Episode Transcript
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Speaker 1 (00:10):
So thank you for
joining us.
This webinar everyone is theone we did in Florida for Home
Care Association of Florida.
We did a whole half dayactually workshop on maximizing
success in home care sales, theimpact of tailored training.
We're going to narrow it downto two hours today If you can't
stay for the whole time.
We appreciate you being herefor as long as you can be and
(00:32):
thank you to those of you whocame in early.
I know you're going to get a lotout of this and I yes, I will
send out the replay and also, Iwill send out the replay.
And what was the other thing Iwas going to tell you?
I don't remember.
Oh, so, during the webinar,what we're going to do is we're
going to use the Q&A section.
(00:53):
So you see the little Q&A inyour.
We're not going to use chat oruse Q&A.
So if you have a question as wego, please type it in before
you forget.
And then, when we stop forquestions, we're going to stop
about halfway in before youforget.
And then, when we stop forquestions, we're going to stop
about halfway.
We'll do all the questions thathave come in over the course of
Dawn talking and then we'llmove on to the next section.
(01:14):
So Q&A will be about halfwaythrough, so type those questions
in All right and Dawn.
Speaker 2 (01:20):
So I'm Dawn Fiella.
I have been with ApprovedSenior Network for about two and
a half years now.
Before that I was I like tocall it in the trenches of home
care because it feels that way.
There are days where you feellike you're in the trenches, and
so I worked for Home InsteadSenior Care for 10 years.
We were the number one office,went to convention every year,
(01:42):
helped you know, show people,other offices how to do the
marketing there and some sales.
And more recently I worked atan independent home care agency
and we were able to grow theprivate pay business from
200,000 to 3.5 million in underfour years.
I did develop.
We have a training program.
Some of you who are on here nowwent through our training
(02:03):
program, so we're going to talkabout the methodology behind the
training program.
Some of you who are on here nowwent through our training
program, so we're going to talkabout the methodology behind the
training program, why it'sworking, what you know, what are
you looking for when you'rehiring a marketer?
We dig into lots of KPIs, lotsand lots of things, so hopefully
you're going to enjoy all ofthat.
The focus is small groups andaccountability, and you know it
(02:24):
isn't fluffy.
It's not a lot of.
You know.
We're not promising a lot ofthings that aren't going to
happen.
We've had I don't know how manypeople go through the class I
think we're over 40 by now andby week six they're getting
referrals and it's going reallywell.
So it's been working.
We're not going to dig deepinto that, but we're going to
talk just in general abouttraining for your marketer, the
(02:47):
kind of people to look for KPIs,lots of great stuff.
So I hope that you I hope youenjoy it, valerie.
Speaker 1 (02:55):
I'm up.
Okay, I'm Valerie Van Boeven,the founder and co -owner of
Approved Senior Network.
We've been helping home careagencies market their businesses
since 2008.
So that's a really long time,gosh.
And it says focus on onlinemarketing for home care agencies
from 16 years.
We're almost at 17 years, oh mygosh.
(03:16):
And that's my LinkedIn.
Please connect with me onLinkedIn.
I'm going to talk about thatlater in the webinar, but if you
see me, there's only oneValerie Van Boeven.
If you can get part of my namespelled out, you'll find me on
LinkedIn.
And also, george is listening.
George is the co-owner ofApproved Senior Network and he
(03:38):
is also here listening to Dawn,because this is super fabulous.
I'm glad everybody's here.
Speaker 2 (03:44):
And also please
connect with me on LinkedIn if
you see me too.
All right, so the overviewwe're going to talk about the
uniqueness of the home caresales role.
It is a very unique industry.
It's unique for SEO, it'sunique for being out in the
field.
Everything about this industryis unique.
So we're going to talk aboutthe actual sales role, the
reason we do micro class salestraining, core components of
(04:08):
effective home care salestraining, developing
relationships with professionalreferral sources, building
strong relationships in the homecare sales role, identifying
key performance indicators,goals and steps to
accountability, integratingin-person marketing and online
efforts.
And then we'll have somequestions and answers right
before KPIs I think it is, andthen we'll get into the rest of
(04:31):
it and we'll have more questionsand answers at the end.
So the uniqueness of the homecare sales role why, what's
different about it?
Why is it unique?
The whole approach of this isdifferent.
First of all, your private paybusiness we'll talk about first
where does the private paybusiness come from?
70% of your private pay businessis going to come from the feet
(04:54):
on the ground.
Marketing efforts that's whatwe're talking about today.
The sales role.
It's a two-part role.
This is where it seems a littlebit different, a little bit
more unique to me.
We are this marketing person.
I'm just going to call themmarketing for the sake of home
care.
That's typically what they'recalled In most companies and the
companies I've worked with.
It's a two-part role.
(05:14):
They're doing businessdevelopment, which is where
you're just out, trying to getthose referrals and growing the
business.
Part of it like where thebusiness is coming from.
You're developing the business.
The business part of it likewhere the business is coming
from.
You're developing the business.
The second part of the role isthe sales and that's the direct
consult, of selling of servicesto seniors and their family.
It's two hats right, and thehats are on and off all day long
(05:37):
and it can be a tough role tofill.
I struggled in the beginningfinding the right people that
could do both of those thingsand be able.
You know you're out marketing,you're in a SNP, you're with a
social worker, you have one haton and now you're going to go
down, even down the hallwayright there in the skilled
nursing facility and meet withthe family.
The hat changes because you'removing from business development
(06:00):
to sales and it's a totallydifferent kind of thing that
you're doing.
So it's important to understand.
It is a very unique role andit's important, if you are
looking to hire somebody, thatyou're looking for someone that
can do both of those things.
I remember in the beginning itprobably was more about my
ability to hire the right personthan the people.
But in the very beginning, whenI started hiring people for
(06:23):
this role, I had to have twodifferent people because I
couldn't find someone who coulddo both.
But that might have been moreabout my ability to find the
right people.
So I had someone that was doingall the business development
and somebody else doing all ofthe signing of the jobs.
It's better when you can findone person to do both, mostly
because when someone refers afamily to you, they want for you
(06:44):
to be the person.
They trust you, they like you,they know you and they want the
marketer to be the person tosign them up.
So either way, it is a two-partrole and the success in this
role hinges on the ability tobuild and maintain long-term
relationships with referralsources.
We're talking strong,foundational relationships, not
a one and done.
They know you, they trust you,you're an expert, you're their
(07:07):
go-to.
That's the kind of relationshipIf something bad goes down,
they can ask you to come totheir office, tell you hey, your
caregiver was here doingbedside sitting and she fell
asleep and it was an overnightawake and you should be able to
bounce back from that.
If you have a strong, deeprelationship, they should feel
comfortable enough with you toeven bring that up in the first
place.
So that's what we're lookingfor.
(07:28):
They also need to have theability to build trust with
referral sources, seniors andtheir family.
So it's both the relationshipand the trust Understanding the
home care sales role.
So this role definitely comeswith some challenges.
A big challenge that I've seen,especially since I've been
working with lots of home careowners across the country, is
(07:50):
the lack of training for theirreps, the lack of setting strong
foundational goals for themthat are measurable and we'll
get into that in a little bit.
Holding them accountable thatcan be very challenging and
difficult for owners to do.
And then mentorship withtraining and I found this
through the years.
It's not enough to say I'mgoing to go to this conference
(08:14):
this weekend and I'm going toget trained how to do this and
I'm good.
It just doesn't work that way.
It takes a lot of go try what Isaid and come back.
Go try again and come back.
Now, go do this and come back.
They need a lot of back andforth mentorship because you
can't set them up for all thedifferent things that could
(08:36):
happen, the objections thatmight come up, all the things
that could go on in their day today in one weekend or in one
sales training.
It's not a one and done, it'songoing.
I would say it took about 90days to get my marketers really
up and running and had enough ofthat back and forth that they
felt confident they could standtall and overcome an objection
(08:58):
right there on the spot.
So those things the training,the goals, accountability,
mentorship have to happen.
There are three different typesof people coming to our classes
and just entering this field.
One is someone who has salesexperience but they're new to
home care.
They need training.
They still need sales training.
People that are in home carealready maybe they're a
(09:19):
scheduler, maybe they've been inrecruiting and now they're
going to be your marketer, theystill need training.
They don't know what to expectout there.
Referral sources are not thesame as caregivers, they're not
the same as clients and familymembers.
They're different and the roleis different and the way that
you interact with them isdifferent.
And then you have people thatare new to sales and the home
(09:41):
care industry.
Absolutely they need training,right, because they don't know
either.
So training again isn't a oneand done.
Expectation and goals must beset and accountability and
mentorship will be what leadsthem to success.
Some of the other challenges inthis role is the home care
market is saturated in someareas of the country.
I know that in Arizona it'spretty saturated.
(10:03):
We have hundreds of home careagencies here, literally
hundreds and hundreds of them.
You have to differentiateyourself from your competitors
and the sooner you can do thiswith your marketer or have your
marketer come up with whatthey've seen out in the industry
.
This should be a groupconversation in your company.
(10:24):
How are we different?
It is that differentiator manytimes that gets you past the
gatekeeper and even gets asocial worker to talk to you.
I can't tell you how many timesmy marketers have said I walked
in and she said she's alreadyworking with five home care
agencies and she doesn't needanother one.
She doesn't need to talk to me.
Well, she does.
If you're different, so youhave to be different.
(10:44):
It has to be a real reason.
It's not my caregivers reallycare or my caregivers will go
above and beyond.
That's not enough.
It has to be meaty.
It's got to be a real strongdifferentiator.
We do give a differentiator inour classes.
It's working great for thepeople that are using it.
(11:06):
You have to be differentBecause when you say, yes, I
understand you're seeing fiveother home care agencies, but
did you know we do this?
This is what we do and thissets us apart and I would love
the opportunity to share thiswith you.
I only need 10 minutes,whatever it is that is going to
get you past the gatekeeper andget you to talk to that social
worker.
Training and differentiation canreally help you handle
rejection and overcomeobjections.
(11:26):
So that is a big challenge andthis is the fear, the fear of
rejection in sales.
It's big, it's big and nobodywants to feel it.
Nobody wants to go through that.
And the second thing is theovercoming objections.
If they've been trained welland they've been given the If
they've been trained well andthey've been given that.
These are the possibleobjections that could come up,
(11:47):
and this is what you say when itcomes up, before they even go
out into the field.
They're prepared.
They have the tools that theyneed to handle the rejection and
overcome objections.
So with the right training,there's going to be less
rejection and they'll alreadyknow what to say if an objection
comes up.
So those are the three mainthings lack of training, markets
(12:10):
are saturated, so you mustdifferentiate yourself.
And handling rejection andovercoming objections those are
the biggest challenges I've seenin this role.
The benefits of being a homecare sales role is it's
impactful work.
If you find the right person,they're going to love the fact
that they are doing good in theworld.
(12:31):
They're changing things forpeople.
Seniors want to be at home.
Bit by bit, they're helpingseniors stay in their home and
it's important to them.
It matters to them that they'redoing something that makes them
feel good and it's good for theworld.
Professional growth should beimportant to them as well.
The financial piece of thisalso needs to be important to
(12:53):
them.
If they're going to drive youto the next level, that needs to
matter to them.
But you don't want someone thatthat's all they care about.
They need to feel that impactand that they're doing something
good in the world.
But it's okay to get paid wellto do that.
That's what I've always saidI'm making a huge difference and
I'm also getting paid for doingthat.
(13:14):
That's a win-win in my book.
A variety of responsibilitiesthis is not the kind of job for
a person who wants to sit at adesk, check in, check out.
They have 10 tasks they do.
They're the same tasks everysingle day and they need that
consistency.
They need it to be the sameevery day.
This is not for somebody likethat.
(13:35):
They will not be able to dothis job.
Someone who loves a challengeand loves the variety of
responsibilities, one they don'teven know what their day is
going to look like.
Somebody who likes that this isperfect for them.
It's a surprise.
It's a surprise.
The whole day I was going to doX, y and Z and now I'm over
here doing A, b, c and that'sokay.
(13:56):
They like that.
It keeps them motivated andenergized.
They're out from behind a desk.
Gen Z does not want to bebehind a desk a lot of the
millennials don't want to bebehind a desk.
That's perfect for this role.
And someone who likes tosocialize, like I, like to
socialize with certain peopleand there are days where I'm
just like I'm.
I'm done, I don't want tosocialize anymore.
(14:18):
They have to like to socializeat work, enjoy the networking,
enjoy meeting other people atwork.
So those are the benefits ofthe home care sales role the
right personality.
Who to hire?
It starts with your ad Ifyou're looking for someone with
experience in this role.
They know this role, they knowthe industry.
(14:39):
When they're looking for a newjob, they go to Indeed and they
look under home health.
That is where I would look.
That is where I placed my adsand the headline that you put.
That's the first thing they'regoing to read and if it's not
good, they're just going to keepscrolling.
Be sure not to mention thingslike the sky's the limit or
(15:00):
unlimited income.
Salespeople don't believe thatanymore.
We've been burned.
When you're in sales, everybodypromises you the moon, the
stars, everything, and itdoesn't pan out.
So those kinds of headlines arenot gonna attract.
And it might attract somebody,but it's gonna be like the used
car salesperson, which is notgonna work either.
