Here are the forms.

• Screening Form – Use this when 1st doing a phone interview
• Reference Checklist – Use when checking applicants references
• Office Manager Interview Guide – Guide A and B, one for each of 2 interviews.
• Use the Office Manager form to help reach a consensus.

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THE KEY element in the process is for you and whoever will be working with you to be clear, down to your toes, that it is in the patients BEST INTEREST to be seeing a dentist on a regular basis, and that you are providing a needed service by contacting them.  It just so happens that having them come back to your practice is good for your practice as well. As soon as you begin to think your job is to sell them on keeping their oral health up you are missing the point. They are people you are calling a providing a service to, and you want to do it with love and affinity.

Getting Ready

Sort your patient charts by people who have been in the office in the last 18 months and people who have not been seen in the office for the same period.  Assign letters of the alphabet to team members (A to F to jean, G to M to Mary, etc.).

Go though each letter and differentiate between patients who have a positive history with the practice and just haven’t been in, and those who had broken appointments, chronically late, etc. (turkeys).  File the charts to inactivate in the designated place.

Contact the charts selected using the script below.  If phone numbers have changed – research the phone number – through directory assistance.  If no phone number, inactivate the chart.

NOW WE ARE READY TO MAKE CALLS!

Start with the alphabetical list in the computer, or go chart by chart starting with the A’s and the most active charts.

CPR protocol

• Determine how you will document in the computer- perhaps an asterisk when they contacted.
• Update any information for the patient that is not correct in the computer.  Don’t forget to get their email address!
• Depending on your situation, plan to spend 2-4 hours a day on this project.
• After we finish the active patients we will start the inactive list.

Tracking:

Keep good track of your effectiveness. If there are several of you participating, create a silly competition.  Perhaps the most effective gets taken to lunch at the end of the month.  Or the least effective has to wear a silly hat.  Have fun!  

Keep track of:

• How many calls placed?
• How many patients actually contacted
• How many scheduled- $ TX scheduled.

Goal is 2 patients scheduled per hour

Update the office progress every week.

The Phone Call

Make it your own so it sounds real and caring.  Remember 93% of your conversation is non-verbal. Keep in mind that you are building relationships, not just production.  I have found it useful to keep a small mirror next to me that I look at to remind myself to smile.

The script below is a suggested one that we know works.  I suggest you practice it with each other (do mock calls) until you are comfortable with it.  Do not practice on patients!

Research the charts first. Discuss with other team members. Prepare by looking at the history and existing treatment plan and know as much as possible before you call them.  Be prepared to speak about something that is particular to that patient.  Be warm, happy, positive and caring.

• Hello!  This is _________from Dr. _____ office. Do you have a few minutes to talk?
• How have you been, we’ve missed you.  Dr. Smile asked me to call.  Is everything OK?
• Did you know it’s been a ____________years since you’ve seen Dr. _______?
• I apologize for taking so long to get in touch with you.
• I know you really care about your dental health and looking at your chart, last time you were here there was infection in your gums. Is that still going on? (Talk about the conditions in their mouth NOT treatment.)

Assume they have not received the recall cards from your office.

• Doesn’t it make sense that we get you in as soon as possible?

If they are seeing another Dentist ask them if they are happy there? They are always welcome to return to the practice at any time if they are not getting the treatment they DESERVE. (Key word)

You may want to ask if there was something you or the team did to cause them to leave.  Would you mind sharing with us so we do not repeat that for another patient?

DOCUMENT the conversation in the chart and/or the computer.

Other Potential Responses

Seeing another dentist:   Oh – well I’m glad to hear you’re seeing someone.  Are they taking good care of you? – You know the door is always open.  Can you help me – is there anything we did that made you feel uncomfortable and choose another dentist??

Fees too high :   Well I understand we aren’t the cheapest place in town but we strive to be the best.  Is it a matter establishing payments that fit your family budget?  We know that dentistry can be an  investment, that’s why Dr. B has put in place some special financing programs to help our patients have their treatment done now and then pay it out over time.  Would that work for you?

Not on my plan :  Well I understand – utilizing your insurance is important to everyone.  Did you know on most plans we can file for you and have the benefit come to you?  That’s called an out of network provider.  Would you like to do that?

