Personalized patient experience: when last impressions matter

When it comes to personalized patient experience, you may never get a second chance to make a last impression

The business side of health care requires that we do far more than deliver a service or product.  Modern consumers expect and deserve a positive experience.[i] That impression begins with the first impression — whether that means contact with your website, phone or in-person first contact; but might a focus on the first impression miss key elements of the personalized patient experience?

The last impression

Successful doctors intentionally engineer not only the first experience, but also the central in-office experience and key deliverable (typically an adjustment, in the chiropractic setting). But what about last impressions, the impression patients take away as we end the day’s interaction?

How can we ensure we have all three legs of the experience stool (first impression, central experience, last impression) solidly supporting our practice and (more importantly) the patients we serve?

Experiences require people, not just systems living in a manual. In our office, we have a system to identify and hire people who are “Welcomers.”[ii] These people are wired for connection, service and empathy — aspects of the patient experience that are all-too-often overlooked. Once we’ve vetted and hired these applicants we onboard them, immersing them in a culture that we’ve clearly defined and that we all buy into. We all know our vision, mission, values, code of honor, “We Believe” statements, and live under an accountability system (“Accountability Ladder”).[iii] And we make them a part of how we behave so that the principles are observable by the patient, even if those same patients don’t fully understand why they love their experience here. The systems are executed by a team of exceptional people who bring operational theories to flourishing life.

When the last impression goes wrong

Our team has systems for creating positive and memorable first impressions, as well as for the core patient experience. Those systems are beyond the scope of this article. Instead, let’s focus on an oft-overlooked element of patient (customer) experiences: the last impression.

Imagine you’re on a first date. Your date’s clothing and appearance are appealing, showing attention to detail and good taste. They make eye contact, smile and instantly forge a connection. The first impression has been made — but discussing the second date is premature. The main experience is why you are both here … and it goes well. Your date is polite, engaging, funny, smart, and just seems to get you. The interactions are stimulating and authentic, never forced. The meal is over way too soon, and it’s time to go. But wait! How do we part ways?

If the parting is a fond and mutual, “Hey, this was really special, we should do this again sometime, Sara!” followed by a warm and appropriate embrace, that might be the perfect end to the evening. But what if after that perfect evening you exit the restaurant and part with an awkward handshake and you’re both lost in your phone before you’re even out of sight with each other? Or your date drops a pack of cigarettes (and you don’t smoke)? That leave-behind, that last impression, is as indelible as the first. Just like that, despite that amazing first impression and date … there’s a sense that something’s not right, not safe and welcoming, and just not you. That last impression matters.

Personalized patient experience and setting an intentional last impression

How can we set the “last impression” for our patients? Of course, if the first impression gets botched and the experience is subpar, it won’t matter how amazing your last impression is. But let’s say you’ve got your team and your systems dialed in, and the patient and you are about to part ways for the day. Now what?

For the doctor, the last impression needs to be intentional. Douglas Sea, DC, teaches that ending the patient encounter needs to be by the patient’s permission. “Anything else I can check for you?” is one way to get that permission and personalized patient experience. It’s a little thing that respects the patient and differentiates the encounter from so many others. Once the patient has given permission to end the encounter — and only then — the doctor moves on, with the patient feeling valued and their time respected.

“Names are the sweetest and most important sound in any language,” said Dale Carnegie,[iv] and that’s good practice in greetings, during the “meat” of interactions … as well as in parting. “Daniel, we look forward to seeing you on Wednesday!” is a great way to part with a patient — but avoid the trap of using the words only! The words we speak are only roughly 7% of the message we convey. The vast majority of communication is non-verbal, human behaviors like tone and pace and eye contact and body language.

Our brain sounds an alarm when it receives conflicting information, a state called “cognitive dissonance.” An example of cognitive dissonance is that feeling we get in our gut when someone says “Have a nice day” but their tone and body language declare, “I don’t care; my boss makes me say that.” Aligning the words we speak with our observable behavior, and even with our hearts, creates an authentic, connective and positive experience and “leave-behind” (almost like a delightful aftertaste or bouquet in wine) for the patient … and for the person doing the parting. I once had an acupuncture instructor counsel, “Doctor, you are treating the patient. The patient is also treating you!” Every human interaction is more than an exchange of words; it’s an exchange of energy. Be sure that exchange is a win for both parties.

Behavioral styles that benefit business

Many organizations and businesses benefit from studying behavioral styles such as DISC (based on the writings of a Harvard psychologist).[v]

“Behavioral styles” is a fancy way of saying that people are not all the same. Some people intensely desire harmony and human connection, while others place higher value on efficiency or outcomes. Some value a faster pace, while others will feel rushed at that same pace. Some love change, others prefer stability.

Learn to identify others’ needs, then execute on the Platinum Rule: doing unto others as they want to be “done to.” To quote Dale Carnegie:[vi] “Personally I am very fond of strawberries and cream, but I have found that for some strange reason, fish prefer worms. So, when I went fishing, I didn’t think about what I wanted. I thought about what they wanted. I didn’t bait the hook with strawberries and cream. Rather, I dangled a worm or grasshopper in front of the fish and said: ‘Wouldn’t you like to have that?’ Why not use the same common sense when fishing for people?” This is wise, timeless advice for fishermen — as well as doctors and their teams.

Find your authentic last impression

How else can you create positive last impressions and a personalized patient experience? Handing you a script or playbook to answer that question would be cheating at best, counterproductive at worst. The best robot isn’t as good as a caring, attentive human listener.

Giving you “the answers” risks training you to deliver words or actions tainted by hints of cognitive dissonance for you (or your team member) and the patient, both. I’d advise being intentional, authentic, and leading with your heart. A footrace isn’t over until it’s over, and coaches counsel runners to run through the finish line to avoid letting up too soon and spoiling an otherwise solid performance.

In the same way, when a patient is in the office, don’t let up on your “performance” until the “race” is over. Last impressions matter and can never be undone. Design and close each encounter properly, and the end results for the practice and the people you serve will be magical.

DANIEL A. SHAYE, DC, is the clinical director of Performance Chiropractic LLC, in Williamsburg, Va. A 1996 salutatorian and magna cum laude graduate of Logan College of Chiropractic (now Logan University), he is the third chiropractor in his family. He has been training and growing as a doctor and person using SideCar systems since 2016 and can be contacted at pchiro@performancechiropractic.com.

REFERENCES

[i] See The Experience Economy by B. Joseph Pine II and James H. Gilmore

[ii] A term coined by Richard R. Shapiro in his book The Welcomer Edge

[iii] The Accountability Ladder is a key concept in The Oz Principle – Getting Results Through Individual and Organizational Accountability by Conners, Smith and Hickman.  It is a key concept in SideCar (www.sidecaredge.com) training and business development systems.

[iv] How to Win Friends and Influence People

[v] DISC is based on writings of Harvard Psychologist Dr. William Moulton Marston, and has been developed, tested, and refined over the past 90+ years.

[vi] How to Win Friends and Influence People