Sally McKenzie

So much of what makes an experience positive, negative, or merely average is wrapped up in "the little things" - a warm friendly greeting, consideration for busy schedules, simplifying a seemingly complicated procedure, etc. The dental practice is no different as subtle messages can have a big impact on how patients perceive the quality of your practice and your team, starting with timing.

Neither the patient nor the dental team appreciates it when staff run behind. It's essential that the scheduling coordinator fully understand how much time is required for procedures. Additionally, consider checking hygiene patients when it is convenient for you, the doctor, not at the end of the hygiene appointment. This requires a little adjustment at first, but can significantly improve efficiency.

In addition, pay attention to the seemingly insignificant cues employees give to patients, specifically, their smiles. If Sarah your assistant can share her beautiful smile with confidence and tell the patient that Dr. GoodDoc is her dentist, and he is absolutely the best, this has a huge positive impact chairside in selling treatment. Moreover, it will reinforce the team's commitment to your practice.

Most importantly, make it easy for your patients to pursue treatment. They like you. They like your team. They trust your recommendations. But they are afraid of the price tag. Eliminate the fear and simplify the process. Offer 10% off if they pay with cash or check for procedures not covered by insurance and over $200. Provide outside financing options. The 12-months interest free financing option is my personal favorite. Yes, the practice has to pay a fee that's about 10%, but the patient gets treatment and the doctor gets paid. All you have to say to the patient is: "How does 12 months interest free financing sound to you?" and they are usually thrilled to pursue your recommended care.

Finally, don't disappear for six months. Keep your name in front of your patients. Send birthday cards, articles, magnets, electronic newsletters, recipes, etc. McKenzie Management and other companies have products that make ongoing communication with patients easy, convenient, and effective in helping you to build long-term positive relationships with all your patients.

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Katherine Eitel

People won't argue with their own data or conclusions but they will often and likely argue with yours. Remember Toula in the movie, My Big Fat Greek Wedding? (If you've never seen it, do yourself a favor and rent it tonight... it's a classic!) Toula wants to work at her aunt's travel agency instead of the family restaurant. She, her mother, and her aunt know that her Greek father will never agree to this unless... he thinks it's his idea! So of course, they finagle a way to make it seem like it is and when the aunt complains of needing help at her agency to the father... the three women all exchange knowing looks when the Dad exclaims, "I KNOW! Toula could help you!"  

If I need to change current habits, beliefs, or behaviors, I start by asking myself, "How can I NOT tell them this?" How can I create a moment where they "discover" for themselves the very answer I was hoping to bring them to?  

For example, a few years ago I was observing in a client office in the morning; the team was scheduled for a training session in the afternoon. A team member approached me asking if I could help with a challenge she was facing. She was frustrated by the fact that when the office had a cancellation or open appointment times, some members of their team either "goofed off," like reading magazines in the break room, or they filled the time with low-priority work. She didn't want to be seen as a "tattle-tale" so I agreed to put the topic into the training mix for the afternoon session.  

My first inclination was to work in a lecture on the essentials of good teamwork and the characteristics of good team players. My information, my opinion, my demands. Easy to argue with and resist; and almost natural for people to do so, even if they don't verbalize it. Then I caught myself (old habits die hard) and asked the internal question: "How can I NOT tell them this? How can I help them come to their own conclusion?"  

My brain went into high gear and on the fly, I came up with this idea: I created four open quadrants on my large flip chart and labeled them: Doctor, Assistant, Hygienist, Administrator. I put up 4 large flipchart sheets on the wall with the same titles. I asked each employee to find their appropriate sheet and write down all the things they could possibly think of that they could do with the time if they found themselves with an unexpected open hour in their schedule. After they were done, I asked them to circulate around the room and add any ideas they had for anyone else's list. Next, I formed two mixed groups, assigned them two sheets each and asked them to prioritize the lists, putting the tasks that would be the most productive to the practice first. I then moderated a discussion about the lists and their prioritization and once we had consensus, someone volunteered to make notecards for every position and post in the break room. They all put their hands in the circle, football-style, and officially and audibly committed to following these lists the next time they had open time in their day.  

They never knew a team member complained to me. They came up with their own lists (and they almost always contain exactly what I would have written myself... and on the rare occasion they don't, I just make a suggestion or two as if I just thought of it!) Their challenge, their information, their solution.... And much more likely, their real commitment.

The next time you need to change behavior, ask yourself, "How can I NOT tell them or lecture this? How can I create a moment of discovery and ownership?"

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