Doctor Patient Relations

Track Positive and Negative Patient Interactions with a “Banking System”

By Brett M. Paepke, OD

SYNOPSIS

Implement a banking model to track positive and negative patient interactions. Then “invest” in an improved patient experience with the results.

ACTION POINTS

REMEMBER every patient interaction, no matter how small, counts.
TRAIN staff to be acute observers of patient behavior and emotions.
ANALYZE positive and negative patient interactions and learn for future.

Many optometric practices emphasize how much they care about their patients’ comfort and satisfaction. But an equal number don’t seem to closely monitor and track the individual patient interactions that add up to the overall impression the public has of a practice. We created the FirstView Loyalty Bank to do just that. Through this methodical approach, we keep track of each positive employee interaction with staff, known as a “deposit,” and each negative interaction, referred to as a “withdrawal.” Here are some of the details on how we use this program to better serve our patients.

REMEMBER

Brett M. Paepke, OD

Pennsylvania College of Optometry
Class of 2002

FirstView Eye Care Associates
Plattsburgh, NY

Practice History
Founded and started cold by Dr. Paepke’s father, Charles Paepke, OD, in 1980. Rebranded as FirstView Eye Care Associates in 2005.

Doctors
1.5 (Dr. Paepke is full-time while his father is part-time)

Locations
1

Support Staff
5

Comprehensive Exams
More than 2,500 annually

Annual Revenues
More than $650,000

Every Interaction (No Matter How Small) Counts

The Loyalty Bank is a conceptual exercise that we created to identify things we do or could do to promote patient loyalty and also the things we do that don’t. The idea is that each positive action we take creates a “deposit” in the bank and each negative action or missed positive one is a “withdrawal.” Just like a regular bank account, the objective is to have a positive balance. The more positive it is, the greater the likelihood that patient will be loyal to the practice.

Patient Loyalty is Fluid

The idea for our loyalty bank was a culmination of reading from a lot of different customer service-oriented books. Easily the most influential was “Customer Satisfaction is Worthless. Customer Loyalty is Priceless” by Jeffrey Gitomer. In that book, Gitomer discusses the different levels of customer service as a ladder ranging from “Loyalty” at the high end to “Lawsuit” on the low end. We expanded on that concept and applied it to what we do through the idea that ascending or descending that ladder is a dynamic process influenced by the number of good or not-so-good things we do during a patient’s visit. So, it isn’t a static level that gets “assigned” when the patient leaves. Rather, the patient’s loyalty level and impressions of the office rise and fall throughout an encounter based predominantly on the things we say and do.

TRAIN

Train Staff to Be Acute Observers of Patient Reactions

We do encourage feedback through patient surveys and we will often hear about things in the exam room, but we have tried to make this as internal a process as possible. In other words, a very valuable part of the exercise is becoming an astute observer of not only the good things we do, but also the missed opportunities. When a staff member gets to the point of identifying missed opportunities, we know they’re on board with the importance of the patient experience and promoting loyalty.

We ask each staff member to keep track of each positive and negative interaction, but are considering creating a shared cloud-based document for real-time entries to be made. That way staff wouldn’t have to rely solely on their memory when our weekly meeting rolls around and we are ready for our discussion.

ANALYZE

Case Studies: Two Withdrawals and Two Deposits into the Loyalty Bank
“Withdrawal” due to inappropriate action: All staff was very busy dealing with in-office patients. The phone rang and one staff member excused herself to answer the call. Obviously frazzled, she explained that she was occupied at the moment and asked the patient to call back. At our next meeting, we discussed the incident and how asking a patient to call back is inappropriate. We asked the staff to put themselves in the place of that caller who very well might have been a long-time patient who found a minute during her busy day to call us and was essentially told that we didn’t have time for her. While we didn’t say we didn’t have time for her, our actions did. And patient perception is all that matters.

The rule was made that we will never ask a caller to call back. Ever. They’ve taken the time to call us once and that’s really all they should have to do to get answers to their questions or concerns. If we don’t have the answer at that moment, we will ask if it is OK if we call the patient back as soon as possible.

“Withdrawal” due to missed opportunity: A new patient entered the office and was not immediately greeted and offered a sincere “Welcome.” At our next meeting, we discussed how that was a missed opportunity to stand out and be different to that patient. We discussed our recent visits to other healthcare professionals and how poor the reception process typically is. By making a simple, but honest, effort to make patients feel welcome, we promote loyalty.

“Deposit” due to staff offering personal greeting: A technician and optician introduced themselves to a patient by name. At our meeting, we discussed how developing a relationship with the patient starts with a proper introduction by all involved in the patient’s care. It’s hard to develop a meaningful relationship, and in turn, loyalty, without knowing someone’s name.

“Deposit” due to staff taking time to thank patient by name: The front office said “Thank you, Mrs. X” upon completion of a purchase letting the patient know we appreciate them and their purchase. People’s names are music to their ears. Proper manners plus use of the patient’s name is a great habit to develop.

Keep “Withdrawals” Anonymous; Identify “Deposits” for Recognition
We ask that all “withdrawals” be discussed anonymously so that no individual feels singled out. Plus, not naming the responsible party takes a bit of emotion and/or potential office politics out of the equation. Deposits, on the other hand, are identified by who did what in an effort to give recognition and praise to the responsible individual.

Withdrawals Usually Just Missed Opportunities
Just the simple act of discussing the missed opportunity in a staff meeting, collectively viewing it from the patient’s perspective, and discussing alternative actions, has been enough to correct any major “withdrawals.” By and large, our withdrawals tend to be missed opportunities rather than negative actions.

Create Your Own Practice Loyalty Bank: Action Plan

Have an introductory staff discussion of the importance of loyalty. Merely satisfied patients will go anywhere. Truly loyal ones will come back again and again, tell others, and will want to do business with you. Staff needs to understand this for the “bank” to make sense and to understand why achieving loyalty is so important.

Pose the question and discuss at a meeting: “What are we doing to promote enthusiastic, loyal patients?”

Consider a patient survey asking (or even directly ask patients) at least these two questions:
“If you’d recommend our office to others, why?” Yes/no is too easy a question here and doesn’t really give you any information. Hearing “why” will shed light on what really worked for that patient.

“What was the most memorable part of your visit?” Chances are what was most memorable is something the patient didn’t get elsewhere. Learn how you are different from your competitors.

Related ROB Articles

Get to Know Your Patients to Better Serve them with Products and Services

Strategies to Keep Patients Happy: Prevent Dissatisfaction Before It Occurs

Doctor-Patient Communication Starters: Keys to Stellar Service

Brett M. Paepke, OD, is the co-owner with his father, Charles Paepke, OD, of FirstView Eye Care Associates in Plattsburgh, NY. To contact him: drbmpaepke@firstvieweyecare.com

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