|
New Articles
  |
May 19, 2009 | DentalProductsReport.com Exclusive
Photo: Burazin/Getty Images Sorry doc, I can’t pay Case acceptance down? Don’t blame the economy. When business is slow, it’s easy to look for something outside of the practice to blame. Maybe patients aren’t opting to come in for continuing care visits or accept recommended treatment because it’s the holidays and they’re busier than usual, or maybe it’s because summer is winding down and children are preparing to go back to school. These days, team members often point to the sluggish economy to explain away a decline in treatment acceptance. But before you write it off to money being tight, take a step back and really look at your practice. Use this economic slow down as an opportunity to get back to the basics. And when you do, your practice will flourish. It starts with leadership Before the team can fully support the doctor, they must have a clear understanding of the practice’s philosophy—and that comes from you the doctor/owner, said Ginny Hegarty, President of Dental Practice Development Inc. Rationalizing why treatment acceptance is down should not be part of the philosophy. Team members may think nothing has changed with their daily behaviors and adherence to protocols, but if you suddenly have a bad month, chances are something has. “If we’re looking outside of ourselves for a solution, we’re never going to find one,” Hegarty said. “Rather than rationalize why treatment acceptance is down, come together and brainstorm ways to improve communication, follow-through and results. Talk about what is working and build on it.” Back to basics Linda Miles, founder of Linda Miles & Associates, looks at the recession as an opportunity to go back to what made the practice successful in the first place. Put the focus back on customer service. Ramp up your marketing efforts. Make reactivation calls. Role play to sharpen verbal skills. Make the time to do projects your team hasn’t been able to fit into the schedule. “If you have patients coming in every minute the team members are there, there are things they’re not doing,” Miles said. “It’s a time to slow down a bit, carve out some time to work on the practice verses just working in the practice when times are good.” Beyond that, take a look at what you’re currently doing and think about ways you can improve, Hegarty said. Ask yourself what do we do everyday to prepare for tomorrow, and what’s the best way to make sure everything each patient’s experience is all you want it to be. Create a checklist of things that need to happen in every recare visit, treatment room, payment discussion and patient consult. “Create a sustainable success. Schedule a meeting to revisit your practice protocols and see what opportunities you might be missing,” Hegarty said. “Don’t just look at what’s wrong. Keep a positive focus. Don’t feel bad about what didn’t happen, but get excited about what can and will begin to happen.” Getting to yes There’s no magic dust that will make your patients accept treatment 100 percent of the time, Hegarty said, and there are no magic words or phrases that guarantee 100 percent success. “Be real. Remember your patients are people,” Hegarty said. “They aren’t your next case or part of the day’s production goal. Get to know them. Talk to them. Listen far more than you speak,” Hegarty said. “If you don’t know who your patients are and what their goals are, you can’t possibly meet them. Once you do you’re on the same page with your patients and they’re more likely to say yes.” Help your patients understand treatment will never be less costly or less complicated than it is right now. Talk to them about the consequences of not going forward with treatment. If money is a concern, be willing to work with your patients with flexible payment plans that don’t put the practice at risk. Treat patients as you would your family and closest friends and they will feel well served and cared for. Your patients will appreciate this approach, making them feel more comfortable when it’s time to talk treatment. Rather than trying to manipulate them into doing what you want them to do, you’re giving them the information they need to make the best possible decision. You’re creating value, which is even more important in a time when many people are trying to save more money than they spend. “Most of the time people find money for what they want,” Miles said. “We as dental educators must make them want what they need and deserve.” Don’t assume Just because you think that patient sitting in your chair can’t afford a certain treatment option doesn’t mean that’s the case—and it certainly doesn’t mean you should keep that option to yourself. “Don’t assume your patients can’t afford to proceed with treatment because they have been affected by current economic conditions.” Hegarty said. “Remember that while the unemployment rate is hovering around 8%, 92% of Americans are still working. Many who have lost their jobs still have dental benefits and now have the time for treatment. This is a silver lining your patients may be able to enjoy.” Hegarty has observed well-intentioned team members saying things like ‘I understand the economy is bad and you might not want to go through with this right now.’ It’s critical for you to talk with your team members so they understand how you want to support your patients, she said. “I always tell doctors whether times are good or not good stop diagnosing wallets and start diagnosing what you see on the x-ray, models and photographs, as well as in the mouth,” Miles said. “For dental patients, bad news today can be good news for the rest of their lives. Dental problems do not go away without definitive treatment. The dentists in the biggest trouble are those who don’t want to be the bearer of bad news and those who withhold treatment options because they think their patients can’t afford it. If the dentist thinks the patient can’t afford it, then the patient thinks that, too.” Your patients need you year round Lead with authenticity and surround yourself with team members who want to serve patients, Hegarty said. Exceptional service drives performance, and that doesn’t change because of the economy or the holidays or the kids going back to school. Your patients rely on your candid expertise and guidance all the time. “I’m not suggesting you bury your head in the sand and ignore outside forces, but rather that you refocus your efforts on doing what you do best and guiding your patients to maintain health and comfort,” Hegarty said. “Maybe the timeline for treatment changes for some patients, but your contribution doesn’t.””
|
|
Printer Friendly
Email Article
Related articles
Related products