(15:21):
So a good headline, communityliaison, feel good position with
great earning potential,something like that.
You're talking about the factthat they're doing something
really good for people andthey're going to make really
good money doing it.
That's the two main componentsof this person that you're
looking for.
The qualities that you'relooking for is somebody who's
(15:41):
warm, authentic, humble,trustworthy.
That piece of it is importantbecause that's somebody that the
social workers and skillednursing facilities are going to
connect with and that's somebodythe families are going to
connect with.
They need to have those things.
Social workers take a lot ofthe same classes as
psychologists do.
They can see an icky carsalesman person walking through
(16:06):
the door.
They can.
Within a second.
They're like Nope, they're init for the money.
They don't care Really, theyjust want money.
They're pretending to care.
No, I'm not referring to thisperson, they'll see through it.
So that you really need to findsomeone who's warm and
authentic, trustworthy, humble.
But they also need to be driven.
I've hired people that have allthe compassion and all of the
(16:27):
warmth and all of that, butthey're not driven.
That person who's warm andcompassionate might be good with
the social worker, but they'reprobably not going to be able to
close a cell with a familybecause they don't want to take
the seniors money.
They don't want to.
They're just not comfortabledoing that piece of it.
So it's.
I've called these peopleunicorns.
(16:47):
Honestly, I have in the past,because I hired again two
different people for this rolebefore.
I had to have two separatepeople, so finding it all in one
person can be difficult.
But if you know what you'relooking for and you add, you
know you write the ad in acertain way, you're going to get
what you're looking for.
They need to be dependable.
You're going to give in alittle bit on something right.
(17:11):
This is a hefty list of whatwe're looking for.
So what you might lose out alittle bit on is detail and
organized.
These people like to fly by theseat of their pants, run from
one place to another, makefriends, network.
They're really good at all ofthat, but are they good at
tracking it?
Not always, and if I have togive up a little bit on that,
(17:32):
what I'm going to do is givethem a handicap.
I'm going to give them a CRMthat's going to help them track
everything quickly because theyhave this much time.
It's much better that they'respending their time out in the
field, networking, meetingpeople, talking to social
workers, setting up lunch andlearn.
That's all really important.
The tracking is just asimportant, though, because you
(17:52):
as an owner, those referralsources belong to you.
If something happens to yourcommunity liaison, you know they
quit, they walk off, they haveto move out of the country.
I don't know.
You should still haveeverything.
You should know who they sawlast, where they are in their
relationship, have they referred?
What is the social worker'sname at Desert Cove?
(18:13):
I should know all of this.
It's my information.
So having a CRM that's going tobe easy for them to use is
going to be really important.
We have one.
It has a mobile app theyliterally can run.
I always train my marketers whenyou're in the parking lot
before you leave.
You enter that step into theCRM before you leave that
parking lot and you enter a taskso that you remember to come
(18:36):
back next week.
You have to continually do thatbefore you leave the parking
lot, every time you do a stop.
If it's fast, easy for them,they don't have to go home and
do it all at night after workinga long day.
That's the way to go, so makethat part easy for them, because
they're probably not going tobe organized and detail-oriented
.
It's just too much to ask.
Maybe, after getting all ofthese other things right, they
(18:58):
do need to enjoy a challenge.
They need to be flexible.
Their day is never, probablyever, going to go the way that
it's planned.
Ever, ever, ever, probably.
Especially if they'resuccessful and they're they're
making those connectionsEverybody's going to be counting
on them.
They're going to have socialworkers calling them all day.
Hey, hey, hey.
Remember that lady I wastelling you about.
(19:19):
Her daughter just walked in.
Is there any way you can getover here now to talk to the
daughter, cause she's not, shedidn't stay long and she's
leaving town.
Is there any way you can dothat?
You're doing solids for peopleall day long.
That's what ends up happeningif you're good and they like you
and you have relationships andthey know they can count on you.
The flexibility is crucial.
(19:39):
If I'm on the west side of town, I'm doing marketing, I get
that call and I have to run outto the east side of town.
You never say, well, no, Ican't come today, of course
you're going to drop everythingand run over there.
Of course that's what you'regoing to do, and so it's you.
They have to be OK with that.
There are people that are likeI'm making these 10 stops today,
I'm doing it in this order andnothing is going to interrupt
(20:00):
that.
That's not going to work.
That is not going to work inthis role.
And then I've always talkedabout being pleasantly
persistent.
We are not able to be strongpush sales in this role with the
referral sources or with thefamilies.
It's just being pleasantlypersistent and we'll get into
how they start to trust you andall of those things.
(20:23):
The other thing they need to beable to do is to be able to
defend and bounce back.
It's important when you'reinterviewing somebody for this
role, that you ask them about atime that they were trying to
sell something or somethinghappened and they had to defend
themselves and keep thatrelationship going, and that'll
that'll show you if they're evenif they can answer that
question.
That that's going to show youtheir ability.
(20:44):
I did enter or added there Arethey're going to get the?
Speaker 1 (20:51):
video.
Right, they may not get theslides, but they're going to get
the video video yep, the videofor sure.
Okay, we do okay, we do haveone question, if you want it, oh
, okay go ahead um, can youshare what the current base
salary and commission structurewould be for marketers and I?
You may answer this later, soso I'm not sure if you want to
do that.
Speaker 2 (21:06):
Oh okay, so you know
it varies across the country.
What I can tell you is, let'sjust say, the average income for
someone you know, maybe with adegree in sales, maybe their
average is like 85, somethinglike that.
I'm just going to throw anumber out there.
I would probably pay in the 60ssalary and the rest of it would
(21:27):
be up to them to make up acommission.
I don't want them to becomfortable.
85 is kind of comfortable, atleast where I live.
That's a comfortable you know Idon't really need.
I mean, of course you want tomake more, but I don't really
have to make more Like that's acomfortable amount of money to
(21:48):
make.
So I'm going to start someoneat 60, maybe 62 and get them to
build the rest of their incomefrom commission.
I don't want them to becomplacent.
I don't want them to becomfortable.
I want them to be workingtowards more and if they work
towards more and they see whathappens, the reward that comes
and that they can continue tobuild, that really motivates
them too, and I don't want themto miss out on that opportunity.
(22:10):
If they're comfortable, theymay never push themselves to the
next place and see what'sreally possible.
So that's what I would say tothat.
Okay, I did put some one-linersfor the ad job description.
I won't read through all ofthem If you are going to get the
video.
We have a lot to cover and Isay only two hours, but it is a
lot.
We've got a lot to cover.
(22:31):
So I think I have two slides ofone-liners for the ad job
description.
You could put it in the jobdescription, you could put it in
the ad.
But these are the things that Iput.
If you want to attract theright kind of people, then these
are the kinds of things thatyou would want to put in your ad
.
Speaker 1 (22:48):
You can you can also
take a picture.
Go back one slide and also takea picture with your phone, if
you'd like.
Oh yeah, I'll leave it here forjust a screenshot of it or make
sure there's one slide andhere's the next one.
And Jocelyn asks a follow-upquestion what would the
commission be?
Speaker 2 (23:07):
So the commission
I've always tied commission to
the book of business that theybrought into the company and I,
you know, I would say three to6% of what they've signed for
the first while the client iswith you for the first year, is
a good, a good amount.
That way, if they're signing 24as their commission goes up and
(23:30):
that's good for the businesstoo and if they're tied to that
client for a year andsomething's going south, you can
always call them back out.
Hey, you know the adultdaughter is really unhappy.
Could you give her a call andsee if we can save this job?
They're going to be more apt todo that because they're getting
commissioned.
Still, my marketers would gosee my 24s.
(23:53):
They would just go visit themand bring them flowers just
because they didn't.
They didn't want it to end.
I mean, 24 commission was goodcommission.
So I tried to tie thecommission to their book of
business, the jobs that theybrought in that they signed.
All right, micro classmethodology for sales training.
(24:14):
Why are we doing small classes?
Why don't we just pack them in?
Why don't we have 50 to 100people in the class?
Because it just is too big.
We want the marketers to lettheir guard down.
We want them to say the things.
You know.
I went in there and she told meshe just didn't like the way
that our company behaves.
(24:35):
And the last rep was terrible.
Or I did something reallyembarrassing I called a social
worker a nurse.
We want them to be able toshare all of it and if it's a
huge class, they're just notgoing to do it.
That's a big piece of it.
We want, we need theirauthentic self in the class so
we can help them.
(24:55):
The instructor also really getsto know the students.
If you know intimacy, we'revery intimate with our classes.
We can pull a student aside ormeet with them.
I know Annette met with somebodytoday about a lunch and learn.
They were very nervous.
We teach two lunch and learnsthat are wonderful, but they
wanted just a little more detailbefore they went to the lunch
(25:16):
and learn.
So she met with them.
So we do some one-on-oneassistance for people who need
it.
I had someone that had a lunchand learn get scheduled.
She got in front of the socialworker.
She's like oh, I'd love you tocome and talk to us, but we
hadn't covered lunch and learnsyet and so she was scared to
death.
She booked it, brave soul.
She said, sure, let's do itnext Wednesday.
And she left that sniff andcall me oh my gosh, I don't know
(25:38):
what to do.
So we move sniffs up.
Now we cover sniffs in weekfour.
It used to be like week sevenor eight.
We moved it up to week fourbecause people are getting in
faster than we expected.
So you get that one-on-oneassistance.
There's attention to detail.
We know the classes and we senda survey out in week three to
see how everybody's reallyfeeling.
And sometimes they'll say we'dreally like you to emphasize
(26:01):
this.
And so we will.
We'll go in and change theslides around for that class and
emphasize something that maybewe didn't, or maybe we add it
from now on to all of ourclasses because it's a great
idea.
So we're very engaged with ourclasses because they're small.
We also provide feedback to theowners.
There's been two times now thatAnnette was doing the training
(26:24):
and she's like you know, thesetwo people, they're just not
marketers.
They're not going to bemarketers no matter what they do
.
It's just, it's just not goingto happen for them.
And so I'll call the owner andtell them and they'll say well,
and I'll tell them why.
I mean, one was really reallyshy and just was not going out
because she was just too scared.
The other one just didn't caretoo much about anything.
(26:44):
So anyway, when I called theowners they were like that's
exactly what we were thinking.
We were worried about that.
Thank you so much for lettingus know.
We're going to look at hiringsomebody else.
So you know that you get asecond.
I guess you know they got liketwo, three eyes, more eyes on
them, more people talking tothem, engaging with them and
seeing kind of the same thing.
We had another one whose repwasn't getting out there and
(27:08):
seemed nervous, but she wasn'tscared or shy, she just seemed
nervous about it, and so theyhad another marketer.
I'm like just have them go outtogether for a while, let her
see the other marketer in action, and that'll help build her
confidence too.
And it fixed it.
It worked after that.
So there's lots of things thatcan be done and we're there to
help for that.
We also celebrate wins togetheras a group and losses as a
(27:31):
group.
We're there to support eachother.
If, you know, something happens, it's earned trust.
They have trust in us.
They trust each other.
Many of them stay in touchafter class is over, because
there's no competing, there'snobody from your area in the
class, so they're in contactwith each other and sharing
ideas.
Still, class is well overbecause it is such an intimate
(27:54):
kind of earned trust environment.
There's more sharing andlearning from one another.
So we teach them.
Okay, this is what you do withSNFs, this is what you bring
with you, this is what you sayGo, do it.
Go to five or 10 this week andget it done.
And everybody comes back andshares their story, their
challenges, the successes, andthey're hearing what's happened
with everybody.
And I think that's reallypowerful, because not only did
(28:16):
they get to see what happened tothem, but there's five other
people they almost experiencedthe same thing and if they
didn't, they're seeing what elsecould happen and how to handle
that.
If it wasn't a good thing, itwas hard to overcome.
We do a lot of role playing andpracticing too, which we can do
in a small group, so that's whythe small classes works really
(28:37):
well for us.
All right, the core componentsof effective home care, sales,
training, empathy and expertiseare the key things when you're
dealing with a referral sourceand with the families and the
seniors, you have to beempathetic and they have to see
you as an expert in home care.
Those things have to come down.
It just comes down to that.
(28:58):
Empathy opens the door to trustand expertise invites them to
step through.
Empathy and expertise willstrengthen relationships with
clients and the families.
It promotes trust,collaboration and it results in
a solution.
So I've got a couple of casestudies.
I won't go deep into them Again, we don't have a ton of time
but Alicia's father recentlydied.
(29:20):
He was her mother's primarycaregiver and Alicia lives out
of state.
So Alicia's calling me and thisis what she's telling me.
Okay, so I'm just going to giveyou that Another case study
we're in.
I think it's the next slide, acouple of slides from now we're
going to dig deeper into these.
Another case study Sarah's dadrecently fell.
He broke his hip.
He's in a skilled nursingfacility and he'll be
(29:41):
discharging in a week.
These you can see that you musthave empathy when working with
these clients, with theseprospects, adult children right,
because this isn't.
You know, my car broke down.
These are people, these arelives.
You have to be empathetic andthey are wanting.
The adult children and I knowmany of you have talked to lots
(30:03):
and lots of adult children wantsome.
They're in crisis.
To us it's a little crisis,right.
I mean, we've been through this100 times with hundreds of
clients.
It's not so much crisis for us,for them they're in crisis.
They are in crisis.