I don’t really have time right now:  In the chart identify a need.  Well Dr. B is concerned about the cracked tooth on the lower left.  Is that hurting yet?  In any event, I’m sure you would want to get your breath freshened and teeth cleaned at least twice a year – doesn’t that make sense.  If they balk again: “Is there any other concern you have about coming in? “May I follow up in a month?   If you follow up in a month make sure you have a system set up to keep your word.

I only want to come in if I have a problem:   Oh, I see.  You know in Dr. B’s practice we are committed to preventative dentistry and helping people have as healthy a mouth as possible.  We really don’t see people on an emergency basis unless they are a regular patient of ours.  It sounds like you might be happier in another practice where you can go only when you need to.  When you decide where you are going – let us know and we will transfer your records.

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Reactivation of Patients after New Doctor Purchases a Practice

Purpose: To reach patients who may not have met the new Dentist who purchased the practice and “invite” them to get back on track with preventive dental care.

Idea: Offer these patients whatever new patient incentive you currently have going (if any) such as complimentary exam, xrays, or whitening. After all, they are really a new patient!

If you have paper charts:

First: Separate the charts into two sections. The top section will be patients who have an appointment in the future either in recall or with the Dentist. This may require you to purchase a second set of alphabetical dividers. The easiest way to do this is to have one person at the wall of charts, and one on the computer or in the appointment book.

If you are paperless:

If you have the previous Doctor’s patients in your database, you can run a list of patients who have not been seen since the new Doctor purchased the practice. You will then print this list, or if you have Eaglesoft, import them into In Contact so you can work this list from there.

Now comes the fun!

The first key to your success is to consider this a “numbers game”. Remember in Dental Boot Kamp we told you that you couldn’t be everyone’s dentist? Well, it is the same thing here. Some will, some won’t, so what…NEXT!

What you are trying to do is “invite” people to come try out the new dentist. If you are having to “talk them into it”, you are working too hard to convince someone. These folks will be the first ones to no show or cancel short notice, so resist the temptation to do this. The spirit in which you perceive these calls is crucial. Imagine you are throwing a great party and just want to invite those who really want to be there. Remember, you will be creating the future of the dental practice with these people, so if they were a “turkey” with the old Dentist, don’t call them!

Verbal skills:

Hello Mr Patient, this is _______from Dr. New’s office, formerly Dr. Old’s office. How are you today? Do you have a minute? We are reviewing our records and Dr. New asked me to give you a call. Have you seen a dentist since you were last in to see Dr Old on ________? (date of last visit)

If they have NOT seen anyone else:

Mr Patient, Dr. New would like to invite you to come in for a preventive visit to meet him/her and get to know him/her and our new team members. (if any) Your records are still here and will be updated at that time; does this make sense to you? If yes, go ahead and schedule an appt!

If they HAVE seen another dentist:

We understand, Mr. Patient. How is it working out for you at the new office? Are you comfortable there? We just want you to know if at anytime that changes, we would love to see you as a patient here. Would you like us to inactivate your chart at this time?

RE: Insurance changes:

Very often, when a new Dr purchases a practice, he or she will not continue a contract to accept a lower fee from an insurance company. You may have patients who ask, “Does he/she still take my insurance?” You will need to have a list of those insurance companies with whom Dr. Old had contracts with and inform yourself of the changes enough to speak confidently about it.

Basically, the general rule is: “We can bill any insurance, the question is, do they take us?”

If you know the patient was on a plan with Dr. Old that Dr. New has elected to discontinue, you say,  “We are now an unrestricted provider with MetLife/Blue Cross/etc.” When the patient asks, “What does THAT mean?” (And they will), you say, “What that means, Mr. Patient, is that you and Dr. New get to make the decisions about your dental health now, not the insurance company. You are now in the driver’s seat when it comes to what type of procedures you have done, and what materials are used to restore your teeth. Is that what you want for your health?”

If the patient asks, “How much is that going to cost me?” (And a lot of them will), you say, “Very often, there is not much difference in your out of pocket costs, would you like me to do some research for you?” Your annual dental benefits typically don’t change much. Most patients just want to be sure they are getting what they have coming to them in benefits, is that what you are most concerned about?”

