1.15.16 Issue #723 info@mckenziemgmt.com 1-877-777-6151 Forward This Newsletter
 

Is Cross Training Hurting Your Practice?
By Sally McKenzie, CEO

Printer Friendly Version

On the surface, cross training seems like a great idea. Everyone on the team can step in and help out whenever needed, and they’re more than happy to do so. Yes, this seems like a great system – but unfortunately, it isn’t that simple.

For cross training to be effective, you need to establish certain protocols. When I ask dentists about these protocols and the training that took place to prepare team members to step in when needed, the answers I get are typically long on generalities and short on specifics. They think team members just instinctively know what needs to be done and will do it. While that would be nice, it just isn’t realistic.

Even if team members have been with your practice for a long time, chances are they don’t automatically know how to perform other team members’ tasks. Let’s say your assistant, Susan, has worked at your practice for three years. Yes, she’s good at her job and is always willing to help when she can, but that doesn’t mean she understands the specifics of scheduling, is prepared to properly handle patient phone calls, or knows how to collect from patients. She needs to be trained to effectively handle these duties.

Sure, your business manager probably spent 10 or 15 minutes quickly going over a few tasks with Susan just in case she ever needed to help out. This is not what I would consider training and is not nearly enough to make Susan confident and effective if she ever does need to step in for the office manager. The truth is, while this is a common approach to “cross training,” it typically causes more problems than it solves.

With this system, no one is held accountable. If everyone on the staff is expected to collect from patients, who is responsible when revenues are down? If the schedule is a mess, leaving the doctor running from patient to patient at a break neck speed and still not meeting daily production goals, whose job is it to fix the problem? Bottom line: When everyone has their hands in everything, no one is accountable for anything. This leads to confusion and can damage your practice.

That’s why it’s so important to create results oriented job descriptions with clearly defined performance measurements before you even think about cross training. But if you’re like most dentists, the thought of creating job descriptions makes you cringe. You think they’re a waste of time, but trust me, they’re not. They give your team members a roadmap to success while also holding them accountable for specific systems and tasks.

Job descriptions leave no question about who’s responsible for what. Team members know which systems they’re accountable for, so instead of just being expected to fill in when needed, they have the opportunity to take ownership and really excel in their role. They’ll no longer just focus on getting the job done. Instead, they’ll strive to meet and exceed performance measurements. They’ll be happier and more productive, and that means a more robust bottom line for your practice.

So what should a job description include? The job title, a summary of the position and a list of the position’s responsibilities and duties. I suggest including individual performance goals that complement practice goals, such as maximizing the hygiene schedule, increasing collection ratio, growing case acceptance and improving accounts receivables.

It’s also important to list standards for measuring results. If you expect the front desk staff to schedule to meet specific production goals, for example, they not only need to know what those goals are, they also need a strategy and the necessary training to achieve those goals. Give them the tools and guidance they need and they’ll be much more likely to experience success.

Don’t get me wrong. I’m not saying team members shouldn’t be able to help when necessary. They absolutely should step in when someone is out sick or on vacation. Just remember your team members won’t automatically know what to do, and if you throw new tasks at them without proper training, it will only create stress and cause problems in your practice.

To be effective, team members should be properly trained to take on tasks they don’t typically perform – and 10 to 15 minutes on the fly just isn’t enough. Developing protocols and providing this training will help ensure tasks are completed properly and that your practice continues to run smoothly even when someone is out of the office.

Next week: How to effectively cross train your team

For additional information on this topic and more, visit my blog: The Lighter Side

Interested in speaking to me about your practice concerns? Email sallymck@mckenziemgmt.com
Interested in having McKenzie Management Seminars speak to your dental society or study club? Click here.
Be sure to find us on Facebook! Facebook Page

Forward this article to a friend.