Mom and dad have been in charge.
They've called the shots mywhole life.
And now now, what?
(30:27):
What do I do?
Dad is gone Like what.
I don't know what to do.
Or my strong father who's beenon the roof and fixing tiles and
just done everything.
My hero has broken his hip andI have to help.
I'm in charge.
They are in crisis.
So it's important that you haveempathy, you stop whatever
you're doing and give them 100%focus, and that you're an expert
.
They want to take mom, dad andhand them to you and say, please
(30:50):
, help me with this, fix thisfor me, please.
And in order to do that, theyneed to know you're an expert
and they need to know you really, really care.
So that's going to be the focusof these trust building
exercises Service inquiry focusin these trust building
exercises, service inquiry Tobook a service inquiry, you're
going to need the empathy, theexpertise.
(31:11):
Obviously, I've always called itthe 10 second connect.
You need to connect with thememotionally within 10 seconds
and I know that's like what Imean.
It sounds very strange, butit's very easily done.
If Alicia called me and said tome my father recently died.
He was my mom's caregiver.
I live out of state right awayI would probably even interrupt
(31:33):
her.
I am so sorry to hear that,alicia.
That's so difficult and yourmom's going to need to build
trust in somebody else to carefor her.
I completely understand whatyou're going through right there
.
I'm empathetic.
I've I've built trust with her.
I completely understand whatyou're going through Right there
, I'm empathetic, I've builttrust with her.
She knows I've been through thisbefore because I you know I
understood the fact that she'sgoing to have to trust somebody
(31:54):
else to take care of her.
Now Same thing with the brokenhip.
She calls and she says myfather broke his hip.
I'm so sorry.
In situations like this it canbe so difficult.
When they get home it's reallyhard to bounce back from a
broken hip.
Again I'm empathetic, I'mexpert, I've showed expertise.
So in that 10 second I'veconnected with them and I've
(32:15):
told, I've shown them that theycan trust me because I've been
through this before and becauseI really care, those two things
have to happen very quickly inthe service inquiry.
Because I really care, thosetwo things have to happen very
quickly in the service inquiry.
The only thing you're trying todo in that service inquiry is
book that assessment.
Don't get ahead of yourself.
Okay, I need another job.
I have to have five signed jobsthis week.
I'm only at three.
This needs to be the other oneyou can't.
(32:37):
Don't get into signing the job.
Don't try to sell them anythingyet.
Just get the assessment booked,that's it.
If you change that to your focuswhen you're on the phone with
them and you take it in bits andpieces.
We'll book the assessment, I'llgo out and then I'll sign the
job.
It just changes the pressurewhen you're on the phone and
(32:59):
really you need to sit in frontof them anyway to really know
what they're going to need.
And so sometimes it's difficultbecause they want to tell you
the whole life story.
I've been through this amillion times, you know so.
When they say well, my fathercan walk still, but they think
he might need to use a walkerafter, they're not sure.
Well, we can establish that atthe assessment.
(33:19):
Well, how much do you thinkit'll cost if you have to bathe,
or do you think he's going toneed help with bathing?
We can establish that at theassessment.
Keep bringing them back to theassessment when I come out to
the home to do the assessment.
We'll be able to.
We'll be able to establish that.
So it can be very difficultwith some of them to keep, you
know, getting them.
I'm not saying the phone callneeds to be 10 seconds because
(33:41):
it's not going to be and youneed to come off as being caring
, compassionate.
You don't want to be so fastthat they just don't think you
care at all, but the idea is getthe assessment book and get it
booked for today.
I don't care what you're doing.
I'm in the area.
I could be there at threeo'clock today.
Does that work for you, becauseif you put it off for three,
four days, three or four daysfrom now, dad's going to think
(34:04):
he doesn't need care or anotherhome care agency has stepped in
and is going to sign them up.
Sometimes they can't meet withyou right away, and that's okay,
but you should try to meet withthem today if at all possible.
The assessment you need toreestablish your connection with
the caller.
At the assessment I have beenin assessments with 15 family
members.
Oh my goodness, you walk in andthe whole family's there and
(34:28):
they're all waiting to hear whatyou have to say.
And half of them want mom tostay home and want a caregiver.
And the other half said nope, Iwant her in assisted living.
I'm sick of worrying about this.
Dad's gone.
She needs to be in assistedliving and it can be a tough, a
tough thing to do, butreestablish your connection with
the caller.
That's going to be reallyimportant when you sit down.
(34:50):
You know Alicia, I understandand you know.
Give your condolences to hermother.
I'm so sorry your husbandpassed.
If you know his name, use hisname.
I always use their names whenyou're on the phone with the
inquiry.
Get as many people's names asyou can.
So when you walk in you havethe names you know.
As we talked on the phone.
(35:10):
You know, I know your husbandwas doing everything for you.
We, you know we have wonderfulcaregivers that can handle this
and we're going to talk allabout that.
So reestablish that connectionwhen you get in, because
everybody in the room now needsto know that you have empathy
and you're an expert in thisarea.
So connect with everyone in theroom, be honest and set
realistic expectations.
(35:31):
I cannot stress this enough.
We're in sales and you knoweverything's wonderful and
bright and shiny.
It's going to be wonderful.
We can't do that because thisis home care.
It's not going to be perfect,because we're dealing with human
beings and you don't want tosay it's not going to be perfect
, but you're going to tell them.
You know we're dealing withreal life people.
We can do the very best we can.
(35:51):
What I can promise you is thatwe'll fix it If anything goes
wrong.
If there are any problems atall, you will always be able to
reach me and I will always beable to help you resolve it.
And so don't set expectations.
Like you know, we're the redcarpet surface and we never make
mistakes and we're the bestcompany out there.
It just you can't.
This is not a product.
(36:12):
This is not, I don't know, awashing machine Like this is
people.
You're depending on other humanbeings to care for another
human being, and human beingsare not machines.
We're human beings and we havesick children and we have
emergencies come up and we havea parent who's going to scream
at the caregiver every time shewalks in the door like it's not
(36:33):
going to be perfect.
And so if you, if you think itmight be perfect, then then
please think about it, causeit's just it's not realistic to
think that it's just going to go.
You know, perfect it's notgoing to be roses and honey,
valerie.
Speaker 1 (36:48):
Yes, oh, we have a
question along this line, and
that is for our companyassessments.
Oh, for, our companyassessments are completed by the
RN.
What happens if we can't bookthe assessment for that same day
?
Speaker 2 (37:04):
I think it would
depend on how the adult child
sounds.
Some of them want it to betoday because they want this
problem solved and you're goingto really have to.
I don't know like I would beworried that they're talking to
other companies.
I mean, I guess I would try tofind out how they found out
about you.
If it was a social worker thatyou know only refers to you,
(37:24):
maybe I'd let it go a couple ofdays.
If they found you on theInternet, I would absolutely get
out there.
If it's not that the RN can'tgo, somebody else maybe needs to
go, because if they're onlinethey're obviously looking at
other companies.
Speaker 1 (37:38):
You're not the only
person online in your area, so
it probably would depend on howthey found out about me and then
I would go from there depend onhow they found out about me,
and then I would go from thereIn that case, maybe having a per
diem RN on staff that you couldcall if the other RN isn't you
know.
So they're only working thehours.
You know somebody part-time,maybe a stay-at-home mom,
(37:58):
somebody who could fill in whenyou know your RN is going to be
busy all day with visits orsomething else.
So, yeah, making it happen.
And then you know, that bringsme to this, which is not a
question on here, but if youhave an RN who's doing the
assessments, that's fine, butthat RN also needs to understand
(38:21):
that they're still selling theservice as they're doing the
assessment.
So whoever that person is, can'tbe wham bam.
Thank you, ma'am.
They need to be a verycompassionate and not salesy,
necessarily, but they need tofurther that trust and not be a
negative nudge when they walk inthe door.
They need to be a very positiveinfluence on that family and a
(38:44):
very reassuring.
Positive influence on thatfamily and very reassuring.
So I would say that in somestates maybe that's mandatory.
I think there is some mandatorystuff in different states, but
with an RN like every 90 days orsomething like that Georgia,
tennessee.
So anyway.
Just having said that, theyneed a little sales training too
, perhaps not to make them salespeople, but to have them
(39:06):
further that.
Speaker 2 (39:08):
Yeah, and I think too
that there's something to be
said about whoever talked tothem on the phone being that
same person coming in Causeagain.
That adult daughter is hopingto God that you can convince mom
dad to accept this care, andshe chose your company because
there was something about you onthe phone that thought, okay,
(39:29):
mom will listen to her, dad'sgoing to listen to her, and then
if somebody else shows up, thatcan be disheartening too.
So I know it is probably therule in some places that it
needs to be a nurse that comesin and does that.
But to Valerie's point, who isa nurse?
Not all nurses have that bedsidemanner sales ability.
They really are kind of blackand white and they have to be.
(39:50):
If you're in an ER and youdon't follow the rules, black to
white, someone could die.
So, like I get it, you have tobe black and white.
But sales is not black andwhite, it's gray, red, purple,
like you're bobbing and weavingand trying to figure out the
best way to make this work.
It's not.
It's not black and white.
It'll never be black and whitebecause, again, it's people.
So I'm not saying a nursewouldn't be good, but there is
(40:11):
something to be said about theperson on the phone being the
same person that follows thisall the way through.
Speaker 1 (40:16):
Yeah, I think that's
from the top down and making
sure your team is in sync withthe, you know the mission,
vision and values you provideand that when you walk in the
home everybody's speaking thesame language and being that
reassuring person.
Rns are task oriented andthey're very scientific and
(40:37):
clinically driven, and so youknow it doesn't matter if it's
an old nurse like me or a youngnurse.
They can get wrapped up in thefive other tasks that they have
to do today, and this is justone of them, and so they don't
have their game face on.
They are there to do their joband leave, and it can't be that
(40:59):
way.
I have a couple of othercomments.
Greg says that we have an RN doassessments, but our marketer
does an evaluation separately.
The evaluation is the meetingwith the client and family to
explain and answer questions,which is very nice.
That's good.
Speaker 2 (41:14):
Yeah, that's very
good.
Okay, All right.
So then recommend a scheduleyou fill will meet their needs.
Again, you're the expert.
This is where some of themarketers I've learned struggle
a lot, is they, you know?
If you know someone needs tobathe three times a week, I mean
that's the most we can getseniors to bathe most of the
time and we need to do bathing.
That schedule should be aminimum of three times a week.
(41:35):
Right, like you have to armyour marketers with what does a
schedule look like if a personhas a hip replacement, has
Alzheimer's, has whatever it is?
Because they're expecting themarketer to put the schedule
together.
Are they always going to dowhat you suggest?
No, because seniors don't wantas many hours as we know they
probably need, but you have tostart somewhere.
(41:56):
They're expecting for yourmarketer to say, based on
everything I've seen, you needservices at least three days a
week because of bathing andwe're also going to be doing X,
y and Z, so probably four hoursa day, three days a week.
They're expecting that, and sothat's kind of where the
marketers I've seen them falloff and also asking them to sign
(42:17):
.
Speaker 1 (42:17):
You know now okay,
we've done this whole song and
dance.
Speaker 2 (42:20):
We've got it down.
How do you get them to sign?
We can start on Wednesday.
If the agreement is signedtoday, I can get that out and we
can get that completed now.
That's it.
It doesn't have to be hard oruncomfortable.
They need the service.
There is an agreement thatneeds to be signed, and I used
to say too if you want to starton Wednesday, it's Monday.
(42:43):
I really need to give my teamenough time to find a really
good caregiver for your mom.
So if we get the agreementsigned today, I'm able to give
them this and they can startlooking for that caregiver.
So that's a great way to getthe job assigned.
Traditional sales skills sosales techniques with empathy
and understanding.
So basic sales.
You have a prospect, who'sreferred, you're building
(43:03):
rapport, you're understandingneeds, you're asking questions,
you do your presentation, youovercome objections, you close
the deal.
Those are the steps.
It's not that different here,except that we are doing more
with the empathy and there'sprobably more understanding
going on too.
So let's say you are selling acar and we're working on number
(43:24):
three understanding needs andasking questions.
Those questions might besomething like are you going to
take this car on trips?
Is this going to be your car todrive to work?
You know it's really, reallycold in the winter.
Do you want seat warmers?
Like what's their deal?
Like what matters to them?
Is it mileage?
Is it the cost of the car?
Is it the bell?
Do they want all the bells andwhistles?
(43:45):
Like you have to figure outwhat that is so that you can
give them that and you know whatkind of car to, to show them
right, like that's.
That's what the understandingand questions look like.
It's a car.
There's not a lot of empathygoing on.
If you're going to book anassessment with Alicia and her
mom remember, alicia is the onewhose father died and her mom is
(44:07):
now living alone and her fatherwas her caregiver it's going to
be very different than sellinga car You're going to.
You're booking the assessmentwith Alicia.
Alicia, I understand now yourmom is alone.
That's going to be reallydifficult for her and
challenging.
She's going to need somebodythat is with her that she trusts
as much as she trusted your dad.
(44:29):
It's going to be difficult, butwe can do that.
Let's.
Let's meet with.
I want to meet with you andyour mom and talk about her
needs and what about how did herhusband care for her?
That that, what are the thingsthat helped her the most?
What were the most importantthings?