If Mr. Patient says he will look for a dentist on his plan:

Say, “I understand, Mr. Patient that you are making a decision based on financial considerations. Please let us know whom on their list you decide to see so we can assist you in transferring your dental records. Mr. Patient, can I ask you one favor though? If, when you get to your new office, you find you are not receiving the quality of care you have come to appreciate here, will you give us a call? We are always happy to welcome our good patients back when this happens.

The most important thing is to keep a 10 on your forehead! If a patient says no, it is not you they are rejecting! They have just made a decision to let an insurance company decide their healthcare. If you are positive, and remain confident and pleasant, a lot of these patients will discover for themselves that the offices who have to rely on insurance contracts to stay in business are not where they want to be.

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The time since the economy turned bad has flown by and if you are like most, you are faced with challenges in the Dentistry marketplace that were not anticipated. Have you been taking advantage of the opportunities before you, and get stronger during a down market?

Follow our LEAD Principles and have a surprisingly good year!

• Lead the Way – Energy, Mindset, Focus – the Leader sets the tone. Create a team of Leaders through clarity of purpose. Keep your head in the game and focus on what will make a difference. Soar with Eagles who are doing the same.
• Extend Your Reach – Continue to Market your practice. Let people in the community know you are there. Speak at the local Kiwanis and Rotary Clubs. Upgrade your website. Get your practice in the Public Eye through effective, low cost Cause Marketing.
• Adapt & ASK – Customize. Work with your team and your patients to help people solve their total problems. People buy for their reasons not yours. Find out about your patients and their desires. SMILE and touch each patient’s heart. Meet them where they are – without assuming you understand. ASK !
• Develop Your Team – Make sure that every team member is at the top of their game, including the dentist! Communication Training, Practice Management Support, Clinical Excellence. Practices grow in a down economy by taking advantage of every asset in their practice and finding the hidden productivity. Allow professionals to assist you in this treasure hunt.

At C3 Results Group, we are committed to these 4 Principles. Our programs address these four critical areas. In addition to the powerful, info-taining, seminars we are known for, we also have a library of over 50 Training Programs that can be customized to your practice, in your town, on your schedule. Call Us.

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“No, I’m sorry, that simply can’t be done.”
“No, we can’t possible reschedule your appointment for next week.”
“I’d like to help you, but I don’t have time.”

OR

“Yes, we can make that work.”
“Well, our schedule is full, and we’ll find a place to take care of you.”
“I’d be happy to help you. I’ll be there as soon as I am finished with this.”

As an employee or patient, which responses would you like most to hear?  The second set, of course!

The tone of the responses tells us a bit about the cultures of the offices.  In the first office “can’t do” rules.  In the second, all things are possible.

When you create a “Yes” culture in your practice, everyone shares a “can do” attitude.  Employees view problems as little glitches – problems in search of creative solutions.   Patients feel attended to, cared for, and well-served.  In a competitive business climate, “Yes” cultures are critical to success.

What are the key ingredients to creating a “Yes” culture?

Strong Leadership: The first ingredient is a strong leader.  A visionary leader who can guide the office toward a “Yes” culture is essential.  This leader needs to be an optimist – someone who expects and will work for a favorable outcome in any situation. Leaders who create “Yes” cultures understand the importance of sharing and modeling the “Yes” culture vision. These leaders share their vision in their words and actions so that everyone is excited and on board with the direction of the practice or business.  They take action and are looking for ways to Make it Happen!

Excellent Communication: Excellent communication in the office is essential.  Since effective, positive problem solving is a key element of a “Yes” culture, communication must be open and free flowing.  There must be a give and take between committed team members.  Effective communication begins with effective listening.  It is in the listening that solutions are found.

Effective communication with patients is valued in “Yes” cultures as well.  Because of this, “Yes” cultures have systems and practices in place that assist in patient interaction.   As we teach, “The more you know about the person, the more they will perceive you know about what you are doing.”  Using research tools to get to know your patients and documenting that discovery gives you what you need to relate to each patient with power and compassion.  These systems and practices insure that patients understand their treatment needs.  Professionals in “Yes” culture practices communicate with patients using “patient language” versus “dental language.”

Excellent communication leads to emotional buy in.  Team members who buy into the work of the practice are more effective.  They are enrolled in the vision and the only way this can happen is through communication.  At the same time, Patients who have an emotional commitment to their care are more satisfied and more willing to follow through with treatment recommendations.

