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Acting on the Guiding Principles for Great Customer Service - 11/19/24


In last week’s tip, we shared 5 Guiding Principles for Great Customer Service.  This week, let’s address what “taking action” looks like on those key principles.  If last week was about what to do and WHY, this week is about the HOW. Engage with Interest: To engage with interest, proactively Read more

Guiding Principles for Great Customer Service - 11/12/24


It’s hard to know every procedure, every policy, every technique possible to handle every situation correctly.  After all, maybe our procedures are standard, but our customers are not.  Maybe our policies stay pretty consistent, but our customers’ needs and issues, their attitudes and actions can change from customer to Read more

From a Simple Question to an Exceptional Experience - 11/5/24


Phyllis loves her job.  It’s not just because she loves being a customer service representative, not just because she really likes her co-workers, and not just because she enjoys her company.  It’s because she really appreciates her customers, as well. A customer had ordered a register book off the company Read more

Fix One Problem without Creating Another - 10/29/24


If you’ve ever had an issue with your dishwasher, this will sound familiar.  I’ve dealt with so many dishwashers over the years, and they always seem to have some kind of an issue.  Maybe it’s because of the mix of water and technology, but for whatever reason, these never Read more

Delight Your Customers - 10/22/24


Buddy the Bug Man was different.  His company was new, and the only reason why Janet tried him out was that the service she had used for years just wasn’t working.  Whether it was mosquitoes in the yard, ants in the kitchen, or cockroaches flying through on their way Read more

A More Complete Definition of Responsiveness - 10/15/24


I was purchasing something recently that was being custom-developed.  At one point, the company’s employee and I had a good 20 e-mails going back and forth - 10 from each of us.  Unfortunately, I broke my own rule, and I did not pick up the phone after 2 or Read more

Have a Game Plan to Address Their Anxiety - 10/8/24


It seems like we all get deliveries - whether it is UPS, USPS, FedEx, Amazon, the local courier, or all the above.  We order.  They deliver.  Or do they? It’s times like these, when we’re expecting that package, that item that we’re looking forward to or need urgently or are Read more

How Persistence Saved the Day - 10/1/24


Sherrie saw the customer walk into her store holding his cell phone, and Sherrie immediately knew that was William.  She had spoken to William on the phone about an hour ago, he said he would be at Sherrie’s cell phone store in less than an hour, and there he Read more

Notice the Little Changes - 9/24/24


“My, how times have changed.” Yes, times have changed.  As a matter of fact, one of the biggest reasons why an organization’s customer service deteriorates is that times have changed…customers have changed…and the company has not… If we think about customer service delivery today v. decades ago, changes in technology alone Read more

Don’t Hurry…Be Quick - 9/17/24


No, this is not a take off on the Bobby McFerrin song:  Don’t Worry Be Happy. It’s actually a take off on the John Wooden quote:  Be quick, but don’t hurry. When I read Wooden’s book with this title, I liked the concept, and not just because John Wooden was a Read more

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Let the Patient Sleep – 10/28/14 TOW

Posted on October 28, 2014 in Customer Service Tip of the Week Please leave a comment


The patient was sick and tired – not just of being sick and tired – but of being awakened multiple times in her hospital room each night to have vital signs checked. She was tired of nurses and doctors talking about her while she was in the room, but never involving her in the discussion. She was sick of being “stuck” multiple times to draw blood by techs more focused on the vein than the person with the vein. And she was frustrated with the feeling that the experience was being done to her, not being created for her.

This 15-year old described her “care” in this video taken by her mom.

She feels that those that care about her are those that allow her to sleep. She wants them to keep her engaged, and she’s more engaged when she’s awake. She can participate better if she’s alert. She can help them help her if they ask her questions about herself. She can be a part of the treatment if they let her know what’s going on instead of trying to protect her from…whatever requires “protection.”

This is a young lady, a child, a patient, a person who is simply stating her frustration of not being a part of something that directly impacts her; she’s upset that they don’t see the damage they do to her and her health by not allowing her to sleep. She wants to be heard.

Where could you better care for your customer by involving them in the discussion and decisions? Where could you make them feel better about the experience by creating an environment that doesn’t burden them and frustrate them? Where could you share more about the overall experience and steps with customers, instead of trying to keep the details from them?

Create a customer experience that includes openness, customer involvement, and an environment that fosters engagement.