I really would like to sit withyou and spend some time and
really understand the situationso I can find the appropriate
(44:50):
caregiver.
What does Wednesday or whatdoes it later this afternoon,
look like for you?
That's how you would book theassessment with Alicia.
It's very different thanselling a car.
I'm just trying to show youlike the empathy that's involved
versus selling a product andselling the service.
If you're selling a computer andwe're looking at number five,
we're overcoming objections.
Some of the objections youmight get selling a computer is
(45:14):
it fast enough?
It's too expensive, there's notenough memory.
You know this is the old model,I want a new model, but I don't
want to pay that much money fora new model.
Those are kind of theobjections For assessment with
Sarah and her dad.
I'm sitting in front of them andhe broke his hip.
I don't need, I'm not.
I'm at the.
I'm at the sniff because that'swhere we sign jobs.
We sign dogs at the sniff.
We don't wait until they gethome.
(45:34):
I'm at the sniff and I'mtalking.
I don't need anybody.
I've been doing this my wholelife.
I've fallen before.
I don't need help, I'm good.
And Sarah's looking at you likeDon, come on, you got to help me
here, like I got to go to work.
I can't be with him.
He doesn't want her thereeither.
And let's say his name's Bob.
Bob, I understand.
(45:55):
You're a strong man.
You've been your whole life.
Everybody depends on you,including Sarah.
But you have broken your head.
It's not the same as what'shappened in the past.
This can be very serious and Iknow you're doing great here at
the SNF.
I talked to PT.
They think you're doing great,but when you get home it's going
to be hard for a few days.
The furniture is lower, yourbed's lower, the bathroom's
(46:18):
further away.
Trust me, I've been throughthis a lot.
You're going to need some helpfor at least a few days.
I know you don't want the help.
Nobody wants the help.
You're not the first person totell me they don't want this
help.
Of course you don't want thehelp, but I promise you you need
the help and with a hip injury,we have to be really, really
careful.
When you get home, you can'tbend more than 90 degrees.
You can't sit certain ways.
(46:40):
You need help, so that you donot re-injure yourself and land
right back here.
You want to come back here?
No, you don't want to come backhere.
You just need a caregiver for afew days and then he'll do it.
So it's very, very different.
So I just want to make sureeverybody gets the empathy piece
of this, because we're dealingwith human beings.
Importance of referral sources.
(47:01):
Identify the key referralsources in your community.
So we all know hospitals arewonderful.
They're very difficult to getin.
Things have really changed withhospitals.
They're hiring companies to vethome care agencies to put them
on the list.
It's a whole thing.
I have found, though, here inArizona, we have rehab hospitals
popping up everywhere, and Ithink, if I had to guess, the
(47:23):
hospitals are losing some incomesending people to rehabs before
they go home.
So they've come up with theserehab hospitals which brilliant
idea.
They're on the same campus,same parking lot, typically as a
hospital, or maybe across thestreet, and they're under the
same umbrella as the hospital,like they have the same banner
care or whatever it is.
They have the same name, butthey're letting us in.
(47:45):
They let you walk into therehab hospitals.
It might be one or two floors.
Everybody's going home.
They're all rehabbing.
So if you look for rehabhospitals in your area.
They're popping up all overhere in Arizona, I'm hoping.
I'm guessing it's probably thesame across the country.
Skilled nursing facilities arean excellent place.
That was my number one handsdown referral source Independent
(48:08):
living communities or seniorresidential living areas, where
they're all in homes in aresidential area assisted living
communities, memory care, homehealth agencies, hospice
agencies, geriatric caremanagers this is just a group of
them, probably the top groupthat I would go out to market to
Three aspects of developingrelationships.
(48:30):
To build trust and credibility,you must know your industry.
You must know your offering.
You need to understand the roleof the person that you are
trying to get referrals from.
What does their day-to-day looklike?
We teach this in the trainingclass.
If you don't understand theirrole, you don't know how you fit
into the role.
You don't know how you're goingto go in there and make their
(48:51):
life easier, make theirday-to-day easier.
You also need to use theirlanguage.
I remember years ago I was in askilled nursing facility talking
to a social worker and I wasgiving her follow-up someone
that she referred to me and Isaid, yeah, that client, mary,
that you referred to us, she'sdoing really, really well and I
saw her whole face change and Isaid what's wrong?
(49:12):
And she goes client.
And I said, yeah, and she goes.
That's patient.
She was really insulted that Icalled her a client because
that's business-y, that'smoney-oriented, that's dirty
language.
They don't like it.
So even when you're talkingabout your clients that are in
their homes that you're takingcare of, they are patients.
(49:32):
When you're standing in front ofa social worker, a nurse, pt,
ot, do not call them clients.
They don't like that.
So you do need to use thelanguage, the person that you're
talking to.
You need to go backconsistently every eight to 10
days.
I know that seems like a wholelot.
I promise you it's that often.
(49:53):
Are you going to get aface-to-face every time?
No, should you expect aface-to-face every time?
No, one face-to-face a month.
The rest of it you are droppingthings off and if you don't
have things to drop off.
You need to figure that out.
We provide all of that stuff inMastery Circle.
We have a program where wecreate them for you and mail
(50:14):
them to you.
A brochure and a business cardis not enough to drop off every
eight to 10 days they're goingto tell you I have your
brochures, I don't need any morebrochures.
You have to be creative andeven your leave-behinds can
differentiate you and make youlook different and like you
really care and you're going theextra mile.
Another way to developrelationship is to have
(50:35):
effective communication andfollow-up.
If referred, stop on your way into see the patient, to see the
social worker or the director ofnursing if it's assisted living
, to see the social worker orthe director of nursing if it's
assisted living.
Stop by and see them on the wayso they can tell you a little
bit about what to expect whenyou go down.
And they're pretty good aboutit.
(50:55):
Dad doesn't want the care.
Daughter says he has to havethe care.
He can be grumpy and mean, orhe threw something at the nurse,
I don't know.
They're going to give you theskinny before you go in there
and it's good for you to havesome background information.
Stop by, see them or email themor call them with the results
of the assessment.
I would stop by, but I'm notgoing to take their time.
If I'm spending a lot of timewith them they're not going to
(51:18):
refer.
They feel like every time theyrefer they have to spend a half
hour with me.
They're not going to referanymore.
So sometimes I would do a quick.
I had like little cards, thatthank you cards or post-its, you
know, signed for three days aweek.
They said we can start wheneveryou need us to, whatever.
We can start as early astomorrow, whatever it is, so
that they have some feedback.
(51:39):
It can be an email, phone callalso, but make it quick.
They do not have time to talkwith you for a long time.
A thank you note for a referral.
Anytime somebody referssomebody to you, give them a
thank you note.
Every once in a while I'll adda cup of coffee or a cookie or a
brownie, something to go withit.
Not every single time do theyget something.
They should get a handwrittenthank you note every single time
(52:01):
, even if it didn't turn into ajob.
Because they tried, theyreferred.
It didn't turn into a job,that's okay.
Thank you for trusting me withyour patients.
I appreciate that, so theyshould always get some kind of
thank you from you Alsoproviding value and support to
referral sources.
Come to the facility to do theassessment before the discharge.
(52:23):
That social worker wants toknow that this is handled.
They start working ondischarges the day somebody's
admitted A good social worker.
That's what they're taught todo.
A piece of this is home care.
If they know that when theytell you they send you a
referral, it's going to behandled and it's going to be
handled quickly, like whilethey're still in the facility,
(52:45):
that is beautiful for thembecause they can check it off
the list.
They've got lots to do.
You're only one piece of thisdischarge plan.
They might have to order awalker or a wheelchair.
They're on new meds.
They might have to get doctorsto sign off on a bunch of stuff,
Like you're one small littlepiece and I can tell you we have
interviewed lots of socialworkers.
If you're in our sales trainingyou have to watch all these
(53:05):
interviews.
I am shocked to hear that theywill give a referral to a home
care agent who never gets backto them, Like they never hear
from them again, and it'sfrustrating because then they
don't know what to do.
Well, did they get my message?
Are they working on it?
Do they have somebody?
Are they going to come?
They don't know what to dobecause they referred it to you.
(53:25):
Did they send it to somebodyelse?
Because you didn't respond.
So I am shocked to hear thatthat's happening.
But it was a common, commonconversation.
All of them said something tothis nature.
So communicate with them.
If they say to you, I've got areferral for you, I'm on it, I
can be there at two o'clock.
Do you want me to stop by andsay hi on my way through?
(53:47):
Like no, be very communicativewith them.
Offer to communicate with thefamily about discharge.
As it gets closer to we knowthat discharges can move some
from time to time.
They say it's going to be thisday and they move it up three
days.
Offer to say hey, I've got tocall the daughter anyway.
Do you want me to let her knowher mom's discharging Wednesday
instead of Friday?
Some social workers want to doit themselves, but you can still
(54:10):
call the daughter, but some ofthem will go.
Yeah, you've got it.
Thank you, Go for it.
I love that about you.
Thank you, Some will want to doit themselves, but some
appreciate that Be available tothem when they need you.
Give them your cell phone andact like nobody else gets it.
You know like I really want youto be able to get a hold of me
quickly.
I can see that you're very busy.
You've got a lot going on.
(54:30):
Here's my personal cell phone.
Text me anytime you needanything.
I will be here for you.
That really speaks volumes tothem.
Do we have a question, valerie?
Speaker 1 (54:44):
I see it lit up.
Let me unmute myself.
Okay, I'm speaking with apotential client whose wife is
still in rehab with no dischargeorder yet.
I've offered twice to visitthem there, but the husband said
he'd call me once they have thedischarge order.
I don't want to seem pushy.
Should I try to convince him tolet me come in, or should I
just wait?
Do you know the?
Speaker 2 (55:03):
social worker and and
if you don't, I would find out
who the social worker is for hiswife and I would talk to the
social worker.
You don't need to let thehusband you know you're doing
any of this and just say Iunderstand.
You know they called me.
I'm assuming they called someother way and didn't come to you
through the social worker andso it's a great opportunity for
(55:23):
you to get to know the socialworker.
The social worker is going towant them signed up before they
discharge, so she might be ableto.
She might say to you she'sgoing to be here a month.
We don't know.
I mean, most of them are notthere a month, but who knows
what the situation is and shemight agree with him.
We need to wait.
But she might also say thankGod, somebody's on this.
I have been trying to get thisman, you know, to do this.
(55:45):
I think he thinks she's goingto get better and need nothing.
That's what he thinks andthat's what he's hoping for.
And a lot of times the husbandsespecially want to be able to
be that person for their wifeand don't want somebody else
coming in because they'resupposed to take care of her.
But in many situations.
They're just.
You know, there's transfersinvolved and bathing and all the
things.
(56:05):
It's a lot for another personto handle, especially as they're
aging.
Okay, all right.
Yep that's it.
We will move on to the next one, the five pillars of successful
relationship building, fiveimpressions.
And we go into this deep in oursales training.
I found through the years thereare five impressions that need
(56:27):
to happen before a referralsource really can trust you
enough to send you a client.
And you know it used to be thatwe could get in front of
referral sources.
We saw them all the time, youknow, because there weren't as
many, they weren't interruptedas much all day.
Right now it's home care agentafter home care agent.
They're just flooded withpeople Back in the day, you know
(56:50):
they might see one or twopeople a day and that was it.
And so I would count my visitsand, okay, this is impression
one.
First visit, I'm going to buildtrust with them.
That's going to be my goaltoday and we go into how to
build trust in impression one.
And then the next time I got togo see them, we would work on
building confidence.
Right, it was every visit.
The way things are now we don'tget to do that because they're
(57:13):
just too busy.
If you have a lunch and learn,many times all five impressions
can happen during the lunch andlearn You're spending 15, 20
minutes with them.
If you're actually teachingthem something of interest that
really shows you care and youget it like.
You understand home care, youare the expert.
You can move through impressionone through five in one lunch
(57:36):
and learn and you're good,you're set, you're good to go
Lunch and learns are superpowerful, but you do need to be
teaching them something abouthome care.
They care about your business,they want to know about your
business but, honestly, they'reprobably not going to sit down
just to hear about your business.
You need to be teaching themsomething about home care,
helping them to understandsomething about home care that
(57:56):
they don't already know.
And we give those to you in thesales training class the things
that they don't know and thelunch and learns.
So impression one is buildingtrust in person and online, and
Valerie's going to talk aboutmarrying your feet on the ground
to your online presence.
That's part of what she's goingto talk about Building
confidence in person and online,building camaraderie.
(58:19):
Camaraderie is just like youand social worker.
You're in the same industry.
You're in the let's get seniorsbetter industry.
You're both in the sameindustry.
You happen to be an expert inhome care, she's an expert in
social work.
That's what's got to happen.
That has to happen.
And you're working together toget stubborn Bob with the hip
replacement to come home withthe caregiver right.
That's camaraderie.
(58:40):
And the adult child's helpingyou to prove you're reliable.
That's if you're reliable, thenyour company is reliable.
If they know they can depend onyou, then they know they can
depend on your company and thisis another reason why it's so
important that you come back anddo those assessments.
If it's in the actual building,so if they're in assisted
living, that director of nursingis going to want you to be the
(59:02):
person to meet with theirresident in a skilled nursing
facility.
Social worker's gonna want youto meet with the family, the
patient in the building and thenask for the business.