Positive Attitude: Having a positive attitude is probably the hallmark of “Yes” culture individuals.  Positive attitudes are not just Pollyanna.  Causing and living a positive out look takes consciousness and work.  We all have negative thoughts, negative reactions.  It is human.  So if you can’t get rid of it, what can you do?  You have to catch yourself and plant something new in it’s place.  This takes discipline!    Individuals in “Yes” cultures don’t see situations as “my way” or “her way” but as “our way.” “Can do” attitudes prevail and employees work toward creative and collaborative solutions to problems.

Accountability: Individuals in “Yes” cultures assume responsibility for the overall effectiveness of the organization.  Individuals in “Yes” cultures see how they fit into the big picture and they understand that their actions impact the entire organization.  When individuals in “Yes” cultures make mistakes, they learn from them, correct them, and move on.

Teamwork: Open communication and synergy between team members is critical to “Yes” cultures. Nothing scares a patient more than being around a team that doesn’t communicate well or can’t get along.   That doesn’t mean that everyone agrees, however.  Difference of opinion is important to effective decision making. It does mean, though, that individuals have the skills to resolve the differences of opinion and understand that differences are a natural part of any culture – even a “Yes” culture.

Strong leadership, excellent communication, positive attitudes, accountability and teamwork are all critical elements for creating a culture of “Yes.”  Management guru Peter Drucker observed that effective people are opportunity-minded not problem-minded.  Like good gardeners, individuals in “Yes” cultures pull out the weeds, notice the growth, and cultivate solutions, not problems.  So put on your gardening gloves, get out your fertilizer and build the YES practice of your dreams!  Don’t hesitate to call us for your gardening tips.

D

People with a D-Dominance style like to get immediate results and direct answers.  They seek power and authority and are willing to take risks.

I

People with an I-Influence style like to be involved with other people and develop relationships.  They seek to make favorable impressions and gain social recognition.

S

People with a S-Steadiness style like sincere appreciation and cooperating with others.  They seek stability and conflict-free environment.

C

People with a C-Conscientiousness style attend to details and strive for quality outcomes.  They seek clarity and opportunities to demonstrate their expertise.

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Fundamental Principle  to Attracting what you want in your life  is accepting total responsibility for what you already have in your life, both good and bad (even if it happens to you).  Take responsibility for that you either attracted it, caused it, or at the very least was given it.  If you cannot see that now (cannot be responsible now), at least try on the point of view and see what you life looks like from that perspective.   Whatever works so you no longer resist the way it is in your life now and what happens in the future.

The 5 steps to getting what you want:

1. You get what you focus on! Remove Negativity.  Gossip, complaining and negativity keep people stuck on a very low level of energy.  You get what you focus on and if you focus on negative things, what you get is negative.
2. Know what you want. I recommend only wanting things that are true self expression for you.  Most people know what they do not want, not what they want and why.  For example, I want more money, or I want $1mm.  Why?  (So I have no more $ hardships?  That reinforces that you have hardships!), and dare something worthwhile and large.
3. Clear limiting beliefs. To train a flea you put them in a jar with a lid.  Fleas jump.  They hit the lid.  After awhile they will no longer jump high enough to hit the lid, and you can take the lid off.  Our beliefs about what is possible limit us the same way.  It puts a lid on our expectations.  Mostly these beliefs are either unconscious, or seem like the truth rather than a belief.  It seems like the truth that I cannot become a billionaire from here, vs a limiting belief.
4. Fully imagine your goal. Fully imagine your goal being realized.  As much as possible create the experience that you have it.  “Use your imagination lovingly on behalf of everyone, and believe in the reality of your imagined acts.  Use every sense you can possibly bring to bear into the imagined scene. Persist until you feel the thrill of reality, then drop it and let that scene fulfill itself on the outside.”
5. Let it go. The more attached you are to reaching a goal, the more you are reinforcing that you don’t have it.  Follow the steps and trust the universe (or God, or whatever) will fulfill you your intention, often in surprising ways.

