Establishing Effective Communication With Dental Labs & Patients By: Jerry A. Jones, CEO, Jerry Jones Direct

It’s been said that most if not all problems can be avoided with proper communication. I recently read a well-written article in Lab Management Today. The article’s focus was based on a survey of dentists who were presented the question, “Why do dentists switch labs?” Here are some of the results the survey revealed:

• 68% of those surveyed indicated “inconsistent quality and technical problems” as their reason(s) for switching.

• 30% of the respondents indicated “poor relationship/poor communication” as the number 2 reason(s) to switch.

• 26% cited “delayed turnaround time/late cases.”

• 20% reasoned that the “Rx was not being thoroughly read or followed.”

What’s interesting is that just 8% blamed “A price increase the doctor just couldn’t live with,” while only 5% switched due to another lab’s “lower fees.” (Keep in mind, respondents were allowed to choose more than one reason for switching, which is why the totals above exceed 100%.)

So what does this tell any business owner? Communication is critical; not just in the practice/lab relationship but the practice/patient relationship as well.

After learning the reasons why dentists switch labs, a client of mine, Premier Dental Arts, began emphasizeing in their advertising and marketing the steps they take in ensuring they have a 99% on-time delivery rate, regardless of weather, etc., while ensuring consistently perfect results in their client’s cases.

If I were an owner of a dental practice, my marketing plan would most certainly address issues cited by patients leaving a practice, and I’m willing to bet, among the top reasons cited from patients on exit surveys would be:

1.) Not being “listened” to. (i.e. The patient’s real and perceived needs are not being met.)

2.) Not being seen on time. (Patient’s “time” seen as less important than that of dentist/practice.)

3.) Technical issues in: delivery of treatment; and understanding of financial terms/arrangements for treatment.

As a patient myself, I believe patients feeling they are “not being listened to” is the most important. In fact, all three reasons have resulted in my leaving a practice or other business in the past. And, all three reasons can be eliminated almost completely if communication and the importance of it is established and becomes a focus in the business.

So, how can we determine the three issues I’ve listed can prohibit losing business to lack of communication? I believe it all starts with you, the leader of the practice. Your attitude will determine the attitude of the staff and have a direct impact over patient relations as well.

With that said, I think the next step is to simply look at the reasons why folks are leaving your practice and address them, not in a shy manner, but aggressively and head-on.

If a patient is not being listened to, stop talking and start listening. The best and highest producing people in any profession always confess to be “good” listeners.

If patients aren’t being seen at their appointment times, why not? Are they scheduled too close together? Is someone taking too long on a routine procedure? Are you or your staff talking when you should be lighting a fire under each other to get work done? Are you following up with patients who leave the practice? As my football coach used to say, “Jones, break up the rock pile and start running!”

If the patients’ ability to understand your financial arrangements or your treatment plan is inhibiting treatment acceptance, explain the plan to the patient in terms so clear, concise and simple, anyone can understand them. I firmly believe if you are presenting treatment, have your staff assist, both with financial arrangements and with the technical jargon regarding the treatment presentation.

One of my clients, a dentist who owns a lab and several practices, has his assistant explain BOTH. It allows him to focus on what he does best, dentistry. She is not caught up in dental jargon and patients relate to her better as they perceive her as understanding their monetary issues better than the ‘rich’ doctor.

Being more specific, clear and concise, using terminology which is easily understood, and doing it regularly and timely will result in improved patient retention and an increase in referrals.

And, if you’re on the receiving end of what is perceived as poor communication, a direct approach–hitting the issue squarely on the head is best. Don’t beat around the bush, just communicate.

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Jerry A. Jones is a speaker, author, dental practice marketing and advertising expert, and dental business coach. His company, Jerry Jones Direct provides “Personalized, Guaranteed, Results-Driven Dental Practice Advertising and Coaching.” He has coached clients to add $5K to $15K net income per month and take an extra day off per week. Order Jerry’s FREE special report by calling 1-800-DYNAMIC or visit JerryJonesDirect.com for more information.