One thing that's so scary forsalespeople is to ask for the
business, because that's wherethe rejection nope, not doing it
, don't want your services thatrejection comes in and it's
scary.
We are not really asking forthe business in the business
(59:25):
development side of this.
When we're working with ourreferral sources, we are just
directing a referral.
When you look at it that way,it takes all the fear away.
They have to refer this patientsomewhere.
This person can't go home alone, can't go home with their
spouse, who also needsassistance.
They're going to refer to homecare anyway.
Why not to you?
That's all you're doing isdirecting their referral.
(59:48):
So it's not as scary as maybeselling something else where
they can say nope, don't wantyour service, this person needs
you, they have patients thatneed your service, so you're
just going to direct thereferral.
Oh, we're halfway through Anyquestions.
We've answered some as we go.
Speaker 1 (01:00:06):
We're halfway through
Any questions.
We've answered some as we go.
Yeah, we've.
No, no, we have.
I mean, if you want, if youhave any questions, yes, we are
going to send the replay out toeveryone, so you don't have to
ask that question.
We, I promise you we will.
But if you do have questionsabout anything that Dawn has
talked about so far, please typethem into the Q&A section not
the chat, but the Q&A sectionand she will certainly answer
(01:00:29):
those questions.
I'm trying to think if there'sanything that we had talked
about in our other meeting, thatmight have been a great
question for you, but you'veanswered most of them, I think.
To me, knowing who to hire andwhat traits to look for and some
of the pay options is reallygood information.
I find, I think, that justlistening to you all talk about
(01:00:52):
this and you and Annette andLisa that hiring the wrong
person for this job is is halfthe battle.
That's the problem.
Yeah, so, and and a lot of Ialso I think is good to mention
a lot of the owners of these ofhome care agencies, um, big or
(01:01:15):
small, go through this trainingthemselves and they learn a lot
about how hard this job is andthe demand on their time, and so
I think that's a real eyeopener for agency owners to
understand how challenging it is, if they've never done it
before, to be in that sales role.
(01:01:37):
And I think we do have aquestion If I'm going to be the
marketer, what quality traitsshould be most important for the
office?
If I'm going to be the marketerOkay, so you're, maybe you're
the owner and I'm going to bethe marketer Okay, so you're,
maybe you're the owner andyou're going to be the marketer
what quality trait should bemost important for the office or
operations manager and how tobuild a good incentive structure
, a good sorry, a good office orincentive structure for the
(01:02:04):
marketer.
Yes, I'm not understanding Forthe office or operations manager
.
Speaker 2 (01:02:09):
So the office and
operations manager typically
gets a percentage of revenue,which is why you need to look at
it.
You don't want to give all ofit to the marketer and then
there's not enough to kind of goaround.
But I think a percentage ofrevenue because they are running
the whole show.
They're watching everybody andmaking sure we have enough
caregivers and the caregivers wehave are staying and we're
(01:02:32):
doing a quality service.
And they're making sure thescheduling team is staffed out
ahead so that you can take quickstarts and you can.
You can start like right now,and you have a bunch of
caregivers available for calloffs and your caregivers are
loyal to you, and you have abunch of caregivers available
for call-offs and yourcaregivers are loyal to you.
And they're also making surethat marketing is doing what
they're supposed to be doing, sothat it's just all.
It's a lot of pieces, lots ofmoving parts, and the operations
(01:02:57):
manager is having to keep themall in line.
So usually a percentage ofrevenue and I don't really have
a percentage off the top of myhead and it's ongoing revenue.
It's not, you know, with amarketer, it's their book of
business the first year.
It's just the ongoing revenue.
Sometimes I've been paid wherewhen we hit this level, you get
this bonus, and when we hit thislevel in revenue, you get this
(01:03:19):
bonus.
So it could be a percentage ofrevenue or it could be big pops
every time the revenue bumps upto the next level.
And I would say your operationsmanager needs to be driven and
have that.
I don't know if they need to besalespeople, but they need to
understand that piece thatthey're going to train the
marketer.
They need to understand theimportance of that and they need
(01:03:41):
to be driven themselves ifthey're going to get every
department, every person in thatbuilding, to be moving in the
same direction at the same timeafter the same goal.
It's not an easy thing to do.
A lot of juggling.
You feel like you're hurtingcats half the day.
It's not, it's not easy.
You've got upset caregivers andyou've got to make nice with
them and it's just.
It's just a lot.
And so you know the goal at theend of the day, revenue is
(01:04:04):
moving from here to here andthey hit that mark.
They either get a bonus whenthat happens or they're just
getting a percentage revenue.
They need to have something togain from that, you know.
So that's always been a pieceof my job too.
I had commission also as an opsmanager.
Speaker 1 (01:04:23):
Okay, we have another
question.
Our agency owner wants to havepeople participating in multiple
roles.
This is going to be difficultbecause the employees that are
expected to help with marketingare fully expected to continue
with hiring, EVV, employmentchart, compliance, answering
phones being the face of thecompany for any in-office
visitors, and more.
What advice can you offer here?
How can we present thatmarketing does require a
(01:04:46):
full-time focus?
Hallelujah.
Speaker 2 (01:04:49):
This is really hard
in home care.
In home care, everybody'swearing a million hats and I
thought, well, as we grow, weget bigger.
Surely I'm only going to haveone job to do, because there's
going to be all these peopleworking here.
Home care is lots and lots ofhats, unfortunately.
But marketing does requirefull-time focus.
If you can be full-time Nowthere's just growing pains,
(01:05:11):
right?
You know, when I started atHome Instead, we were a small
office that were only like fouror five of us at the time, maybe
three, and I did have to do alot of other things.
But as you grow, they have themoney then to put another level
of help in.
So there's going to be timeswhere you're juggling more than
(01:05:34):
just the marketing.
Marketing and signing togetheris really can be a luxury that
that's all you're doing in homecare really.
And I've been the person thathad to go pick up the wheelchair
at the medical equipmentcompany because maybe somebody
forgot that they needed it.
Right, well, you're out in thefield, can you go get it real
quick?
Well, yeah, I'm out in thefield, but I'm marketing.
(01:05:54):
Like, really, I have to go pickup and I've done it.
I've gone and picked up thewheelchair and brought it.
I've had caregivers.
We need this caregiver to stayfive more hours and she's
starving.
Can you just go pick her uplunch and bring it to her please
, because you're out in thefield?
Yeah, I'll do it, like I'm nothappy always to do it, but I
(01:06:16):
know that at the end of the day,if we don't do the caregivers
in a walk, we're going to losethe client.
I signed up the clientSo-and-so, referred the client.
It's going to get back to herand eventually she's going to
quit referring.
So it's all interconnected andso we are all doing lots of
things.
But I do think that the ownerdoes need to understand that you
get a momentum going whenyou're marketing.
You start getting that momentum, that relationship starts to
(01:06:38):
build and then if you disappear,it's kind of all for nothing.
I would go on vacation for aweek.
The next week when I came backmy phones would be dead and I
mean I had solid relationshipswith these people but they
didn't see me for a week becauseI was out of town, dead.
The next week it took me.
It would take me a week to getthings going again and I mean I
would kill it.
On Monday I would go out to asmany people as I could so that
(01:07:01):
by the middle of the week thingsare happening for me again.
So I get what you're saying,definitely understand what
you're saying.
If you are wearing lots of hatsand you're not able to be
consistent out in the field, Iwould pick five SNFs and be
consistent with them, or pickhowever many stops you think you
can make a week with all theother things that you're doing
(01:07:21):
and be consistent with them.
And I would probably pickskilled nursing facilities.
Make sure they're not over 80%Medicaid.
I think we've talked about thatbefore.
If the SNF the beds in the SNFthey've got 100 beds, if more
than 80 of those beds areMedicaid patients, there's
probably not private pay that'sgoing to come out of that
(01:07:42):
building.
There could be someoccasionally, but not a lot.
So make sure that you'requalifying the ones that you are
going to see.
But pick a number that you canbe consistent with and the idea
is to tell the owner like thisis what I'm going to do right
now, to be consistent.
It's super important to beconsistent and as we grow, my
hope is that we can findsomebody to do this part of my
(01:08:05):
job so I can be out there moreand I can get more referrals,
and so that's probably theapproach I would use.
Speaker 1 (01:08:13):
Yeah, have a heart to
heart with that owner and say
if this is your expectation,then these are the changes we
need to make, because there isno way I can do.
I can decrease everything alittle bit to fit it all in.
Or you can have you knowthere's got to be some give and
I can say coming a little bit tofit it all in.
Or you can have you know, youknow there's gotta be some gift
(01:08:34):
and I, and I can say, comingfrom an owner's perspective, a
lot of times you, the owner,does not realize the amount of
time it takes to do a singletask.
They have no idea what thething that you're assigned to do
, how long that takes you everyday.
They just don't know becausethey're pulled in 5,000
directions themselves.
So sitting down and saying thisis how long this is taking me
(01:08:57):
and there is no way that I cando this, this, this and this and
be effective.
I need to narrow my focus orwhatever.
So, yeah, they just sometimesjust don't even.
Speaker 2 (01:09:07):
And with some owners
you kind of have to prove
yourself too.
That's why I say pick five orsix, whatever.
And then when those referralsstart coming in, you can say
look, if I could do this timesfive more places a week, times
10 more places a week, imaginewhat could happen, because I'm
only going to five right now andlook what's happened.
(01:09:29):
But you have to be consistentto get those five to refer.
It's better to be consistent inless places than to just throw
wildflower seeds everywhere andjust hope that something grows.
It's just in this industry, it'strust and relationship building
.
So throwing all those out thereand hoping something happens
doesn't work.
You have to water, fertilize.
(01:09:50):
You know you got it.
You've got to continue tonurture the relationship.
So it's better to have lessplaces and be consistent and
grow those relationships.
And when those start referring,you can say to the owner I've
been doing this for a month anda half, two months with just
these five and look what'shappened.
If you could get this part ofmy job to somebody else, I'll go
pick another five, and nowwe'll have 10 places that are
(01:10:13):
doing this.
So that's how I would addressthat.
Speaker 1 (01:10:17):
The next question is
I'm the relationship manager for
a brand new privately ownedhome care company.
What is the most importantthing to do?
First thing to do to get knownin the community, so to get
started.
Speaker 2 (01:10:29):
You want to get your
feelers out there.
I would probably go to a coupleof networking meetings.
You know they have them inassisted living buildings,
sometimes group homes, sometimesthey're in a SNF, and I would
probably just to get your thefeel out there, right, and then
you know, start looking up SNFs,assisted living, all the places
, and then just start build yourroute sheet and start going.
(01:10:51):
But I probably would hit acouple of networking meetings.
You don't want to spend yourwhole life in networking
meetings.
They don't always, they don'tusually generally turn into
referrals.
Usually what you're doing thereis networking, which is just
meeting other people like you inthe industry hospice reps and
home health reps that you canmarket with and you can ask them
questions about the industry.
(01:11:12):
It's more that in thenetworking meetings, but it
would be a good place for peopleto know hey, there's a new home
care agency in town.
I'm your gal, you know.
They usually let you get up andtalk about the agency.
Everyone gets like two minutesor something.
So I think that would be a goodplace to start and then get out
in the field.
Speaker 1 (01:11:31):
The next question is
is Monday really a good day to
be out in the field?
I run into a lot of oh, they'rein a meeting right now.
Speaker 2 (01:11:38):
So it depends on
where you're going and you'll
learn your referral sources.
Most of my social workers werein meetings on Tuesdays, I don't
know why.
So Mondays were good for mewith SNFs, inassisted living
Mondays were not good.
Memory care Mondays were notgood.
So you just kind of have tofigure out in your industry,
your neck of the woods, whatwhat's going to work best.
(01:11:59):
I can tell you that admissionssocial workers like they leave
for the weekend, they come backand they have new patients that
are just here, right, and nowthey have to figure out.
Well, who are they?
What are they going to need?
They're working on discharge.
So it might be that Mondayswouldn't be good for a SNF my
SNFs again, it was Tuesdaymornings that they were tied up
in meetings.
So you know, I guess it justdepends on your area.
(01:12:21):
So you do want to find that out.
So if they're telling you that,then Mondays don't sound like
they're going to be good for you.
Speaker 1 (01:12:26):
Redview asks how does
tailored training for our sales
team and caregivers at a homecare agency align with and
reinforce our specific marketingpositioning strategy?
Speaker 2 (01:12:41):
How does tailored
training?
Speaker 1 (01:12:44):
We don't know what
your specific.
I'm not sure.
Speaker 2 (01:12:51):
Strategy is.
I mean it definitely needs toalign with your marketing
position.
You do need to make sure thatit aligns.
I mean, our strategy was alwaysto just grow and we have our
goals set.
And so the training you'reright, they do need to align.
I probably gosh, looking at it.
I probably started with eachdepartment's goals.
(01:13:12):
I mean I started with therevenue that I wanted and then
we would go.
I'd go to the department sowhat does this department need
to do to help hit this revenue?
What does this department needto do to help hit this revenue?
So I would set the revenuefirst, then every department
would get, I would figure outwhat they need to do and then
probably the rest of mymarketing positioning strategy
(01:13:32):
would be based on that.
I don't know if I'm answeringyour question, but that's kind
of how I've looked at it andwe'll get into that a little bit
with KPIs too.
