peer
Pressure reduces the need for excessive bureaucracy. |
5. |
Inattention to Results
There must be an unrelenting focus on specific objectives and clearly
defined outcomes. |
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"Hopefully
we can come back to the center and visit soon! I also wanted to
brag on our office! Yesterday, my
hygiene department produced $2,025 in one day! We
were so excited! Just thought I would let you know and thank you
for all your advice! Our hygiene department rocks!!*
Alexis,
Patient Coordinator
Graduate of The Center for Dental Career Development
*Note:
Results are four months after receiving training from The Center |
| NOW
AVAILABLE
Advanced
Business Training For:
·Dentists
· Office Managers
· Financial Coordinators
· Patient Coordinators
· Scheduling Coordinators
· Treatment Coordinators
· Hygiene Coordinators
Test
Your Skills NOW!
For
a FREE Educational Video
email: info@dentalcareerdevelop.com
The
Center for Dental Career Development
Advanced
Business Education for Dental Professionals
1-877-900-5775
737 Pearl St. Ste. 201
La Jolla, CA 92037 |
| This
issue is sponsored
in part by: |
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