amednews: Leasing practice to hospital can be a viable business plan :: June 13, 2011 ... American Medical News

amednews: Leasing practice to hospital can be a viable business plan :: June 13, 2011 ... American Medical News

4 Quick Ways to Start Marketing Your Practice

So, you are convinced that you need to ramp up the marketing efforts of your physician office.  But you  still feel swamped, and the practice manager will not be thrilled to have another thing added to the to-do list.  What's a doctor to do?  Call for a consult?  Give up?  Keep doing what isn't working?  How about a few baby steps forward in your practices marketing efforts.  These are 4 quick, easy and relatively painless ideas:

1. Make marketing a priority. Find a few marketing activities that take less than 30 minutes of time, such as Twittering, writing a blog post or following up with networking contacts at other clinics. Then, commit to doing these activities first thing in the morning before you do anything else.
   
2. Create a marketing calendar for the practice. Block out set times every month when you'll only focus on marketing, just as you might block out specific times for call, meetings or patient appointments. Then, be sure to keep these "appointments." Display your marketing calendar prominently so you can't "forget" you're committed to marketing.
3. Review your marketing calendar monthly. Each month, schedule one hour to review your marketing calendar and plan for any upcoming events. If you plan to speak at a patient support group, plan out what practice marketing materials you will need to create before that date. If your clinic publishes a monthly e-newsletter, plan out when you'll write it. Any tasks you commit to should be added to your to-do list so you don't forget.
   
4. Consider hiring an assistant or free intern from a local college (Marketing Majors may need internships). If you or your office staff still doesn't have time to market the practice, consider hiring an assistant to do some of it. Try out a Websites like Elance.com to find qualified professionals cheap and easy.  Consider trying virtual assistants, designers, writers, consultants and other professionals to help you manage your practice.
   

When you market your medical business on a regular basis, it becomes a habit.  Once it's a habit, you know your clinic is on track to be strong, growing and able to best serve the patients over the long-term. 


Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I'll bet you already figured that out, didn't you? 

Why Make Time to Market A Practice

One common problem independent physician offices have today is the belief that they too busy to market the practice. There is the new EHR system.  Staffing and billing is a nightmare.  The senior partner is retiring.  Marketing?  You have to be kidding! 


These practices may have, at some time, created a marketing plan, but maybe not.  They may have believed a shingle, a business card and some old friends or colleagues would be enough to attract new patients.  They may have a fairly stable group of referrals for now.  They may have passed all business and marketing responsibilities to their office manager who feels that there isn't enough time for marketing activities on top of all the other minutia of running a practice today.  They are just plain, frantically, busy.
So what happens? Well often, doctors just stop marketing and focus their attention on patients and day to day issues. After all, they have all the patients they can handle.  Their med school buddies will keep referring to the clinic.  They have a good reputation in the community.  They don't have to market the practice anymore, right?                                


Wrong!                      

That may be true for a few weeks several years ago, but sooner or later those patients will die, move away or change insurance plans.  Those referring colleagues may have their practices bought by a health system that discourages them from sending your office patients.  The hospital may build a clinic across the way and have a large successful marketing and advertising plan.  If you've just stopped marketing your practice, the office may suddenly realize you don't have any new patients, and it may be too late to impact that trend.

Marketing may not seem like a necessity when you have plenty of folks in the waiting room and your are booked out for six weeks.  But without steady marketing efforts, you won't be able to attract new patients to keep your practice healthy, stable and competitive in today's health care market.

Keeping abreast of your practice's marketing efforts requires planning, so my next post will have a few suggestions for marketing your services even when the office is extremely busy.


Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I'll bet you already figured that out, didn't you?  

Is Your Practice Selling to a Health System? A few considerations...before you cash the check

Oops!  There goes one.  Oops!  There goes another one!  We hear about it every week.  Shrinking Medicare and private payer reimbursements,  increasing regulatory demands, and high cost technology are just a few of the reasons that many physicians are crying "Uncle" and actively looking to sell their practices.  As quickly as they can, many are relinquishing the freedom of being their own boss and are becoming employees of a hospital or health system.

