EXCLUSIVE! How Dental Staffs Make Themselves Miserable and Lose Money: The Importance of Lasting Impressions
By June Darling, Ph.D.
Synopsis: Business people and job seekers have often been reminded of the importance of first impressions. This article argues for the importance of last impressions as the most meaningful chapter of a dental "story." Assumptions about time are offered as an obstacle to achieving excellent lasting impressions. A supporting tool for overcoming old habits and anchoring final dental behaviors is offered.
Recently, I was observing in an office dedicated to high dental quality and transitioning to more spa-like delivery of services. The staff had just seated 8 lovely crowns on a new client. What a wonderful opportunity to celebrate and anchor the entire experience with their fortunate client. Congratulatory faces of course, surrounded her? Wrong. The staff was behind on their appointed schedule. A client had been waiting for twenty minutes. The clock distracted the doctor. Needless to say, the staff followed his lead. Sound familiar?
Mrs. X was thrown out of the chair and sent on her way. Next...The schedule could never be recovered so all clients were similarly dismissed. This office is no dental "factory"; it is specifically oriented toward serving a few clients well. Many dental offices around the country employ the same "in-the-head" boutique dental model; but, despite their best wishes, they still actually operate like they�re running on the metaphorical hamster wheel.
This schism between how practices want to be and how they actually operate can drive staff and clients crazy. Certainly, this type of operation wins no applause for exceptional service. An opportunity for the staff to present and for the client to receive a magical dental story, a lasting impression has been lost and so has the possibility of increased dental celebrity, status, and salary.
Our brains are geared toward experiencing life as a story. The story has a beginning, middle, and end - basically three chapters, three acts. The third act is the place where meaning occurs. During the first act the characters are introduced, the problem begins to unfold. During the second act the problem builds and the richness of the characters are shown. But no significant meaning occurs until the third act. During the final act when the problem is resolved, this is when the audience decides what the story means for them. Will they clap, yawn, or boo?
Surely no practice sets out to create an experience in which a client will leave yawning or booing, but few understand the idea of story and three story chunks. Stories have a beginning, middle, and end. Dental procedures can be chunked and decisions can be made about what behaviors make up the third act, the final chunk of interactions that take place between the dental staff and client.
The interactions can include a summary of what has occurred, follow-up instructions, and offer the client an opportunity to give feedback about their experience with the staff�s full attention. As the client tells the staff how they felt about their experience it actually anchors the positive for them in their own minds. Additionally the process can surface a smaller specific concern which, left unfocused, can generalize into a total feeling of dissatisfaction. The staff will be able to bask in the limelight too and receive the full kudos they seldom receive. The client may share these thoughts at a later time with friends.
The repeated scenarios with Mrs. X�s occurs not from a lack of intent, but from a lack of design and from unspoken assumptions that linger from the industrial era and factory setting. If dental staff�s plan to successfully implement a meaningful "third chunk" of staff to client interactions, they need to consciously examine their behaviors related to time.
The Silent Killer of Successful Dental Stories: Unspoken Assumptions about Time
"I worry about the other person waiting. My attention goes there. What about them?" "I want to treat people exactly the opposite of the way physicians do, and one of the nasty things they do to people is make them wait." "They complain if we keep them waiting." "All we have to do to make people love us it to see them and get them out on time."
The preceding comments are actual quotes from dentists. This practice mentality has now shifted based on several assumptions about time. One, that the time of those clients waiting to be seen takes priority over the client currently is treated. Second, that time is really what people are complaining about when they must wait; and third, that people actually can be highly satisfied by simply being seen on time.
The most desirable kid vacationland in the world is Disneyland where kids wait with delight sometimes for HOURS? Children are not known for their patience. How can they do all that waiting without the whole world hearing their complaints? Why are they still screaming for Disneyland? The Disney people have done a lot of research on time and have finally come to agree with Einstein; it�s relative. There are ways of making the same time seem short and conversely, very long.