Speaker 1 (01:13:40):
Yeah, maybe knowing
what the and I think, dawn, you
have something that youprivately share with people who
are interested in training.
It's a video that goes to thecurriculum of our training
program.
Don't you have something likethat?
So reviewing what is in thecurriculum might also be helpful
to know if it is going to alignwith your specific strategies.
Speaker 2 (01:14:03):
Well, it's all about
private pay growth.
So if that's what you're into,it's going to align.
I mean, if you want to dostraight Medicaid, probably not
going to align with Medicaid.
It's all about private pay andgrowing the private pay revenue.
Speaker 1 (01:14:19):
Okay, I think that's
it.
Speaker 2 (01:14:21):
Okay, identifying key
performance indicator, kpis,
goals and steps toaccountability.
You need to know your numbers,folks.
Knowing your numbers is acrucial to achieving your goals.
Could you bake a cake without arecipe?
I mean, my mom can, but mostpeople probably can't, grandma's
probably.
Could you put a puzzle togetherwithout a picture on the box,
(01:14:42):
without knowing at all what it'ssupposed to look like the
finished product?
Could you build a house withouta blueprint?
No, no, no.
It starts with the end in mind.
You need to set goalsUnderstanding your current sales
metrics.
Are the metrics you arecurrently tracking helping you
achieve your revenue goals?
Are you hitting your goal?
If you're not, maybe not.
(01:15:02):
Maybe the answer is no.
Maybe you're doing perfect andyou're good.
Consider the contribution ofeach of the roles in your office
to revenue generation overallgrowth.
Your salesperson marketer isnot the sole driver to your
revenue.
They're just not.
It's a team effort here andwe're going to get into that.
(01:15:22):
I'll show you what the othersshould be doing too.
There are actions each role cantake to increase your revenue,
and incorporating revenuegenerating tasks into weekly
routines can effectively boostyour overall revenue.
Quick tips to increase revenueNew private pay business can
help increase revenue, obviouslyIncreasing billable hours with
current clients.
If your caregiver is saying, hey, I'm doing overnights three
(01:15:44):
days a week and when I come backit looks that I can just tell
she's worn out, the house is amess, she needs more hours, we
need to react to that.
Hold on to your scheduledbillable hours.
If a caregiver calls out sick,train your schedulers to say
your caregiver is out sick today.
We have somebody that will bethere within an hour.
Don't let them ask do you stillwant care today?
(01:16:05):
Do you still want us to come?
That's like you're going tolose your billable hours and
this happens fast.
When I started tracking this, Iwas just so sick to my stomach.
Hold on to the scheduledbillable hours that you have.
Offer a replacement.
Replacement's on the way.
Replacement will be there in anhour.
Keep track of your billablehours weekly.
Are you on target?
(01:16:26):
If you are sitting at athousand hours this week, are
you keeping track of it weeklyand are you looking at next week
?
I always lived with one foot inthis week and one foot in next
week.
On WellSky.
They've got a live view of yourweek of clients and their hours
and you can see on Monday whatit looks like.
(01:16:47):
If I'm at a thousand billablehours on Monday this week, what
does next week look like?
Oh, it's at 1200.
That's awesome.
Keep checking it every day.
If it's below a thousandalready, you got to do something
right now, in this moment, toget that bumped up so that next
week is growth.
You want every week to begrowth week.
You want to move up, up, up up,and you've got to be watching
(01:17:07):
it weekly to make that happen.
Shop your competitors.
Are you charging enough?
Star, six, seven, call them.
Find out what they're doing.
Pretend to be an adult childand see what they're charging.
Do they have packages?
Do they have a discounted ratefor 24s.
Are they doing live-ins at acheaper rate than you're doing
24s?
Whatever it is that they'redoing, you need to know so that
you're competitive in themarketplace.
(01:17:29):
Check in with past clients.
Take good notes.
If a client has died, thatneeds to be in your notes
somewhere.
You don't want to call andcheck on a past client who's
deceased that you knew wasdeceased, I guess.
I mean sometimes they are gone.
Check in with past clients.
How are they doing?
A lot of times I would call.
I'm so glad you called Gosh.
You must be psychic.
(01:17:49):
We were looking for your numberyesterday.
You will be surprised at howmuch you can gain by doing that.
Reach out to all of your leads,new and old.
You never know what's going onanymore.
We talked to you.
I talked to you last March.
Oh my gosh, I want to go outand see my mom.
She doesn't sound very good.
I'm so glad you called.
Maybe you can come see us whenI'm there in town.
(01:18:12):
Setting sales goals Step one setyour annual goals.
Step two break your annualgoals down to achievable parts.
Step three steps to reach thegoals.
You need the steps.
Goals should be smart, meaningthey need to be specific who,
what, when, where, why.
They need to be measurable.
They need to be attainable.
(01:18:32):
If you're sitting at I don'teven know low numbers and you
say to your marketer we need tohit 2 million by the end of the
year, is that if the goal is settoo high and it's not
attainable, the marketer is notgoing to try.
It's just not realistic.
So it needs to be attainable,relevant and worthwhile and
timely.
You've got to put like by thisweek, this is what's going to
(01:18:54):
happen.
Like it has to have a deadlineor a timeline to it, measuring
performance.
So set at least one goal foreach of your departments or
functions of your business.
Remember to be smart with yourgoals.
So if I set my annual billinggoal.
I'm going to break it down to aweekly run rate.
So you just divide the annualby 52.
My marketer so this is amarketer's with my sales rep
(01:19:18):
goal.
They know the annual billinggoal.
I've broken it down.
This is what needs to happen tohit that revenue goal.
On the marketing team, they needto make 40 to 50 stops a week.
15 to 20 of those areface-to-face stops.
This is a full-time marketerEventually from doing this.
It's not going to happenovernight.
Rome wasn't built in a day.
(01:19:39):
Five to seven referrals a weekwill start coming from these
efforts.
Eventually they have to buildrelationships for that to happen
.
When your service inquiriescome in, 70% should be booked
and 90% of your assessmentsshould be signed.
You'll be getting three to foursigned jobs.
If this is what your marketeris doing a week Now, what will
revenue look like?
Well, it depends on what kindof jobs they sign.
(01:20:00):
If they're tiny jobs, not realhigh.
If they're 24, it's going to behigh.
So it can really change basedon the kinds of jobs that are
assigned.
So the difference between a goaland a KPI key performance
indicators are critical, keyindicators of progress towards
an intended result.
A goal is the outcome you hopeto achieve.
The KPI is the metric to letyou know how well you're doing
(01:20:22):
working towards that goal.
So to improve any aspect ofyour business, set a specific
goal and track it weekly withkey performance indicators.
So this is a sheet I've usedfor years and years.
Remember we talked about it'sjust not marketing that is
helping you hit your revenuegoals.
These are marketing's goals.
If you want to hit 1.5 million,your weekly run rate would be
(01:20:44):
28,846.
This is what marketing needs tobe doing every week to help you
get there.
Does that mean that you canonly hit 1.5 million with one
marketer?
No, that's just a generalnumber.
If you want to go over that andyou have one marketer, maybe
you add a KPI over here thatevery other week I'd like a 24
(01:21:06):
signed.
We know that 24s aren'tpermanent.
They don't last forever.
They might last for a couple ofweeks.
You should be constantlyreplacing your 24s.
You should always be on thelookout for a 24.
In our mastery circle we did athree-part series of how to get
a 24-hour client when do theycome from, how do you get them
signed and the importance ofreplacing if you know that it's
(01:21:28):
coming to an end.
Maybe Mrs Smith is going to moveinto assisted living and
everybody's aware of that in twoweeks you need to be looking
for another 24 before Mrs Smithleaves, and so you're always on
the lookout for 24.
So you could certainly add thatas a KPI.
Your scheduling and staffingteam needs to be able to do
three to four quick starts aweek.
This is again when you'resigning three to four jobs,
(01:21:51):
right, when the marketer is outthere.
Many times the social workerstest them and give them little
tiny jobs or they'll say, oh,you can start anytime.
Well, how about tonight?
That's how they test them.
That's how they know they'rethe real deal.
Your scheduling team needs tobe ready to do that, and they
can do that by being staffed out48 hours and 72 hours on
(01:22:14):
Fridays 50% of the 70% of theweek.
What that means is when you'rea smaller company, you get a job
that comes in six days a week.
You staff the whole thing.
You just sit there and get itstaffed.
As you grow, it doesn't worklike that anymore.
As you grow, you're staffingSaturday and Sunday, and then
I'm going to staff Monday,wednesday, friday, the next day,
like you're not staffing thewhole thing out because you
(01:22:35):
don't have time to.
It just doesn't work that wayanymore.
So when you leave on Wednesday,being staffed out.
48 hours means that every jobThursday and Friday are already
staffed out.
48 hours means that every jobThursday and Friday are already
staffed.
There's nothing hanging outthere that needs to be staffed
for Thursday and Friday.
Are you going to have call-ups?
Sure, probably, but everythingis staffed, and on Friday,
(01:22:56):
everything is staffed throughTuesday morning, so that allows
them to have freedom to work oncall-ups.
It allows them to have freedomto do these quick starts, and
the quick starts happen onFridays a lot, so really, they
really need to be staffed ahead.
Missed shifts less than 10% ofour shifts should be missed,
because it just upsets andirritates people when that
(01:23:18):
happens, and so always send areplacement offer to send a
replacement Lost clients again,this is a higher volume office.
Less than two to three clientslost, and this is, you know,
from a revenue standpoint.
We're counting deaths.
Yeah, absolutely, because it'sbillable hours.
We're also, though, talkingabout people that left because
they're upset, they're mad wedid something wrong.
(01:23:39):
You know, if a caregiver iscalling out or is late two,
three days in a row and no onehas complained to you, to the
scheduler, they're upset.
They may not be verbalizing it,but they may be on the phone
with another home care agencyright now.
You have to address thesethings even if they don't appear
to be upset.
The marketer could call theadult child and just say, hey,
how are things going?
(01:24:00):
I hear your mom, you know, andthen the daughter gosh, your
caregiver has been late threedays.
Then you're going to hear aboutit.
You don't have to call and askabout it, but if they're upset
you're going to hear about it.
So being in tune with that'simportant.
Also, scheduling that departmentit's important that they are
watching for the caregiversdoing good things.
They get upset with thecaregivers.
(01:24:20):
Right, they're calling off,they're saying that grandma died
, they're tired of the excuses.
They're saying that grandmadied, they're tired of the
(01:24:40):
excuses.
So I always had my caregiversor my scheduling team watch for
good things that caregivers aredoing.
So they would send me three tofour good things that caregivers
are ads.
Caregivers coming in from ads,interviewed eight to 12 and
hired four to six Caregiversthat are hired within the last
90 days need to be contactedweekly.
We have a system where we dothat automated for you here.
(01:25:02):
They need to hear from theoffice every single week and
it's not.
Can you work Saturday?
Where's your TV?
Where's your CPR?
It is, how was your first shift?
How did it go?
Stuff like that to retain?
And then caregivers that havebeen there longer than 90 days
need to hear from the company,at least once a month, some
personal something.
It could be a birthday, itcould be an anniversary.
(01:25:23):
They need to hear something.
This is what when you break thesheets down.
So for marketing, they aresimply tracking.
Here's what they're supposed todo.
This is what actually happenedevery single week.
If you're keeping an eye onyour run rate every single week,
if it's supposed to be 28, andI'm at 17, I need to do react to
(01:25:44):
that.
I need to do something rightnow.
What can I do right now, inthis moment, to start moving
this needle up?
Because if I wait till the endof the quarter and I'm not
hitting 375, it's going to bereally hard to make that up in
three quarters.
So this is why we're watchingthese numbers every single week.
Any questions?
Speaker 1 (01:26:06):
I'm muted.
There are no current questions,but this is again a chance to
ask questions about KPIs.
If you have any questions aboutwhat Dawn just talked about,
it's a lot Most people ask thequestion.
Can I have that sheet?
Speaker 2 (01:26:22):
We do get that.
We do get that a lot.
Not a lot of people like thewhole numbers KPI goal thing.
I don't know.
I love it because when you hitand you crush your numbers that
feels really good.
So but if there's no questions,we can move on to Valerie.
Speaker 1 (01:26:35):
All right, that
sounds good, let's do it Okay.
Speaker 2 (01:26:39):
Oh, we might have a
question.
Oh yes, anonymous, we do notcurrently track KPIs.
How do we get started?
So I would start with whatyou're looking for revenue.
What is it that you want inrevenue?
Break it down into weekly goalsand decide what each person in
your company needs to be doingevery single week to hit the
(01:27:01):
goals that are going to increaserevenue.
And you know, this is reallythe meat and potatoes of what
needs to happen and beconsistent every week.
And with this one, you'remeeting with marketing.
You have a sheet like this foreverybody in your office,
because everybody in your officeis doing something that's going
to help towards revenue.
So I would start with yourannual goal.
Speaker 1 (01:27:23):
I have a question
that didn't come.
It wasn't put here.
I saw this while you weretalking in our CRM.
Somebody recently talked to youand I don't know if they're on
here or not asked about the 40to 50 stops per week and the
text that he or she sent.
I didn't.
(01:27:43):
Can you show the KPI slideagain?
Can you show the KPI slideagain?