Of course, for some docs, selling to a hospital system may make a lot of sense.  You may be overworked, under capitalized or ready to soon retire.  There may be a problem with billing, taking call or, dare we say it, you just want to take care of patients and HATE the business side of medicine.  Regardless of the reason, you, your accountant and your attorney need to evaluate several issues before making the big decision. And, if you decide to take the plunge, be careful to make sure that you have an “out” if the deal isn't all both parties expect..

Due diligence review (discover your own dirty laundry)

Don't even think about entering into discussion about the sale of your practice until you've conducted an internal due diligence review.  This allows you to be certain the the practice is in the condition to be sold. 


Make sure you identify billing and coding problems, contractual arrangements, or legal issues including potential litigation. Take a look at leases, employment contracts, service agreements, and other contractual arrangements should be current and meet present regulatory requirements. Finally, the review should also include a verification of accurate and complete medical records (and it doesn't matter how much you hate documenting!) and a billing audit.


If there are any problems, fix them before beginning negotiations.  

Personal and professional areas to think about

This may be a little too touchy-feely for some, but you must consider your own personal practice philosophies and professional goals:

• How does selling your practice and becoming an employee fit with who you are as a physician? 
• What if the arrangements don’t work out?  Will you be back looking for work after only a few years? 
• Do you expect to practice beyond the initial employment contact agreement?  
• How hospital employment fits with your career goals?  
• Can you go from being a boss to being the worker?  Selling the practice you built can be a traumatic for some doctors, and more than one clinician used to "doing it my way" may find the transition to being an employee difficult at best.

Pick the right buyer
When making the decision to join a health system, remember that what works for a large, corporate hospital may not work an individual practice. These are some questions you should ask:

• What is the hospital’s strategic plan?  
• Will it support your specialty’s growth after the ink is dry on the contract?   
• What is the health system's physician employment model? Some hospitals may already have other clinics formed and in place to employ physicians. 
• Does your practice has unique features that the buyer will want to preserve?   If it does, the hospital might be willing to establish a new model for your practice.
• What about its current technology?   An electronic medical record (EMR) system that meets the needs of the system's employed FP and IM doctors may be mind-numbing for your specialty practice.

The final step: the purchase agreement 
If your group recently put a substantial investment into technology (EMR, equipment, computers), you may want to make sure to be reimbursed or that you can continue to use it after the sale, and that the existing license agreements can be assigned to the hospital. What about the transfer of  medical records? 

Is your medical practice a corporate entity?  If it is, you may be able to handle the sale as a stock purchase, and simply transfer all your stock to the hospital system.  However, its important to remember that most corporate health care entities will only want to purchase the assets, and a stock purchase transfers liabilities as well. 

What should be in an asset purchase agreement?
 Legal experts say that the asset purchase agreement should address the following issues: 

1. The purchase price and terms
2. The handling of technology issues (EMR, compatibility, etc)
3. The transfer of medical records, and disengagement if the arrangement doesn’t work out
4.  Should include a mechanism to disengage from the arrangement, and should address your ability to reacquire your assets and return to private practice
5. It should dovetail with employment agreement and restrictive covenant provisions. The provisions should also clearly spell out when and how the unwind option can be exercised.

The employment agreement
So now you have gone as far as reviewing the hospital employee agreement.  This agreement sets the stage for your practice's arrangement with the health system and should address issues such as term and termination, compensation, and dispute resolution processes.  The agreement should also include an adjustment mechanism if performance targets set by the hospital system aren't met.  


Most hospital employment agreements will have a term of not more than 5-years, and  3-year terms are fairly typical. However, the typical employment agreement can allow for early termination by the hospital, the doctor, or both. If the agreement can be terminated “for cause,” make sure the grounds for cause are spelled out clearly and are as objective as possible. Also, if the agreement can be terminated prior to the end of the term without cause, adequate notice should be required to permit you to make new practice arrangements.  Be sure you have a lawyer review your contract and these terms very carefully.  