Live the Questions Now…I would like to beg you dear Sir, as well as I can, to have patience with everything unresolved in your heart and to try to love the questions themselves as if they were locked rooms or books written in a very foreign language. Don’t search for the answers, which could not be given to you now, because you would not be able to live them. And the point is to live everything. Live the questions now. Perhaps then, someday far in the future, you will gradually, without even noticing it, live your way into the answer.  ~ Rainer Maria Rilke, 1903 in Letters to a Young Poet

Definitions:

re·spon·si·ble  (r-spns-bl) adj.
1. Liable to be required to give account, as of one’s actions or of the discharge of a duty or trust.
2. Involving personal accountability or ability to act without guidance or superior authority: a responsible position within the firm.
3. Being a source or cause.
4. Able to make moral or rational decisions on one’s own and therefore answerable for one’s behavior.
5. Able to be trusted or depended upon; reliable.
6. Based on or characterized by good judgment or sound thinking: responsible journalism.

Responsibility Assumption: Responsibility assumption is a doctrine in the personal growth field holding that each individual has substantial or total responsibility for the events and circumstances that befall them in their life.

Ontology  n 1. (Philosophy) Philosophy the branch of metaphysics that deals with the nature of being (on, ontos, being, and logos, science, the science or philosophy of being)  Ontology is a fundamental interpretation of the ultimate constituents of the world of experience.

Epistemology Theory of knowledge  that studies the nature, methods, limitations, and validity of knowledge and belief.  (Think of Facts.)

Distinguish: To distinguish  is to recognize the characteristic features belonging to a thing: i.e. to distinguish a light cruiser from a heavy cruiser

Distinction: Distinction, the fundamental philosophical abstraction, involves the recognition of two or more things being distinct, i.e. different.

Distinguishing knowing that from knowing how “knowledge-that” as opposed to “knowledge-how”. For example: one knows how to ride a bicycle and one knows that a bicycle has two wheels.   Many philosophers thus think there is an important distinction between “knowing that” and “knowing how”, with epistemology primarily interested in the former and ontology the latter. This distinction is recognized linguistically in many languages but not in English.

If I don’t manage to fly someone else will.  The Spirit only wants that there be flight, as for who happens to do it, in that he has only a passing interest.   –Ranier Maria Rilke

Belief: A belief is assuming something to be true, to be a fact.  A belief is not caused, it is created by choice.  A belief about a thing’s existence is not the same as its existence.  (a shirt is not a belief, it is a fact.  Saying a shirt is good for you is a belief)  Your perception  (beliefs) about your situation is what causes stress, not the situation.

10 limiting beliefs (from Mandy Evans):

1. I’m not good enough to be loved.
2. No matter what I do I should be doing something else.
3. If it hasn’t happened yet, it never will.
4. If you knew what I’m really like, you wouldn’t want me.
5. I  don’t know what I want.
6. I upset people.
7. Sex is dirty and nasty; save it for the one’s you love.
8. Better stop wanting, if you get your hopes up you’ll get hurt.
9. If I fail, I should feel bad for a long time and be really scared to try again.
10. I should have worked this out by now.

Cultural Trance: We are being programmed by the culture at all times.  The culture programs limitations.  “you can’t always get what you want”.

Hungry Ghosts: Buddhist term for desires that run you rather than you run them.  A desire for more shoes when you have a full closet is a hungry ghost, desire for more food when you just ate, etc.  Hungry ghosts are driven by intense, neurotic craving.  Often the experience is displaced desire for something else.  Like wanting $$ to get approval, the desire is for approval, not $$, and the desire will not be fulfilled by getting $$, no matter how much.

“When people start to meditate or to work with any kind of spiritual discipline, they often think that somehow they’re going to improve, which is a sort of subtle aggression against who they really are. It’s a bit like saying, ‘If I jog, I’ll be a much better person.’ ‘If I could only get a nicer house, I’d be a better person.’ ‘If I could meditate and calm down, I’d be a better person.’… But loving-kindness–maitri–toward ourselves doesn’t mean getting rid of anything. Maitri means that we can still be crazy after all these years. We can still be angry after all these years. We can still be timid or jealous or full of feelings of unworthiness. The point is not to try to throw ourselves away and become something better. It’s about befriending who we are already. The ground of practice is you or me or whoever we are right now, just as we are. That’s the ground, that’s what we study, that’s what we come to know with tremendous curiosity and interest.”    ~Pema Chodron  – The Wisdom of No Escape and the Path of Loving-Kindness