I returned from a great meeting with clients recently and met my assistant to go over our plans for the coming week. If I’m in one of our offices, I like to go walking around and say hello, let people know I’m still alive and, occasionally, like I observed today, I get to see a new employee or two in training.
At our departure desk today, there was a new smiling face in training and a handful of patients checking out, all under the careful guidance of two administrative employees and their supervisor. If this new employee was paying attention, and it appears she was, then she learned a powerful lesson today about what patients and spouses want when it comes to hearing appointments.
Most of these patients were coming back in 1-2 weeks for prescription changes and two were coming back in three months for a cleaning or observation appointment, I’m not sure, I was only in the area for 20 or 30 seconds. 100% of these patients said some variation of the same thing. When asked which day of the week works best for them, they all said, “The day and time that is least likely to make me wait.”
Steve Jobs has a famous quote about the customer not knowing what they want until you show it to them. This advice is cute and different. It flies in the face of consumer surveys and focus groups, but it assumes you face the same daunting task of inventing the next great technological revolution, like the iPhone.
You need not reinvent the mobile phone. Your job is not that complicated. You simply need to listen to what patients want and give it to them.
Pouring over 20,000 new patient appointment requests from last year alone for our clients and our privately-held practices; reading the transcripts from over 1,000 secret shopper tapes, the data are crystal clear: your patients and their spouses want appointment times that are convenient to them, and don’t make them wait on you.
If you ignore this and fail to provide your new patients with convenient appointment times (think 5pm, 6pm, 7pm or later) within 7-10 days, they will go somewhere else and/or, if you can get them to show up, they are 400% less-likely to start treatment. * Don’t shoot the messenger.
In a new study from researchers at MIT, the journal Marketing Science reports that consumers make much simpler decisions than most marketers assume. Our brains are really good at deploying an “index strategy” or a straightforward ranking of our options. The advantage of making only slightly better decisions wouldn’t be worth it, in most product and service categories, so we quickly rank the options we believe are available to us based on simple factors like price and quality, finalizing our decision when there is a clear winner. However, when consumers are not able to clearly index their options, they get stuck and delay the decision until there is a clear winner, if ever one appears.
As the only practice owner on the planet paying attention to this research, and as someone who fully understands its power and importance in the consumer markets of hearing aids and treatment, I acutely implore you to pay attention as well.
Stop pretending like patients and spouses care about the technology you use or the level of training you received as a specialist. They don’t. That might bother you but it doesn’t make it untrue. Start recording your new patient phone calls and checkout desk. You’ll hear the same thing all day long. “What’s your appointment time that won’t make me wait on your?”
Pay attention and give consumers what they want, or go work for someone who will.
Adam Phillips is a brilliant writer, psychologist and regular contributor to The London Review of Books. The closest I can come to the kind of people who think at this level, is that they let me subscribe to The London Review of Books. Barely.
Although I don’t agree with Phillips on a lot of issues, I take particular delight in his assessment of couples who come to him with a desire to change something about their partner. He says, “It is not unusual for each member of a couple to know exactly what is missing in their partner; and to know, by the same token, how their lives would be different, that is, so much better, if their partner would change in particular ways.”
I see this with clients and the relationship they have with their businesses. They live as if they know more about the experiences they haven’t had, than they do about the experiences they have had.
They speak in great detail and with great longing about more new patients, employees who perform better, patients and colleagues that respect their work; how life would be easier and how it would make them happier. And yet, when I ask about the existing data in the practice, they can’t provide it. Think about that for a moment.
Smart doctors sit across the table from me and pay me tens of thousands of dollars for the privilege to do so and for my assistance in helping them achieve what they want to achieve, but they are completely disconnected from the reality of the situation, while simultaneously recounting to me in vivid detail all the benefits and pleasure they will derive from something that has not yet happened and might never happen.
Make your list tonight. Where in your practice and in your personal life are you overriding something important in the present, so that you can day dream about what might happen in the future? Freud might label many of the things on your list as “repression,” or the burying in oneself of what one prefers not to know or feel.
In 2013, when I met my current business coaches, I knew I needed to come to terms with the fact that I couldn’t rely on the industry insiders to grow my specialty practice. Yet, it had taken me nearly three years to come to that realization.
I was burying in myself the fact that I wasn’t the best at positioning, marketing, managing a business. I just wanted to be in charge. My coaches told me there was a simple solution: to get out of business and go work for someone who knew how to do the things that really mattered. Wow. That stung but he was absolutely right.
Some doctors are pissed off at the fact that their future hasn’t arrived by now, but I think they deserve everything in their lives, both good and bad. Harsh but true.
A powerful solution is to bridge the gap between what you’re looking forward to and what you’re burying in yourself that needs to be known and felt.
Get to work.
In the 1980s, Ross and Lepper published the seminal work on the perseverance of beliefs. This is the tendency for people to continue to believe something is true even when it is revealed to be false or disproved.
In one study, students took an aptitude test and were told they scored poorly. Later, when they learned the exam was miss-scored, most participants were unable to erase the experience. They continued to persevere in their beliefs.
What faulty beliefs do you have about your practice and what faulty beliefs does the marketplace have about you and the profession of hearing health care? These are million-dollar questions that you must answer.
If I had a dollar for each time an audiologist or specialist told me direct mail doesn’t work in their market or that they are doing a good job answering their phones, I’d be a lot richer than I already am.
It’s OK, I don’t coach and consult for my health. I do it to feed my Sound of Life Foundation. I make my money in my clinics, and in real estate. So, I’ve stopped taking irrational disbelief from audiologists and practice owners as a personal insult. I’ve started calling it willful ignorance.
Listen. If you’re honest with yourself, this isn’t a question about how often we commit this sin of perseverance of belief, but rather why is this tendency so prevalent?
Sometimes we make false correlations between events or we stay the course due to sunk costs. For example, our collections and production are up right after hiring a new treatment coordinator, so we assume a potentially false correlation between the new hire and our success in the treatment room.
Even if I show you proof that your TC is screwing up the new patient process, you’re likely to drag your feet on replacing or moving this employee to a different position due to false correlation and sunk cost bias.
Finally, consider the power of your beliefs and past experiences and their ability to limit your problem-solving skills. Most small business owners go to battle with important problems and challenges in the marketplace with little more than their own limited experience and false beliefs. This is dangerous and if you run a business where your past strategy is the only thing you have to deploy against new challenges, you put everyone around you at risk as well.
In my book I list critical core competencies I see missing in most audiology and hearing health care practices, not based on my own past experience and belief but on the secret shopper data from over 1,000 new patients.
You see, there are things you and I might believe about our practices and about our patients and their desires, but it’s hard to argue with the transcripts and video tape from a thousand new patients.
Solving problems for patients and delivering more value than everyone else in your market and in your price-tier isn’t rocket science, but it’s so powerful to get outside your own head and shed the biases, false beliefs and erroneous correlations in our industry that doing so will make you appear as smart as a rocket scientist.