Yes, another question.
So the person who asked thequestion of you is someone you
just recently talked to.
You'll have to go back and lookat it, but she said how did you
come up with the 40 to 50 stopsper week?
Speaker 2 (01:28:03):
How did that like?
Where did that number come outof the ether?
So it's eight to 10 stops a day, no-transcript, that's four
(01:28:31):
stops per assessment.
So that's going to lower thisnumber.
And what I've seen and you haveto expect this as well is if I
get my 40 to 50 stops done thisweek and I didn't really have
any assessments, next weekshould and probably will be full
of assessments, and so then youdon't get as much marketing
done, and so it could get quiet,and so then the next week
you're out marketing.
So it seems to be this ebb andflow because you're one person
(01:28:55):
right, and so that can happentoo.
I mean, that's definitely agood question, Valerie.
Speaker 1 (01:29:02):
Okay, can you show
the previous slide to this?
This one?
No, not that that one, I don'tknow the previous slide, is
there another one?
No, this is it.
She's just gonna flip throughthem.
Speaker 2 (01:29:19):
Get your camera ready
quick, um I don't know which
one she is, it this one?
Just maybe maybe she said shegot it.
Okay, okay, okay, for a brandnew office.
How do you suggest we forecastrevenue goals for the first few
months?
Um, I mean it really.
I mean I would probably try tostart, you know, maybe less,
(01:29:42):
just because you want it to beattainable.
You don't want to hit theground with.
You know we're gonna hit500,000 in two months or
whatever, right?
So I don't know if you'realready signing jobs.
You're not signing jobs.
It's hard, it's hard to know.
You kind of need to look atwhat are your expenses, what are
(01:30:10):
your costs.
I mean, it's a really hardquestion to answer because I
don't know your exact situation,right?
And so, not knowing that, Iwould probably focus more on
let's do the 40, 50 stops andlet's do this for three or four
weeks and see what happens.
And if you start gettingclients and your billable hours,
then I would start probablythinking about the revenue.
(01:30:31):
I would probably start smaller.
I would start with the chunksfirst and then see where revenue
lands.
Oh, I did this solid for threeweeks and I got three clients
Awesome.
Next week let's try to getbigger clients.
These were all small.
Let's try for bigger clients,and then eventually you'll start
to see what that looks like andbe able to forecast revenue
(01:30:52):
better.
Speaker 1 (01:30:53):
So do most companies
pick revenue goals out of thin
air.
Exactly that's another, another.
Speaker 2 (01:31:00):
I think maybe if
you're in a franchise, maybe
they have you know, a solid likethis is what you should expect
in your first year, your secondyear.
Like this is what you shouldexpect in your first year, your
second year.
I can tell you, my marketer, mylast marketer I hired, I can
tell you in billable hours inher first year, with less than
her, I mean, she was really akiller.
(01:31:20):
Like she was very, very good ather job.
She got to a thousand billablehours, I would say in eight
months, if that helps.
And she was in an area that wehad not marketed in much at all.
The marketer prior to her justwas not very good.
It was before I worked thereand she said that part of the
valley in Arizona, that part ofthe valley is just not good.
(01:31:40):
Well, that wasn't the case andI didn't believe that.
Anyway, I went out a couple oftimes and got some referrals and
I'm like no, no, we could getbusiness out of here.
So she got, she did.
She got to a thousand billablehours in like seven, eight
months and that's that's likekiller, like that's really
really good.
I don't know that I wouldexpect that from anybody, but
(01:32:00):
she was really good at her joband she was new in the industry
too.
More of the point to your visitsper day.
The average visit with CMs andsocial workers is about six to
nine minutes.
I expect my marketers to have agoal of 12 in-person visits per
day, with three to fouradditional touch points.
So I mean, if you can get infront of them, yes, that's a
(01:32:21):
good point.
And yeah, six to nine minutes,I don't know For me I'm in a
different city than you,probably I don't know that I
could get 12 in-person visitsdone in a day because I'm not
able to get in front of peoplethat often.
I mean you get a face-to-facelike once a month.
(01:32:43):
That's pretty, pretty normaland a pretty good expectation.
Um, so I mean, if they're ableto get in front of and have face
, 12 face to face a day, that'spretty good.
I mean it also depends on theirrelationships.
If these are alreadyestablished relationships, it
might be fun for them.
They might like that you'recoming in and spending a few
(01:33:05):
minutes with them face to face.
If it's not established and theexpectation is that I'm going
to get a face to face every time, it could backfire depending on
the social worker.
You know just some of themdon't want that, don't like that
, don't have time for it.
So I mean, if they're able todo that and it's working for
them, that's great.
Speaker 1 (01:33:24):
I mean, we've seen
brand new startups tell us that
they have hit 500,000 the firstyear and a million the second
year.
It's not impossible.
If that helps with the, how doyou pull that out of?
Speaker 2 (01:33:36):
the year.
Speaker 1 (01:33:38):
It really is
dependent on your geography and
a whole host of other things.
That's why it's hard to Righthow many nursing facilities they
are.
Speaker 2 (01:33:48):
What your reach is
what your territory is and how
much upfront money you have too.
I mean, do you have more staffthan a startup?
That it's just them.
If you're able to front thestaff ahead of time and you're
doing all the online stuff theright way, your revenue is going
to be higher than a startupthat's not doing and can't do
those things.
(01:34:08):
So it is hard to come up withthat revenue number, but yeah,
we have had clients get to500,000 their first year.
Speaker 1 (01:34:14):
Absolutely.
Speaker 2 (01:34:17):
Okay, are we ready to
move on?
Valerie, you're up.
My voice is ready for you to beup All right, I'm up.
Speaker 1 (01:34:23):
Okay, integrating
in-person marketing with online
efforts.
Let's go.
Can you change slides for me?
Are we good with that?
Most popular social networksworldwide, so let's just talk
about this is what I really.
You know the point of my slides.
It's going to get less boringhere in a second, but the point
is that all the stuff you'redoing out in the field needs to
(01:34:46):
marry up with your onlinepresence.
You cannot forget about that.
It may not be, you know, forsome agencies, I can tell you,
it's not very top of mind at all, and for other home care
agencies, they almost rely tooheavily on the online piece.
So there is a fine balance herebetween online marketing and
(01:35:07):
your in-person, but both of themneed to exist and they can
exist together.
But it is up to.
This message comes from the top.
It's the owner has to believe,or the manager or whoever's the
director has to believe, thatonline marketing is worthwhile
in order to make this work.
Because if you don't holdpeople accountable for also
(01:35:29):
posting online, they will justsimply never do it.
And some people will say, oh,it's just another thing they
have to do.
You're darn right, it's anotherthing they have to do.
And if, because you hosted yourcommunity involvement today
with ABC Skilled NursingFacility and you tag them and
they love seeing you the nexttime and thank you for it, and
(01:35:51):
that relationship blossoms, thenabsolutely, it's worth having
an online presence.
So we're going to talk aboutyou know, with all of these,
what do you focus on and what doyou do?
So let's go to the next slideand let's go to one more Next
slide.
Okay, this is just an example ofonline and offline marketing
pairing up, and this is one ofour folks that went through
(01:36:13):
sales training, and what you cansee in these pictures is that
you know just some of the leavebehinds they were putting
together.
Now, all of these leave behindsthat they have here most of
them, anyway came from what theylearned in sales training, and
they are.
They printed them out, they hadthem cut and they're ready to
roll out the door.
You can see bags in thebackground, and part of sales
(01:36:35):
training is teaching thestudents how to have something
to say every single time they goby and visit, because that gets
boring too.
They don't need your 10thbrochure.
They don't need your 10thbrochure.
They don't need your 10thbusiness card, right?
So having something else, someother message, something that
(01:36:55):
defines you, is memorable, butis not giving them a Louis
Vuitton purse, is not doingsomething that is seemingly not
okay.
These little things really makea big impact on social workers
and discharge planners and otherfolks.
So you can see, here we havetwo marketers.
(01:37:15):
They were visiting a skilledfacility.
They took pictures of theirleave-behinds and handouts for
the day and they have taken amap which is also unusual.
We're so used to everythingbeing online and sort of plotted
out the stops that they'regoing to make and the places
that they think are reallyimportant to them in that office
.
So you know, these are justexamples and they took these
(01:37:38):
pictures and then they postedthem online and talked about
their community outreach efforts, and that needs to happen every
single week.
So let's go to the next slide,and this is where a lot of our
folks are posting theircommunity outreach.
You know LinkedIn is yourbusiness to business networking.
You have a professional profileand you should also have a
(01:38:02):
company page.
As an owner, as a marketer,whoever it is you're working for
today, your LinkedIn profileneeds to be updated.
It needs to say who it isyou're working for today and it
needs to, you know, interactalso with your company page.
I can't tell you how importantthis is.
(01:38:23):
Linkedin was sort of on my listfor a while.
They were bought by Microsoftor something and they kind of
you know, were out there and notreally hitting it.
But things have changed.
And business to businessnetworking, the extension of
that is making sure you'reposting on LinkedIn every single
(01:38:44):
time you go out in thecommunity, every single time you
do something.
So from the left-hand side ofthis slide we can see one of our
clients who has a very bigimpact on his local community.
He's been doing this for aboutfive years now and one of the
things he does he sponsorsLittle League events or Little
League teams, you know, with hislogo on their shirt and all
(01:39:07):
that, our little league teams,you know, with his logo on their
shirt and all that.
And he's a private independenthome care agency owner, brand
new five years ago, which, ofcourse, ran into COVID.
And then we have some otherfolks here.
You can see one of them, theMaureen McCabe, down at the
bottom.
It's the Hope and Mo show.
I don't know how often they dothe or not our clients, but they
did this little video.
(01:39:28):
They set their chairs up infront of this rehab center and
it was like their grand openingor something.
So they sat there and justtalked about how amazing it was
and you know their experienceand noticed that there are no
residents, there are no clients,there are no patients in this
video.
But what a cool thing to do tohelp promote someone who might
be a great referral source andjust sit and talk about some
(01:39:51):
event they had.
You don't have to have peoplein the video other than yourself
.
And we have Dale York kind ofin the middle.
He's a little bit hidden underthere.
He was talking about anonprofit organization that he's
teamed up with.
All of these, including TipaSnow, who's right there in the
middle, are posting thesepictures, images and videos, and
Eaton the Dog.
(01:40:11):
Of course, everybody loves apicture of a puppy, so this is
part of your online marketingGetting these pictures.
It doesn't have to be everysingle thing you do, but it
needs to be a very consistentoutreach and you know some
notification and some.
(01:40:32):
You know something that tellsthe other organization that you
were there and that youappreciated that.
Speaker 2 (01:40:38):
Valerie, we have a
question about LinkedIn.
I'm a big believer in LinkedInand I'm trying to establish my
digital footprint.
Do you recommend posting on apersonal profile or reposting
from the?
Speaker 1 (01:40:48):
company page.
There's two schools of thoughthere.
I would say both and the reasonI say that is this on LinkedIn
nobody wants to do business withyour logo.
They want to do business withyour face and they really want
to connect with you and knowthat you and your following and
your information is important tothem.
(01:41:09):
So I would do both.
I would post on LinkedIn I meanon a company page and I would
also post on my personal profile.
And just remember, in LinkedInthis is not like Facebook where
your personal profile haspictures of your dog and your
kids and you know well, in myonce in a while, like I once in
a while, I'll post something alittle more personal on LinkedIn
(01:41:30):
.
But you know I reserve most ofthat for Facebook and grandma
and grandpa and aunts and unclesand all that stuff.
On LinkedIn it's mainlybusiness to business kind of
stuff.
So your personal profileshouldn't be really personal at
all a little bit maybe, but itshould be definitely
professional and it shouldhighlight you as a professional
(01:41:52):
human being and your careerthroughout the years and you
don't have to be afraid torepresent and post about the
current position that you hold.
If you're not the owner, ifyou're the marketer.
Post about that, talk about itand honor it and do good by it,
because the next time you'relooking for a job, the person is
(01:42:14):
going to look at you onLinkedIn and Facebook and when
they see what a nice job you didrepresenting the previous
company, they will think more ofthat, so think more of you.
So both company andprofessional profile.
This isn't a Facebook, so wecertainly should do that.
So this is just a mini casestudy.
What we're looking at is thecompany page of Home Care and
(01:42:39):
we're looking at what happenedto the engagement and the
impressions and the metrics overthe course of time and you can
see how that second littlepicture, you can see how the
engagement and the impressionsjust went straight up as the
more these posts went onLinkedIn, the more engagement
(01:43:02):
and views that this person got.
And it's not really aboutstatic posts.
It's about these pictures withpeople in them.
It is the human to humanconnection on a professional
level that really gets people tolook at your stuff.
I can tell every time I make apost on LinkedIn if I put a face
(01:43:24):
of one of our people or my faceor a video with my face in it
or something that has to do witha human being in it.
It definitely 100 percent getsmore impressions, more likes,
more engagement than you know meposting a picture of a slide on
a web.
So that's what people want tosee, even on LinkedIn.
(01:43:46):
Ok, next one, this is anotherone.
This is another one.
This is actually us.
We actually weren't doing asmuch with our professional
company page and then we startedreally hammering that company
page and I'm going to tell youabout a little secret that you
can do with LinkedIn.
