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Looking Through the Lens of the Patient Teri Yanovitch

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A truly customer-focused organization strives to see things through the eyes of its customer. This approach asks, "How does the customer see us?" A practice that looks at their operation from the patient perspective is a key element that separates an outstanding business from others. Using customer service to grow your business is an easy economical way to attract and retain patients. Creating a culture of service excellence and establishing a positive brand in the marketplace is an approach that will reap the rewards for years to come.

A tool to look through the lens of the patient and to continuously be examining ways to enhance the current level of service is called a service map. Whether you are in the business of dentistry, call centers, medical services, or retail operations, all customers go through a series of actions to do business with you. By sequentially mapping out all the points of contact, then analyzing, and brainstorming to move from mediocre service to excellent service at each point, you can create outstanding patient experiences that can be delivered consistently to your patients.

A service map is a tool to define the process that focuses on how to interact with the customer in a more friendly way and reinforce looking through the lens of the customer versus looking through the lens of the organization. It is not a one-time event, but should be used on an ongoing basis by every area of the practice in order to continually keep improving.

The first step in service mapping is to identify a process you would like to make better in order to improve the patient experience. One way to choose this process is to pick the one you hear the most complaints about. Maybe it is your billing process. Patients might complain it is too confusing, too much paperwork, or too long to wait for the billing receptionist. Map out the process starting with the first point of contact for the patient. It is easiest to use a flipchart and block out each step using the term "the patient…" For example, if we were doing a service map for "paying the bill," the first block might be "the patient is directed to the payment window." The next step might be "the patient waits in line," and then the third step "the patient is given a copy of the bill to review." The entire process could consist of only a few blocks or it might consist of nine or more. My recommendation is, if it consists of 10 or more steps see if you can break it into two processes to analyze. Otherwise it might become too overwhelming. The key is to keep this simple.

Once the employee work group has identified all the points of contact and even potential points of contact, the next step is to look at each component of the service map and ask the question "What would mediocre service look like at this step?" By getting the group to identify mediocre service, they might start realizing that it is how they are currently delivering service. And while mediocre service is not necessarily bad service, it certainly will not give you the opportunity to build value with your patients for going beyond their expectations.

After describing mediocre service at each touch point, the next step is to describe excellent service at each step. Let all ideas be voiced and heard. Tell the work group to think outside the box. Ask them to think of organizations outside the dental profession and how they have seen this process accomplished. I have found it is better to have the big, wild, crazy ideas flowing in order to get the group thinking beyond the current way of doing things. While in the end not every idea might be able to be implemented, it's better to set the stakes high and get as close as possible to an ideal patient experience. Otherwise, what you will see as the result is little more than the current status quo.

The final step in service mapping is to review and remap the experience showing only the excellent descriptions for each step. This becomes the way the process is done from here on out. This is what creates the consistency and a seamless experience for your patients. This is the way new hires are taught to do this process. If you have several practices, it can be shared with all the other locations. Below is another example of a service map focused on the process of a patient coming in for a regular cleaning appointment.

Service Map
Process analyzed: Patient visit for cleaning
Step 1: Describe each step of the process looking through the "lens of the patient."

Step 2: For each block identified in Step 1, describe what would be considered mediocre service and what would be considered excellent service. Below is a sample of blocks.

We use service maps to improve our customer service because there are many choices for dental work in today's world. Most people will ask their friends and family for their recommendations. The practices that are responsive, caring, and helpful, as well as competent, will be the recipients of the referrals. I know of individuals who went to the most qualified dentists in terms of degrees, certifications, and education, but because they made the experience so unpleasant to do business with them, they were never referred to again. In the past, it was said one unhappy customer would tell nine or 10 people. Today with the Internet, blogging, Tweeting and Facebook, that number can be in the hundreds.

The patient experience must be carefully planned and managed to ensure the best possible experience every time. Put yourself in your patients' shoes and take a walk-through of your physical environment, your processes and procedures, your service delivery and see if it is just mediocre or does it create a positive feeling? Some things to consider: Does your office, Web site, and marketing materials send the message you want them to send? Do they look fresh and updated? Is your phone system welcoming and inviting? How does the paperwork make the patient feel? At ease or lost, confused, and frustrated?

Analyze how you address your patients: Does everyone in your office make them feel unique and individual? The key to outstanding service is personalizing and treating each patient as an individual, not just as "next" in line. Do you know when their birthday is? Do you know if they have children, grandchildren or pets? Patients will forget everything except how you made them feel. Patient emotions are input to delivering personalized service. Looking through the lens of the patient means that if you understand and acknowledge the patient's emotions, then you'll be able to meet the patient's needs more fully. Making the emotional connection will result in your patient feeling appreciated and that's what will drive referrals and repeat business.



Patients come into your office with a variety of emotions. Some will come in anxious, some will be rushed, others will be excited, and some will be worried. The secret is to identify with the patient's emotions, and then meet the patient's needs – in that order. Sounds simple, doesn't it? It can be a very simple technique, yet many overlook the power it projects in building the relationship of caring. For example, if the patient comes in looking harried and rushed, typically the staff will look to immediately try and get them into the operatory to start their treatment. That is meeting the "need." But by first acknowledging the emotions, such as "Mr. Jones, I can see you are in a hurry," then meeting the need, "let me get you taken care of right away," the patient can hear and feel the connection beyond the business transaction. It provides the personal touch. All too often, we come across as mechanical and uncaring, not because we haven't helped the patient, but because we have failed to emotionally connect and acknowledge their feelings.

While many businesses will say they are customer-centric and will post this in their lobbies, on their Web site, and in their advertising – most are not. If you hear any of the below phrases, it is a good indication your staff is not looking through the lens of the patient.

I can't.
I don't know.
The only thing we can do…
You have to…
That's our policy.
You don't understand.
You don't see my point.
I never said…
That's not my job.
What's your problem?
Do you understand?
You're wrong or mistaken.

If you are looking for a way to grow your business to attract and retain patients, I would recommend you conduct a formal or informal survey of both patients and employees and ask them what processes they would like to see improved. It is those processes that you can start to service map.
Author's Bio
Teri Yanovitch is a dynamic speaker, consultant and trainer. She was formerly a keynote speaker and seminar leader for the Disney Institute and an executive with Philip Crosby Associates, the noted quality management firm. In 1999, Teri became one of the first consultants to merge best practices in customer service and quality management into a comprehensive system for designing and implementing world-class service on every level. She is the co-author of Unleashing Excellence – The Complete Guide to Ultimate Customer Service. Teri can be reached at ty@retainloyalcustomers.com or 407-788-7765 for on-site workshops and presentations.
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