The Disney staff entertains people while they�re waiting. They never ignore them. They constantly communicate with them. And they treat them as if they are very important people. Dental offices have opportunities to do the same. There is a multitude of possibilities for making time seem short for clients. Dental practices can use professional dental video systems like CAESY, show picture portfolios, give slideshows, and use foot massagers for just a few ideas. The best thought may be simply to talk to clients�relationship building through conversation�sometimes cited by women as their favorite simple mechanism for rapport.
Keeping Centered on the "Story" � A Tool
To be armed with new thoughts about time; the meaningful story, and the importance of a plan for a rousing finale is not enough; distractions and stress can easily derail budding new habits. One of the tools that can keep staffs centered is to regularly use an exit evaluation as one part of the "third chunk." The exit evaluation can be thought of as the infrastructure of the practice philosophy.
The evaluation can be devised during a team meeting and should include a couple of questions that pertain to cost, delivery, quality, and relationships. The evaluation concretizes what the staff considers important for each client to experience while being served at the practice; it shows to clients the actual design and hope for their experience and ultimate high satisfaction. (See the sample of one doctor�s exit evaluation.)
When some form of an exit evaluation is included in the "third act" of "the story," clients have an opportunity to share the meaning they�ve derived from the story. From their feedback the staff can make changes if necessary. If they�re not presently "clapping" by the end of their dental experience, changes can be made based on their feedback so that soon they will be sharing raving reviews about the performance.
Try it; You�ll like It!
With your staff try acCELEBRATING your practice through a thoroughly planned and focused third procedural "chunk" which includes the exit evaluation. Don�t be distracted by assumptions about time. Dental celebrators quickly become well-paid news celebrities.
*Brainstorm the ideal closing interactions you and your staff want to have with your clients � call these your "third chunk" or final act
*Include in your "third chunk" an exit evaluation � an opportunity for client feedback
*Celebrate those areas in which you get positive feedback from your dental fans
*Change those areas that are brought to your attention
*Use the exit evaluation as a monitor on your desire to focus on each individual client by a monthly accounting of the number of exit evaluations given and the composite scores
(Sample) Exit Evaluation
1. Our clinical dental procedures were delivered in a manner that kept you physically comfortable.
strongly agree agree disagree strongly disagree
4 3 2 1
2. We saw you within 10 minutes of your appointed time or you were immediately approached about delays and rescheduling options.
strongly agree agree disagree strongly disagree
4 3 2 1
3. Our financial arrangements were clearly communicated before treatment.
strongly agree agree disagree strongly disagree NA
4 3 2 1
4. It is clear to you that our fees are appropriate for our level of service and expertise.
strongly agree agree disagree strongly disagree NA
4 3 2 1
5. Our dental office seemed clean, comfortable, and aesthetically pleasing.
strongly agree agree disagree strongly disagree
4 3 2 1
6. We were respectful and listened to what you wanted.
strongly agree agree disagree strongly disagree
4 3 2 1
7. You received comprehensive information and/or education materials related to your dental needs and desires.
strongly agree agree disagree strongly disagree
4 3 2 1
8. The way your teeth feel and look has improved under Dr. ________care.
strongly agree agree disagree strongly disagree NA
4 3 2 1
9. Your overall attitude about yourself, your health, and your appearance has improved under Dr. _______care.
strongly agree agree disagree strongly disagree NA
4 3 2 1
10. Based on the overall quality of care you have received, you could recommend Dr. _________to others wanting comprehensive treatment.
strongly agree agree disagree strongly disagree
4 3 2 1
Help us toward our goal of being a "World Class Dental Practice." Tell us where can we improve in order to delight those (like you) who expect the highest quality service and care?
June Darling earned a Ph.D. in education working with program evaluation and "brain-friendly" learning. She coaches and consults with high performance work groups and is the author of Mind-Bending Chats with Great Thinkers. For more information, log on to www.summitgroupresources.com
