Five-star patient service

It started with a phone call. The receptionist answered within one ring. She transferred me to a refractive coordinator right away.
I’m an ophthalmic business consultant on a “phantom consultation” to help this refractive surgery provider with its business plan. I’ve done this with dozens of other clients. Nine times out of 10 when I call, someone puts me on hold, the receptionist is short with me, or the refractive coordinator goes into a five-minute spiel about LASIK before asking me if I have any questions. These guys were already ahead of the pack, and I was about to be wowed.
The coordinator answered immediately. I peppered her with questions about LASIK. She responded without hesitating. She sounded confident and friendly. She asked why I wanted the procedure and addressed my concerns. She listened to my answers. Her replies were measured and thoughtful, giving me the impression she was thinking of the best way to meet my needs.
Two days after my call, I received a welcome packet from the practice in the mail with a signed, personalized letter thanking me for choosing them for vision correction. The packet also included a map showing directions to their office, patient information paperwork, and a $10 gas card.
Not only does that make me think they’re interested in my business, but it also makes me feel strongly about keeping my appointment with them.
It was a rare level of service. Most places know how to provide exceptional refractive surgery. Few also excel at the intangibles—the niceties of human interaction that make up patient service.
Sometimes, when I visit a practice, the receptionist barely looks up to ask who I am. The waiting room has the same posters and marketing materials every other practice has. The hallways and lanes have the same bland, sterile appearance most offices are born with. Wait times are horrendous. I leave feeling like just another patient.
But not with this client, as you’ll see below.

The great experience continues

Still in phantom consultation mode, I arrived a week later for a free consultation. The front desk receptionist greeted me with a smile, shook my hand, and asked me to have a seat.
Two minutes later, the refractive coordinator with whom I spoke earlier came out and greeted me. She asked if I wanted a soft drink, Starbucks coffee, or a freshly-baked cookie. Stunned, I respectfully declined.
She said she was following up with a patient and would be back in a few minutes. Five minutes later, she returned to start the consultation process. After a few routine eye tests, I met with the surgeon who explained the procedure, described my candidacy, and asked if I had any questions.
When I said, “No, I’m good,” the doctor asked again to be sure I went home with no question unanswered. Within an hour of arriving, I was done with the initial consultation experience. Normally, this appointment can take more than two hours.
Were I an actual patient, I would have felt comfortable having my procedure with this practice. If they spent this much individual time and paid this much attention to every detail, then, come surgery day, I’m set. They treated me like royalty. This experience has since become the standard to which I compare all my clients.
If more places employed these ideas, even just a few of the pointers, their practices could skyrocket. Think about it. If just about everyone offers the same services for basically the same price, wouldn’t you, as a consumer, prefer the provider who gives you the most in return? It’s those seemingly minor things that can make all the difference.
Below are some easy tips for taking a practice to the next level, to five-star service.

6 tips for five-star service

1) Hire the right staff. Every great company has great people. Delivering excellent customer service begins with excellent personalities. And customer service studies show great attitudes and personalities are much more important than experience. This is because experience is something that can be gained. Personalities are relatively immutable. I recommend hiring someone whose work experience has taught them the value of treating people the way the employee would want to be treated.
2) Answer the phone. This is a crucial first step for practices that want to grow by word of mouth referrals. Referrals always call first. And surgeons sometimes spend a great deal on advertising but stymie their growth by not adequately staffing for incoming calls – textbook marketing hamartia. Answer the phones within three rings, keep hold times to less than 30 seconds, and always let the patient “see your smile” on the phone.
3) Don’t be generic. If a patient is shopping for a new general ophthalmologist or a refractive surgeon, chances are, he or she will see the same brochures, posters, and videos at the competition’s offices. I like to see original artwork on the walls, custom brochures, and the like. Offer high-quality refreshments and snacks, clean waiting rooms, and flat-panel televisions. This shows you pay attention to all details and you’re not just a cookie-cutter practice.
4) Train your staff. Your efforts will be rewarded. Staff training ensures everyone is communicating the correct message. I also recommend new employees go through a week-long training period, perhaps through mentoring with model workers, so they understand your practice’s philosophy before communicating with patients.
5) Listen to your patients. When patients have issues, listen. Listen to their compliments, too. Use those to figure out the gaps in your service so you can fill them. Nothing is more disappointing than explaining my reservations to someone who didn’t listen or didn’t care enough to accommodate my needs. Have you ever received great news and wanted to share it with everyone? Suppose you’re telling your best friend or boss, and the entire time he keeps looking at his watch. That’s the feeling your patients will get if you’re not paying attention to their concerns.
6) Go the extra mile. If you’re in a grocery store and ask an employee where the spaghetti sauce is, which response gives you a better impression of that store: “It’s on aisle two,” or “No problem, let me show you where it is.” “Showing” rather than “pointing” is the little added step that is huge for most shoppers. One of two reasons patients are unhappy with doctors is they feel they did not address their concerns. Spend an extra few minutes with your patients. Ask if they have any questions or concerns. And if you really want to take it over the top, give them your cell phone number. This extra step will take the patient experience that extra mile.

Conclusion

During this economic downturn, practices want to generate as many word of mouth referrals as possible. By having the right staff, offering one-of-a-kind service, and treating patients as important individuals, we ensure our patients will have a wonderful experience they will share with others. Happy patients will tell their friends, and this will generate referrals for your practice. And that is one of the biggest hurdles practices face, providing good customer service. The ones who do it correctly end up being extraordinarily successful.

ABOUT THE AUTHOR

Paul M. Stubenbordt is the president and founder of Stubenbordt Consulting (Southlake, Texas). With more than a decade of experience, his firm specializes in business development for ophthalmologists, with a focus on marketing and advertising. He can be reached via e-mail at paul@refractiveconsulting.com or at 817-416-2010.