Watch for more:  What do do after the contract is signed


Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

Options for Practices Regarding Accountable Care Organizations

These days physicians, medical practices and health systems around the country are debating requirements of becoming an Accountable Care Organization (ACO), and are often wondering where their organizations can accomplish the task. Health care consultants and other experts point out that this is a critical time to develop strategic plans, implement some operational initiatives and update a business' direction.  So while the issue is important to discuss and consider for many groups, it's also critical to take look at all the options in this time of ongoing health care reform.


We're all aware that to survive every doctor must deliver cost-effective care to patients.  Consequently even large systems have been scrambling to update their electronic medical records beginning to try and implement a stronger clinical integration.  However, it's important to have a clear framework for practice changes and and both a mid-range and a long-term plan.


Recent articles on health care trends and the transformation of the health care industry suggests other options to ACOs will emerge as well  They include the following: low-cost leader, niche clinical service provider, research/innovation institute, island, virtual health organization, and vantage integrated provider.  Understanding these opportunities and niches, can help practices to put down a  plan to outline goals, make action plans, and decide the resources necessary to achieve them.


Below are descriptions of these other potential roles:


1. Low-Cost Provider

• Very selective scope of services
• Based on low cost and patient convenience
• Care is provided in low cost settings
• Minimal administration
• High patient volume with reduced cost per patient
• Will build volume via contracts and "word of mouth"
• Little to no investment in aggressive marketing
• Operational standardization and efficiency are maximized
•  Mid-level providers used to reduce the number of MDs and RNs providing care

2. Niched Provider

• Narrow array of services
• Standardized, efficient operations
• Practice identity based on clinical expertise and ongoing innovation
• Structured means of developing and managing patient referrals
• Targets patient base due to  market size, usage patterns, value sought and decision criteria used to select care
• Thorough understanding of competitors
•  Proactive in establishing and managing new strategic relationships 
• Able to recruit and retain a clinical team with area respect

3. Research/Innovation Institute

• Focused on bench and translational research
• Can implement services and products more quickly and cost-effectively than competitors  
• Targets patients specific to the services and products being developed
• Can anticipate multiple trend to identify new services and products
• Open innovation network attractive to physicians, scientists, and others
• Strong relationships with public and private funding sources
• Minimal bureaucracy

4. Island

• A sole provider in an area.
• May be any size.
• Able to protect practice from competitors
• Strong relationship with local community
• Strong outreach strategies and resources
• Services meet the majority of the needs patients and is supplemented with patient transfer agreements, tele-medicine, and coverage agreements for needed specialists
• Ability to limit out-migration by patients via meeting their needs (access, clinical skills, service)
• Financially stable
•  Creative in recruitment and retention of clinical staff

5. Virtual Health Organization

• Contracts to support other providers.
• Does not own or operate a care delivery site.
• Delivers health care resources
• Strong marketing and sales capability 
• Large, geographically dispersed network of resources available 
• Strong network management  
• Strong IT and telecommunications resources compatible with a diverse array of providers

6. Vantage Integrated Strategy

• ACO "plus"
• Provider, payer, or other party that assembles and coordinates a network or system that consists of providers, finance and other strategic alliances.
• Strong IT and telecommunications resources compatible with a diverse array of providers
•  Access to capital
•  Legal skills to form network relationships and manage within the regulatory guidelines
• Understanding of the businesses and the management strength necessary to integrate the operations and cultures of diverse members of the network

It may seem that a "wait and see" attitude may be best until all of these aspects are determined, but doing so is risky as other more proactive providers will carve out their position and limit another practice's options. However, it's also risky to just select a path because it seems to be your only option, or because it's what everyone else in your market is doing!


Take some time, read more than one opinion and continue to map out re strategies for practice growth and success.


Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

Can Social Media Start Patient/Clinician Communication?

It’s no surprise to anyone that patients are turning to the Internet for information about their health.  Consequently, it’s more important each passing day for health professionals to understand that Facebook, Google, health news and patient online support groups will not replace the medical community. The Web is merely a tool that allows for more open conversation between providers and patients.   However, because of this broad use of the Internet, clinicians need to use social media and the broader Internet to help educate the patient.  Through the Web doctors, nurses and health care organizations have a great opportunity to provide accurate, reliable and truthful medical information to the health care consumer, and help a broad base of patients.