Kelly Lennier
Senior Consultant
Printer Friendly Version

Grow Your Practice by Focusing on Patient Relationships
By Kelly Lennier, Senior Consultant

Dentistry is about building relationships. It’s about connecting with patients and taking the time to develop a rapport. If you’re only focused on crafting beautiful restorations or fabricating perfect porcelain crowns, then you’re missing out on a huge opportunity to grow your patient base and your bottom line.

Now I know this is something many dentists struggle with. They’d much rather focus on the dentistry – but the problem is, your patients want more. They want to feel like you know and care about them and that you have their best interest at heart. They want to feel connected to your practice, and if they don’t, they won’t have any problem making their next appointment at the practice down the street.

So how do you start building patient relationships and setting yourself apart from other dentists? Follow these tips. 

Provide Exceptional Customer Service
This will show your patients that you care about their experience and value their business. Here are a few ideas you can easily implement into your practice:

- Make sure you and your team members greet every patient by name
- Create fees that are neither the highest nor the lowest in town
- Equip your practice with the high-tech equipment patients expect and want
- Offer patients special amenities such as coffee, tea and granola bars
- Recognize patients during their birthday week with balloons
- Call all new patients to make sure they had an exceptional experience at your practice
- Email patients surveys to ask how they think you can improve your practice
- Make laptops available for adults to work on while they wait for their children to finish their appointment

When you implement any idea on this list, it shows you actually like your patients and want them to feel comfortable when they visit your practice. They’ll love these extra touches, making them not only more likely to come back, but also to refer you to family and friends.

Provide Patient Education
Talk with patients about all their treatment options and let them know you want to help them make the best decision. Answer their questions and provide educational materials that explain their condition. When you take the time to educate, patients will be more comfortable with your practice and the procedure. They’ll feel a connection to your office, making them much more likely to entrust you with their oral health care.

Offer Incentives to Make Treatment More Affordable
Money is often the reason patients decide not to go forward with treatment they need. If you offer incentives, it will ease the burden of the cost while also helping to increase your production numbers. What type of incentives should you offer? I know a dentist who provides hygiene exams to her patients for free. This helps get past-due patients in the chair so she can diagnose any necessary treatment and educate them about the consequences of not going forward with that treatment.

This same doctor also implemented an “On Call Program” for patients who live close to the office. These patients are called on short notice and if they are able to come in, they receive a 10% adjustment to their fee. Patients can see the doctor at a reduced cost, while she easily fills any open slots left by last minute cancellations or no-shows.

You can also play what I call “Let’s Make a Deal” with your patients. Let’s say Mrs. Taylor needs two crowns in the same quadrant but simply can’t afford them both. Consider offering the second crown for half the fee as a courtesy to the patient. 

Work With Other Businesses
This is a great way to build connections with patients and within your community. For example, contact local restaurants and ask if they’d be interested in offering buy-one-get-one-free coupons, and give those coupons to patients who refer your practice. Not only is this a nice gesture that will make your patients feel more connected to your practice, it helps the restaurant as well – which could also lead to more patients.

Your patients are the reason you come to work each day. Without them, you’d have no practice. That’s why it’s so important to provide exceptional customer service and create and maintain patient relationships. Take the time to ask patients about their families and their jobs. Educate them about their condition and the importance of maintaining their oral health. Work with them when they’re struggling to pay for needed dentistry. Show them you care, and you’ll build a strong base of patients who not only accept treatment, but who also refer you to family and friends.

If you would like more information on how McKenzie's Consulting Coaching Programs can help you implement proven strategies, email info@mckenziemgmt.com

Forward this article to a friend



Belle DuCharme, CDPMA
Instructor/Consultant
Printer Friendly Version

Do You Have Them at "Hello"?
By Belle DuCharme, CDPMA

If you have seen the movie Jerry Maguire, you will remember the famous line from the character Dorothy Boyd, played by Renee Zellweger, when Tom Cruise who plays Jerry Maguire gives a long winded speech to prove his love for Dorothy and she says, “You had me at Hello”.

It turns out there is some scientific evidence to back this up. People use voices to instantly judge people, researchers say.