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Patient Experience Pros Don’t Have Unlimited Resources, Therefore…

Posted on October 8, 2014 in Business Advice, Healthcare Please leave a comment

Blog 10-8-14The healthcare industry is seemingly struggling to come up with a common and manageable definition for the “Patient Experience.” Maybe it’s because “experience” is such a broad term just like terms such as “feeling, perception, opinion” – which are often the words used to evaluate the Patient Experience. As an example, when the article Hospitals Focus On Patient Experience Through Design addresses Patient Experience, virtually the sole focus of the experience is the facility – the layout, the furnishings, the look/feel of the physical surroundings.

Therefore, Patient Experience could reference a facility, an employee, a phone call, or a website. It could reference a process, a wait time, other patients, communications, quality of care, cleanliness, food quality, or noise. It’s just too much to consider in terms of the multitude of definitions and aspects of an encounter or relationship that the patient has with the provider.

Patient Experience professionals don’t have unlimited time or resources. They can’t redesign a facility, turn all employees into Disney cast members, and get processes working like a Toyota assembly line to create the optimal Patient Experience. Instead, to make Patient Experience management…well…manageable, ask yourself this one question:

How do we focus “Patient Experience” efforts on that which has maximum impact on the patient’s feelings, perceptions, and opinions?

I’m going back to those 3 words – feelings/perceptions/opinions – because patients make the decision about whether to return if needed or seek care elsewhere based on feelings/perceptions/opinions. The answer to that question helps you to determine what impacts the patient’s willingness to recommend your organization to others. The answer to that question results in your understanding what can make a patient decide to give you the positive or negative rating. And the answer to that question helps you to better understand how they decide to be compliant with their self-care or post-discharge instructions. They decide all of these points based on their feelings/perceptions/opinions.

Through research, you can determine – statistically – what aspects of the experience have the greatest bearing on willingness to return, willingness to recommend, ratings, and compliance. By asking patients what impacts their feelings/perceptions/opinions, you allow them to guide you toward what would move their experience from good to GREAT! Don’t view your role as a Patient Experience professional as one that requires you to fix all the people, process, and facility ills in the healthcare world.

Let the Voice of the Patient guide your plans and priorities.

Did you like this post? Here are other Healthcare-related posts:


The Healthcare Customer Service Runaround – 8/19/14 TOW

Posted on August 19, 2014 in Customer Service Tip of the Week Please leave a comment


The following is a true story of a customer service runaround…

  1. Nate’s physician suggested that he have a diagnostic procedure.
  2. The hospital called Nate to schedule the procedure; they suggested he get the CPT code (procedure number) since Nate wanted to get an estimate of the procedure charges.
  3. He called his physician office and got the CPT code.
  4. At the direction of the physician office, he called another office (in another town) for an estimate. He okayed the procedure based on the estimate being somewhat reasonable.
  5. Nate had the procedure and received results – all were good!
  6. He received the bill – 60% above the estimate.
  7. He called Billing and talked with Kristin. She said that they billed correctly, but Nate was only given 1 of the 2 CPT codes and was told the wrong estimated price; Kristin told him to talk to the insurance company and have them possibly appeal to the office (which was part of the same company as Billing, which was also the same company as the scheduler, which was also the same company as the estimator).
  8. Insurance said that they may be able to do something if the physician office said that the procedure wasn’t warranted.
  9. The insurance company called the physician office for Nate and left a message at the physician office.
  10. The office called Nate and said the procedure in question was ordered correctly, but they were adamant that they don’t give out CPTs – so they couldn’t help with his issue; they suggested that Nate call Scheduling – maybe they give out CPT codes.
  11. Nate called Scheduling; they said that they don’t give out CPTs; they suggested he call the Estimate department.
  12. Nate called the Estimate department; they said they don’t give out CPTs, but the supervisor would call him the next day because she may have access to information that the front line employee couldn’t access.
  13. Nate called a week later after having received no call back, and he left a message.
  14. The Estimate department called back and said to call Billing.
  15. Nate called Billing, and the lady he spoke with sounded familiar – she was Kristin. She said the physician office wasn’t telling the truth when they said they don’t give out CPTs.

One procedure and fifteen communications. There was no resolution, no ownership, and no accountability. Most of the conversations were with one company and four different departments/offices, but they operated as if they were four separate companies.

In most of the conversations, the individual employees were personable and somewhat helpful – they probably received good evaluations for their actions during the call. But from Nate’s perspective, this was a royal mess.

Don’t assume that one pleasant conversation equates to one happy customer. Ensure the company isn’t giving the customer service runaround.

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