Still, many providers question the communication value of Internet as a whole and social media in particular.  Vast quantities of health information are available on the web and some providers feel that patients may be given inaccurate information.  Still other practices worry about potential liability in commenting on various conditions, or consumer postings on practice Facebook pages.  Finally, some doctors resent the potential ramifications of conflicting medical information.

In a recent New England Journal of Medicine article by Pamela Hartzband and Jerome Groopman the authors note that, "Doctors have to get used to the fact they are no longer the sole source of a patient’s health information. Instead, they need to serve more as interpreters of data, and be willing to separate the tangible information from the increasing amount of noise patients find online".  In discussing the physician's own use of email to interact with patients Hartzband and Groopman continue,"E-mail is quite different from speaking with a patient face to face, and doctors must consider carefully what they say and how they say it...written dialogue is quite different from spoken conversation: replies may be delayed, phrases may be more stilted, tone of voice is absent. We should pay close attention to any unintentional fraying of the physician–patient bond" .  So while caution is noted, the inevitability of the Internet has been acknowledged in the medical community.  The bottom line is that face to face communication still remains critical for the doctor/patient relationship.

The upside in this communication shift is that highly involved and educated patients are proactive in their health care.   By engaging in online health forums, patients get emotional and informational support from medical sources and others dealing with health care issues.  They can gather health information from the Internet to help them gain knowledge, collaborate and share medical information. They in fact become health care consumers that can talk to their clinicians about conditions, concerns and make knowledgeable decisions about their care.

Luckily, researching health information on the Internet has never been easier. Patients can interact in health communities,  on practice sites, research venues and via social media, like Facebook and Twitter.  In fact, 40% of online consumers use social networking sites for health information, and according to one study, 80% of these patients are highly engaged patients that take active roles in their own well-being.

So what does this mean regarding the way physicians and practices communicate with their patients?  Well the data really encourages the health care community to embrace the benefits of the Internet and partner with patients in this new communications frontier. Additionally, the Web will never change the fundamental need for face to face interaction between doctor and patient. That personal relationship will continue to be key for the best patient care and greatest patient/clinician satisfaction.

Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

A great blog post: How social media has changed my medical practice

We always hear from the experts how physicians and hospitals should be using social media to be in touch with their patients.  Rarely, however, do we hear from the doctors themselves.  Here is a great blog post from Natasha Burgert, MD on KevinMD.com.  I've only included a bit to tweak your interest, but follow the link below to read the entire piece!

http://www.kevinmd.com/blog/2011/08/social-media-changed-medical-practice.html

How social media has changed my medical practice

by Natasha Burgert, MD |

Last summer, I joined millions of others in the deluge of social media. I committed one year of effort to see if social would enhance or distract from my pediatric practice.

That was my goal, just one year.

At that time, I wanted to dip my foot in the pool, and see if it made any ripples. The unexpected consequence was how much social media has changed my medical practice, and me. Ripples have returned as tidal waves.

My practice has seen tangible, real valuable benefits. I have been intellectually challenged, and have professionally grown.

For my practice:

• Increasing new patient traffic is creating revenue for our group.I average 1 new patient family per week who came because of our social media presence. I know this because they tell me, “I am here to see you today because I found you on Facebook,” or “I found your blog.”
  
  • 52 patients a year x $2700 (average pediatric care for 0-24 mon.) = $140,000 of average billable income over two years.

•  Creating information has added to my “search-ability” in search engines. All my work is available publicly and with fully disclosed authorship, so new patients can find me with ease.

• Investing time in relevant and complete posts actually saves me time in the long run. Questions I am repeatedly asked,  like “How do I start solid foods?“, can be answered quickly and completely by directing them to my site. This saves face-to-face clinic time for more specific concerns for their child.

Read the rest at:   http://www.kevinmd.com/blog/2011/08/social-media-changed-medical-practice.html

Natasha Burgert is a pediatrician who blogs at KC Kids Doc.

Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

I'm OK, You're OK! But that's not what it says online

So, as a professional many folks are not used to Internet boos and cheers.  Physician review sites such as Vitals.com, HealthGrades.com and DoctorScore.com give patients the chance to let the world know what they think about the doctor, the office and the staff.  Ignoring bad online reviews won't make the comments go away. Instead, respond online and address the issue at the review site and on the clinician's social media site. 

For example, say the office staff noticed a patient post about an unhappy experience at the clinic. In response they can post an apology about the negative experience, and note how the office addressed the issue.  If a doctor or clinic doesn't respond, the negative perception will dominate the online conversation.  Its important to create a personal brand that reflects what the offices wishes the public to know about them.

If on Facebook, have patients directed to the practice's Web site by linking to it from the social media site. Include any awards or patient reviews on the Facebook page.  Don't forget about Press Releases about disease states, special health months or practice expansions.   It's a free way to advertise the great things about the practice, and can get the attention of local reporters for future stories.  Be sure to copy all releases to the Facebook page as well.  Consider having physicians blog.  Put the links to the blog on social media sites, the practice Web page, and perhaps even Twitter.  Make sure to include photos of the office, the street view of the practice and a map to give patients a sense of where the office is located.

After the Facebook page has been active, ask patients and colleagues to become a "fan" of the page. Consider allowing visitors to leave feedback.   It may take a while to build up a clinic fan base, but here are tips to expand the group:

• In all print or email communication with patients, include a link to the Facebook page.
• Advertise the clinic Facebook page with Facebook ads. A practice can choose to  pay per click or per impression and no more. It's inexpensive and  guaranteed to be seen (unlike newspaper or print media), as only three ads are shown at a time.
• Create an easy-to-remember URL that directs visitors to the page, such as www.doctorpracticename.com/facebook.  Put the
 new URL on magnets, business cards and other handouts for patients.

Facebook may seem like a scary concept for many practices, but can increase visibility, help grow a practice and create a deeper relationship with patients.  Consider giving it a try!


Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

Leave a Message at the Beep: Getting a Call Back from Voice Mail

When communicating by phone, do you find that your business calls, or those of your staff often go unreturned?  Are messages about appointment confirmations, or required  follow up activities ignored? Do your employees ever call a patient or supplier and hang up if they did not answer, because they assume they won't receive a return phone call? Wasted time, missed opportunities and poor PR are all results of note using business messaging appropriately. 

1)  Always leave a message.  With Caller ID technology, there are no anonymous calls!  Calling a customer, patient or client  hanging up is simply too risky. A hang-up call doesn't let them think the office is no longer trying to collect a bill, or that they are not due for some unpleasant follow-up procedure.  When professionals hang up thinking “if I don’t leave a message, they will never know we called.”, the caller is fooling themselves.  Of course the person knows you called!  Additionally, if you didn’t feel your call merited a message, why would your client, customer or colleague make an effort in calling back?  Ask yourself:  How many professional contacts are calling back after you hung up without leaving a message?

2)  Don't block your number.  Unless you are using a private cell phone, be sure the business number is not blocked, nor is the Caller ID listing some obscure legal entity name.  If you are calling from a business, make sure the name is accurately represented, so that you're not ignored as a telemarketer.

3)  Know what you are going to say.  If you or your staff are going to call a contact, be prepared to talk. Clearly state who you are and why you are calling.  Leave the phone number and direct extension, so the person can avoid your voice mail tree.  If there are HIPPA issues, make sure that discretion does not mean they have no idea who you are and what the message means.  In that instance create a standard message, or have patients sign a waiver allowing certain numbers approved for voice mail messages.

4)  If you never get call backs, re-evaluate the messages left. Change it  if it’s not working. Your customer is sending you a message.  Pay attention!  The reason most voice mail messages don’t generate call backs  (note: this rule does not apply to your teenage kids!).   Most messages are about your needs, not your client or patient.  Leaving voice mails that record your name, company name and the request to call you back simply does not motivate folks to call back.   Leaving messages with the above and talking about a bill due, a product, procedure or service will not get a call back either.

5)  Don’t avoid leaving messages because you've already called several times. If you don’t want to bother the other person, then don’t call in the first place. Assume they are not avoiding your call and leave a message!