That's pretty cool.
It's not really a secret, but Iknow a lot of people don't know
(01:44:07):
about it and you can see howour engagement and views and
impressions just went straightup.
Our visitor highlights.
You can see how many more pageviews we were getting, how many
more followers we accrued andinviting people to follow us.
That's important.
So you have the ability, whenyou have a company page, to
invite people to follow thatpage.
(01:44:29):
Not everybody will, but it'scertainly worth the invite.
If people invite me to followtheir page, as long as they're a
home care agency or some seniorkind of business, I will
absolutely follow your page.
I have no problem with that Ifyou're.
You know somebody who lookslike a scammer, spammer, and you
(01:44:49):
don't even have a face on yourprofile.
I'm probably not going to worryabout you.
I don't need that.
But I will follow anybody who'sin the senior care business
because I want to know moreabout their business and what
they do.
So the more you do, the betteroff you are.
Branding is really important onLinkedIn, so all of your key
team members should have asimilar banner in the background
(01:45:11):
, and this is on our personalpages.
If I were to you know quit Ican't really quit because I'm
the owner but if I were to quitand move on to another company,
then I would want to brand myLinkedIn banner with the new
company information.
Then I would want to brand myLinkedIn banner with the new
company information.
So branding and asking your keyemployees to do this, I think,
(01:45:33):
is really important.
It doesn't have to be everysingle person in the company,
but if you have salespeople whoare representing you in the
field, this is a really nice wayto show off more information
about them, more informationabout your company.
So don't be afraid to get asimilar banner for everyone and
really make it something nice.
(01:45:53):
These all have our names onthem, so you can see that each
one has somebody's actual nameon it and their title or what
they do.
So I highly recommend brandingthis way, and your company page
should also reflect that.
I think I'll show a picture ofthat.
So here's something I thinkeverybody needs to know.
First of all, I would hope thatin doing this, you guys would
(01:46:17):
make sure you we talked aboutthis in the very beginning
connect with me, connect withDawn on LinkedIn.
We would love to you know, beconnected.
We're, all you know, strivingfor the same goals here.
And look at how mine is written.
Look at how that informationunder my name is written.
As far as I'm concerned, thisis the way your profile should
(01:46:42):
look.
First of all, I start with howmany years I've been in this
business and then what it is mybusiness does home care
marketing and sales.
We help home care agencies getmore clients, more referrals and
hire better caregivers.
Home care marketing, expert atApproved Senior Network
Marketing that is what yoursshould say.
So if it just says communityliaison or owner if that's the
(01:47:05):
only words under there then Iinstantly think owner of what?
Community liaison for who?
I need to know more than justyour title.
Make it, make sense and alsouse some keyword phrases in
there so that other people willsee you as well.
So do more than just say ownerand then you'll definitely so.
(01:47:28):
Dale is our good friend and ourclient, so I always you know he
does, he did this, so this isokay.
It says founder and owner atCardinal Home Care.
But here's what I would putover on the right Times five
years owner of Cardinal HomeCare, located in Fairfax,
virginia.
We help seniors stayindependent in their home.
Senior home care, companioncare, personal care for seniors.
(01:47:48):
We serve all of them.
Call me for more information.
I would put a lot more in thatlittle blip under his title.
If it were me doing this, thisis what I would put Keyword
phrases what do we do?
Where are we located?
Who do we serve?
What is our phone number?
Absolutely, do that.
That's on your professionalpersonal profile.
(01:48:09):
All right, business page.
So our business page.
The banner isn't exactly likeeverybody's personal one, but
it's similar.
All of our colors are similar.
The branding Again, underneathyour name of your company, you
need to put the keyword phrasesof who you are, and in your
cases I'm not local, I'mactually national, so I don't
(01:48:30):
worry about location, but makesure you add your general
location underneath this andmake sure you're featuring some
of your posts.
So you want to make sure thatyou're using your company page
as much as possible.
There's even on this one.
It says contact sales.
Talk to us about home caremarketing.
No one really uses that, but itis an option that you can add a
(01:48:55):
little button right there tohave people contact you.
So definitely use every pieceof your profile and of your
company's profile to youradvantage.
Okay, this is my tip and mysecret about LinkedIn.
On LinkedIn, you can have anewsletter and I realize that
(01:49:17):
nobody needs another newsletter.
I do highly, highly recommendhaving newsletters and that
should go out to your email base, but this one on LinkedIn is a
little bit different.
So, first of all, linkedinemails do not go to spam.
They go to the inbox of all ofyour followers, all of the
subscribers to your newsletters,and, just like your personal or
(01:49:40):
your company page, you caninvite people to subscribe to
your newsletter.
So we have one called the HomeCare Marketing Minute.
Some weeks we send out lots andlots of newsletters or not lots
, I mean you know a couple maybein some weeks we don't send out
any.
I am not the consistency queen Ishould be, but when I send out
(01:50:00):
a Home Care Marketing Minute, itgoes to your inbox, if you're a
subscriber, and it says fromValerie Van Boeven, if you're a
subscriber, and it says fromValerie Van Boeven, you know,
and it talks about, like thiswebinar coming up or whatever,
the Home Care Agency's Guide toSocial Media Marketing.
It'll talk.
It'll say that's the title ofthe email.
It's very cool, it's somethingyou should do and all you have
(01:50:22):
to do.
Let's say, you do writearticles, or you do have
articles written on your blog,or you have some posts about
your community involvement.
Put it in a newsletter, talkabout it and, you know, create
your little local.
If it were me, if I were a homecare agency, it would say, let's
say, cardinal Home Care,serving, you know, fairfax,
virginia, or serving NorthernVirginia.
(01:50:43):
That would be the name I want,who I am, what I do and the
location I serve to be in thatlittle title there.
And there's a little thingunderneath that as well.
So make the most of this.
And then you have to invitepeople.
You can invite like 250 peoplea week or something, or a month
maybe, I don't know.
Look at all this engagementover here, we've had 19,000
(01:51:07):
article views.
This has only been like, Idon't know a year or two, and
then you can see how manysubscribers we have and that
number goes up and down.
So impressions, engagements,article views it's nice to see
that people are looking at thison LinkedIn, but they're also
opening their emails and lookingat it and you can even put
(01:51:28):
videos in there if you want to.
Okay next, so oh, this is justan example.
This is what it looks like whenit hits your mailbox, so you
can see.
It says it's from Valerie VanBoeven via LinkedIn, the guide
to social media marketing forhome care agencies with approved
senior network.
There it is.
It went to 1,700 people.
That's pretty good and I knowit didn't end up in my spam box.
(01:51:49):
So this is nice.
Linkedin, google trustsLinkedIn and it went out through
and it hit my Gmail and it wasfine, all right.
So next let's talk aboutFacebook.
Facebook is your communityoutreach.
This is where you know it's.
Linkedin is great and it is acommunity outreach portal, but
this is your business toconsumer marketing.
(01:52:13):
So one of the people that doesalmost the best I've ever seen
at community marketing onFacebook, and she does not do
this on LinkedIn, which I don'tknow why, but she doesn't.
This is her platform of choices, facebook, and that's what she
uses.
This is Christina Ramos.
We actually interviewed her.
I should make that interviewlive.
We interviewed her about howgood she does with all this
(01:52:37):
marketing stuff.
I mean, she is amazing.
She's in Gainesville, florida,touching hearts at home, and
these posts are very frequentand she does the same big events
every year.
So people are anticipating thisstuff from her and they know
she's coming with the KrispyKremes or the pickleball
tournament or whatever it is.
(01:52:58):
They know Christina is going tobe doing this, and so these are
some just people who do anamazing job with Facebook.
So, yes, you should be postingon your company Facebook page
all the things that you're doing, that you're also posting on
LinkedIn, because your consumersneed to also see this, not just
(01:53:20):
other professions.
Okay, next, this is just acouple of others you should.
If you're on Facebook, youshould go to just go to Facebook
and search for Touching Heartsat Home, gainesville, and look
at all the stuff they post.
Now, this is some things thatwe post for them.
You know, some of it is aboutFlag Day, some of it's blog
(01:53:42):
posts that come through.
We blog post for them, so we dosome of this work, but the real
star of this show is the personwho's doing the sales or the
person who's posting to Facebook.
She is the real star of thisshow.
It's.
Our stuff is educational andnice, but her, her posts really
shine through.
Ok, let's keep going.
(01:54:02):
I got five minutes.
Ok, more Facebook stuff.
This is some other stuff she'sposted.
That's awesome.
Keep going minutes.
Okay, more Facebook stuff.
This is some other stuff she'sposted.
That's awesome.
Keep going.
Oh, let's talk about the TikTok.
Tiktok Some of you hate it,some of you love it.
I say start loving it.
It's not bad.
And you're not giving anysecrets away to China.
(01:54:24):
That, you know, isn't that bigof a deal.
We're talking about home care,right?
So I highly recommend gettingon TikTok Now, right now.
Of course, it's a very youngdemographic, but if you're a
53-year-old like me and you geton there, you notice that there
are other 53-year-olds and55-year-olds and 60-year-olds
(01:54:46):
and 70-year-olds and80-year-olds and Teepa Snow.
Let's go to the next slide.
I don't know if I have apicture of Teepa on here.
There she is.
Look at that.
Look at Teepa Snow on TikTok.
She has 260,000 followers and3.7 million likes.
So if you don't think thatAlzheimer's care or dementia or
(01:55:07):
home care is worth a TikTok, itcertainly is.
Now, I do not expect that youwill have that many likes or
followers in your local area.
She's obviously national andshe's got some deals behind her,
but this is excellent stuff andit's worth watching her videos
to see what it is she's posting.
(01:55:28):
It's not that hard.
Some of it is a little morechallenging.
There's some skits involved,but it's not that hard.
So okay, let's go to the nextslide.
I picked out some home careagencies that I thought were
doing a pretty good job, andthere are a lot of home care
agencies that are doing afabulous job.
In fact, I just watched one.
(01:55:50):
I can't remember what countyit's in, but it's a bunch.
It's a librarian TikTok.
It's a certain library and youknow how I mean.
That is not sexy at all, butthese librarians are hysterical
and they do these little skitsand they're they've just got
millions of followers becausethey're funny and whatever.
(01:56:12):
So home instead of Stoke.
I don't even know where Stokeis, but if you go watch their
videos you can see that they doa great job.
They don't have as manyfollowers as Teepa Snow, but
that's okay, it's, it's greatstuff.
And they don't just post thison TikTok, they post it on
LinkedIn.
Just post this on TikTok, theypost it on LinkedIn, they post
it on Facebook, they post it onYouTube.
(01:56:33):
So you have to use all yourplatforms when you're doing
stuff like this.
Okay, let's go to the next one.
Oh, there's us.
This is an old picture, but wealso have one.
It's just Home Care Marketing,or Home Care Marketing Expert.
You can Google us and you cansee all of our videos that are
on there.
I just did a series of 11videos, I think, that talk about
(01:56:56):
different ways that you couldmake a video really easy and
post it to TikTok.
So you'll see me even makemistakes and you know, I just
tell.
I tell you at the end well,that was dumb, or or that ending
was terrible, or it was good,or whatever, you know.
So you don't have to be perfect, you don't have to have makeup
(01:57:16):
on, you don't even have to.
You know, just be professionalon your TikTok.
Ok, keep going.
Here's another one CaringTouchHealth.
They have six hundred and eightthousand likes and seven
hundred thousand followers.
They have 608,000 likes and700,000 followers.
Home health care provider andadult day program.
Now, this is a Canadian group,but they have some fun videos.
(01:57:36):
These people, these folks righthere 6.1 million views of this
video.
I'm telling you that it's funnyand it's great and it involves
their seniors.
Ok, keep going.
Total care, home health again700 305 likes, um, and they do a
lot.
They seem to do a lot ofeducational plus other stuff.
(01:57:59):
Totally worth it.
So this is combining all of youreven you can go to the next
slide combining your out there,your community stuff, with your
in-person marketing.
We can take any questions.
If you have any questions aboutsocial media, that was kind of
a fast flash, but I just wantyou to know your marketers that
are out there in the field don'tneed to keep this to themselves
(01:58:21):
.
They need to make other peopleaware of the hard work they're
doing and their communityinvolvement.
If you're an owner, same thingthis is really worth doing.
If you scan that QR code, it'lltake you to our home care.
Can you go to the next slide?
Go to the next one?
There we go.
Conclusion and questions.
(01:58:41):
If you want to learn more aboutour sales training, there it is
.
There's a little bitly link oryou can scan that QR code and
it'll take you right to oursales training page.
What's interesting about thatpage is all the testimonials.
In fact, I think there's twomore that I need to post right
now, but there are videotestimonials from I don't know
maybe a dozen or more people onthere.
(01:59:03):
It's pretty amazing, and so,anyway, it'd be great for you to
see what that looks like andhow much these people have
learned and what reallyimpressed them about the sales
training.
So I hope you take advantage ofthat.
Do we have any more questions?
Boy, we got it right at twohours, right on the nose.
Very good, okay, I don't thinkthere's any more questions.
(01:59:26):
I don't think so.
All right, thanks for stickingwith us for so long.
Thank you everyone.
Yes, it's a long, bigcommitment.
All right, thanks everybody.
We'll be sending this out.
Thanks.
Talk to you soon.
Bye, bye.