“In less than a second, the time it takes to say ‘hello’, we make a snap judgment about someone's personality”, says Jody Kreiman, a UCLA researcher who studies how we perceive voice. “On hearing just a brief utterance, we decide whether to approach the person or to avoid them.” Such rapid appraisals, she says, have a long evolutionary history. It's a brain process found in all mammals.

Independent studies have shown that 55% of telecommunication is vocal tones, 7% is body language, and 38% is words. Words communicate confidence, knowledge and influence. Body language is the smile and posture of the person on the phone. Voice tone conveys volume, speed, accents and pitches, the speaker’s mood, and whether they are listening to the caller. There is an old adage that goes, “you never get a second chance to make a first impression.”

Most people are on their best behavior during exercises demonstrating phone techniques. It is when they are tired, stressed and angry that the real emotion comes through the line to the caller. The worst time for telephone finesse and etiquette is on a busy day when all the lines are ringing at once and only one person is fielding the calls. There’s also the “afternoon slump” at about 3:00 PM when the front office team is tired and needs nutrition. An angry caller can upset the mood of the nicest phone voice. It can take a few moments to get the enthusiasm and smile back into the vocal tone.

Being prepared with scripting for the most common situations that arise in a dental practice can help the telephone team stay on a smooth course of communication. Let’s look at the following recorded telephone exchange:

(Office=O) Thank-you for calling Dr. Smith’s dental office. How can I help you?
(Patient=P) I’d like to make an appointment to see Dr. Smith.
(O) Do you have dental insurance?
(P) No, I have a credit card, but I need to know what it will cost first.
(O) Oh, yes. I just wanted to know if we would be billing insurance. Have you been a patient in the past?
(P) No, I am a new patient and I want my teeth cleaned.
(O) We will have to do a new patient exam first and take any necessary x-rays to determine what type of cleaning you will need.
(P) What do you mean by ‘type of cleaning?’ Do you have a dental hygienist?
(O) Yes we have a great hygienist, but the doctor will want to make sure you don’t have periodontal disease because that is more than a cleaning.
(P) I don’t have periodontal disease and I don’t want x-rays, I just had those 6 months ago. I would like a late appointment, say 4:00 pm on Monday or Thursday. Do you have that soon?
(O) I am sorry, we are booked at 4:00 pm for the next three months but I can put you on my short call list.

This potential new patient was put on a short call list and wasn’t offered an appointment sooner. As a result, the patient went elsewhere.

Here are some observations about this call:
• The front office person did not identify herself.
• The front office person did not ask for the caller’s name
• Asking about dental insurance before getting the patient’s name can be considered insensitive. Some patients think they will be treated differently without dental insurance.
• Offer an appointment time first to give the caller an opportunity to make a choice based on first availability.
• The front office person did not build rapport with the patient or ask how he/she was referred.
• Set up your schedule to accommodate new patients by holding some popular times open. This is good customer service.
• The words did not guide the patient into an appointment and the body language seemed resistant and strained.

Perhaps if the dental office had called the patient back, made a reasonable attempt to accommodate and attempted to sincerely build rapport, the patient would have appointed.

Want to learn how to make the best impressions with finesse and get patients into your schedule? Call McKenzie Management today to schedule a dental business training course that specifically meets your needs.

If you would like more information on McKenzie Management’sTraining Programs  to improve the performance of your team, email training@mckenziemgmt.com

Forward this article to a friend

McKenzie Newsletter Information:
To unsubscribe:
To discontinue receiving the Sally McKenzie management newsletter,
click on the link at the very bottom of this page for instant removal,
To report technical problems with this newsletter or to request technical help,
please send a descriptive email to: webmaster@mckenziemgmt.com
To request services, products or general inquires about The McKenzie Company activities
please send a descriptive email to: info@mckenziemgmt.com
If you would like to have any of your dental practice concerns answered personally by Sally McKenzie,
please send a descriptive email to her at: sallymck@mckenziemgmt.com
Copyrights 1980-Present The McKenzie Company - All Rights Reserved.