6)  So how do you get folk to return calls?   Simply change your message  by putting an outcome or action  into the message.   Let them know the benefit the person will get from calling back.   "We are now offering this service in our clinic, you can get in 3 weeks earlier and save money over using the hospital.  Please call us this week to insure there is space on the schedule."   This will make a difference in the return rate.  You can even offer a discount if patients call back to settle up an outstanding bill by a certain date.  But, let them know that in the voice mail!

Bottom line, if you want your business voice mail messages returned, then give the colleague, client or patient a good enough reason to do so.

Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

Aspects of Communication Style

What is the most important thing to be successful in your professional life? Some will say listening, some discuss key messaging and still others may mention relationship building. What do they all have in common? Communication. Not just chatting, or rambling and certainly no blathering, but effective thoughtful communication. How can we teach proper communication in a training program? Well over the next few days I want to explore the ins and outs of communication and the attributes. I'd love your comments and input!

So as we try and understand communication and its attributes there are some key facts. People in typically spend over 75% of their time in an interpersonal situation; and sales people may spend even a greater portion of their time in face to face contact. Fifty percent of this time is spent communicating, and half of effective communication requires listening. So, it really comes, as no surprise to find that at the root of a large number of client problems is poor communication. Poor communication can lead to misunderstandings between coworkers, management, clients, vendors and increased stress and job dissatisfaction. In fact one-fourth of all workplace mistakes are the result of poor communication. Effective communication is an essential component of personal and professional success, and it can be taught!

Human beings begin communicating from the moment they leave the womb. For years scientists have evaluated babies' cries, hand and eye movements and have found, as any parent can tell you, these newborns are very capable of communicating their physical and emotional needs. By eighteen months babies can speak approximately 50 words, and by the age of 3 children begin speaking in complete sentences. Consequently, it is easy to take communicating for granted because it is a daily activity, engaged in since pre-school. However, as we become more adept at "getting our point across", it becomes evident that the process of transmitting information from an individual (or group) to another is a very complex process; one with many sources of potential error. Communication is more than just child's play.

Confusion in interpersonal communication is rampant and can occur with as little as a one word response. But how and why does this happen? Remember the game of telephone? In any communication some of the "meaning" is lost in simple transmission of a message from the sender to the receiver. In stressful situations, like in a busy office, an even great percentage of the true message may be lost, causing the received message to be far different than the intent of the sender. This issue can be compounded when support staff relays messages, co-workers pass along "what the manager said" to others, with voice mail, or when critical information is delivered in a loud environment.


These sites are 1) transforming thought to speech, 2) the speech being sent to listener, 3) the receiver physically hearing the message and taking in other signals, 4) the listener interpreting the information. As misinterpretation can occur at each of the four sites, it is no surprise that social psychologists estimate that there can be a 40-60% loss of meaning in each communication.

How can we avoid these errors in our social and professional interactions? First, it is critical to understand the communication process, understand and be aware of the potential sources of transmission errors, and constantly attempt to counteract these problems by making a conscientious effort to avoid loss of meaning in conversation. Improving communication skills is an ongoing learning process throughout life.

Check out the related topic in: Think Before You Speak and other interesting concepts

Exerpts from the professional training module Effective Communication in Health Care, copyright  2006 by Denise L. Chaudhary


Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

Is Facebook Appropriate for Physician/Patient Communication? (or "Do I want a patient as a friend?")

Well, law practices are using it, government agencies are using it and even the President of the United States is using it.  So just what is the most popular "it" in social media, personal communication and professional marketing?  It's Facebook.  Using platforms like Facebook, Twitter and LinkedIn to is becoming commonplace in the health care industry to expand a clinician's or hospital's personal brand and/or business . The Mayo Clinic's Facebook page has 58,400 fans, Johns Hopkins Medicine has more than 14,000 people who "Like" it, and Cleveland Clinic is followed by 32,700 individuals.  So why do so many physicians balk from improving communicating with their patients through this medium?

There are some doctors and practice managers who think social networking is a waste of time and another electronic  inconvenience in their already over-scheduled day. The reality is that many patients and colleagues are online regularly.   It's not just kids on this social-media giant.  The fastest growing Facebook demographic is those 35 years and older, and today the patients that practices want to reach are on the World Wide Web.  A Facebook page is free, easy to set up, allows connections with patients outside the office and can strengthen an clinic's brand.

In the world of online communication, Facebook's not all sharing baby photos with grandparents or playing the latest game. At its essence, Facebook is about connecting people with similar interests - from patients with chronic diseases to former high school classmates.  A Facebook page allows practices to communicate with patients where they are - online. A clinic can start by choosing the information to promote: Where they are located, What are the hours, or a practice can highlight their areas of expertise and post patient stories, support-group sites and photos.

So while there are dozens of reason why Facebook is appropriate for doctor/patient communication, here are a few reasons medical professionals should put social networking to work for patients, doctors and a clinic practice:

1. Social networking is free marketing.

Having a presence online is more important than ever.   In fact, for those under forty if you're not online, you simply don't exist.

2. Fast and barrier-free communication.

Placing an ad in the local paper or snail-mailing a postcard about a clinic's new doctor is neither fast, nor free. A Facebook page is, and gives a clinic brand's presence broad exposure with a single click.  The more places a physician or practice is on the Web, the more likely that it will turn up at the top of the list of a local practice Internet search.  

3. Social networking can help advance practices and careers.

Potential patients and employers Google individuals to get a snapshot of people's credentials, philosophies and personality. A professional Facebook page can help give a good impression.  Add a top-notch profile on LinkedIn, and a few key thoughts on Twitter and a clinician can begin impacting his or her personal brand, as well as the practice's.

4. Patients  look for medical practices. disease management and physician information online. 

When it comes to choosing a new doctor, the studies find that the Internet is the first place many patients look.  If you "Google" a doctor or a clinic name, what shows up? How is a health care organization's listing on online locators like Google Maps or MapQuest?  First see what's online about an individual doc or a clinic. Then correct the information as necessary. Finally. start a Facebook page or Twitter account for the practice.  Each step will give greater opportunity to appear in online searches, and let a health care provider connect with patients in ways that don't occur with a practice's Web site.

5.  Patients looking for doctors and disease state management information online.

Most patient support groups have a Web site.  Specialty medical groups can add links or contact information to these national organizations and their local chapters.  Doctors can offer comments on the sites and then put a link up on their own Facebook page.   Be the local expert on a disease state and then communicate that with the patients.

     The Web also has multiple sites, such as WebMD or Vitals, that allow patients to do everything from finding a clinic to rating a doctor.  Its important to find out what patients have to say about a particular clinic or provider, and then take time to respond both online and in person to address both the negative and positive comments.  Sharing the data with staff, and in-office colleagues can help  improve patient satisfaction, and grow a practice.  Communicate this positive information on the clinic or practitioner's Facebook page with a link to the site.

These are just a few of the positive ways Facebook can impact a physician practice and even improve patient care.  Take a chance and give thought to communicating with patients in the new social media way.  It may take some time, but the effort can be worth it!



Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

Walking the Talk in Active Listening

Have you ever watched a colleague and just felt they weren't listening to anything you has said?  Ever felt your spouse may have been present, but hadn't really heard a word of the last minute of your conversation? Well your mind may have been picking up the unspoken message of their body language.  You might be surprised but using body language can actually improve your listening skills and increase your sales. 


Lets first talk about the mirror to the soul: your eyes.  Maintaining good eye contact (without staring or glaring please) increases the perception of effective listening.  Break from a constant rapt gaze, as that can seem a little creepy, but be aware that constantly shifting your eyes when folks are speaking to you can imply dishonesty, or that you want to get away as fast as possible from the current conversation.  No eye contact at all shows that you're already gone, if not in body then in spirit!  No one, especially a customer, wants to feel their thoughts don't matter enough to pay attention and you'll really find yourself "outta there".  Finally looking up out of the corner of your eye says that you aren't listening to what is being said, but thinking about your response already.  Not the way to get that sale!


Try some other body language techniques to improve listening skills.  You can show your interest in the subject through facial expression. Smile slightly, if appropriate and nod if you agree with or understand what's being said. Of course in a business situation we won't consciously eye roll or make other negatively perceived facial gestures (don't you wish teenagers could learn this?)  But  it's surprisingly how often we are unaware that we may raise our eyebrows, smirk, grimace or frown while others are speaking to us.  These facial expressions may be even worse than a blank stare when it comes to effective communication.  So  watch what your face is "saying" as you listen.    


A listener’s excessive movements, fidgeting or looking at the nails conveys a feeling of disinterest.  Check out the manicure after the business appointment!  Also, pay attention to how you're sitting.  Make an effort to lean slightly toward the speaker, and avoid closed postures with tightly crossed arms.  These gestures send a judgmental or incredulous message to the person speaking.  Try letting your arms rest loosely to the side of your lap with the palms turned up.  The mind interprets this as non-verbal signals that you're ready for honest, open and interactive communication, and can help your client feel more comfortable talking with you.


A listener can also offer questions to clarify the speaker‘s message.  This technique is commonly referred to as probing in our sales skills world.  It's nothing new in sales training, or intro communication courses, but a good refresher to remember that probing involves two type of questioning: open and closed. 


Closed probes can be generally answered with yes or no responses, and are great for closing a sale and securing commitment. Do you want to buy my widget?  Yes!  Well great.  Let's write up the order.... So while these types of questions are better for final clarifications, they rarely generate a conversation.  For that you need an open probe. 


Open probes are how, what and why questions.  How can we make this purchase easier for you?  What is the reason you are at this branch office today?  Why do you feel that this product isn’t working for you?  By the way, make sure your question relates.  In active listening it's important that the listener focus questions back to the speaker’s topic, so that the questioning doesn’t appear to simply be a means to change the subject.


Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

Can You Hear Me Yet?

So, want to increase your sales numbers?  Relate better to colleagues?  Communicate with your patients?  Want to improve your personal life?  Want to win friends and influence people?  Start listening!


I'm not just talking about nodding and interjecting an "uh-huh" to make a customer feel like you're paying attention.  I'm talking about active listening.  The academics sometimes refer to this as reflective or responsive listening, but its really just receiving a speaker’s message in a nonjudgmental, open-minded fashion.  It's making every attempt to understand the complete meaning of a communication, and "getting it" that feelings and facts are both part of the message. Depending on your natural personality type this may be an effort, but in this case, changing your natural tendency is worth it, both personally and professionally.


The big question is what do active listeners do differently than the rest of us?  Well first, active listeners utilize listening as an equal part of their communication skills.   Like the attentive listener, the active listener’s behavior involves eye contact, nodding, supportive comments, and sincere facial expressions.  The difference is they also patiently ask questions to clarify the speaker’s thoughts, and then work to summarize both the emotions and ideas behind the entire conversation[i]. 


To become an active listener it’s important to not jump in before the speaker has completed a thought.  Hear the message in its entirety.  I know this is sometimes difficult as a sales person when we feel we have so much to share and not enough time.  It requires respect, patience, and emotional control: a skill that is especially difficult when dealing with people who have a drama-tically different communication style.  Try to avoid offering advice before it's been requested---especially if the speaker has yet to share their entire thought. 


A truly effective active listener must also  be able to focus on what is being said.  If necessary remove any distractions or physical barriers that are impeding communication.  Turn off the car radio, shut an office door and absolutely put away that Blackberry!


If you want to improve your listening behaviors, practice echoing.  Echoing is a technique where the listener uses the exact phrase a speaker uses in order to gain greater understanding.  For example a client may say,  “That product is too expensive for our budget.”    The sales person would the repeat the word expensive and ask for further clarification.  “Is it something you would want if it were priced less?  Does the product offer value? If price wasn't an issue, how would you use this in your business?”  Doing this insures that ambiguous phrases or statements are more clearly defined, and brings you closer to being an active listener.

Note:  The thoughts and opinions on Training Wheels are my own, unless otherwise referenced, and are to be food for thought.  If contemplating business changes, these blog posts are not a substitute for consulting your lawyer or accountant. I"ll bet you already figured that out, didn't you?  

[i] Booher, p. 154

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