Dr. Marc Olsen and Brian Wright National Webinar https://us06web.zoom.us/webinar/register/5417133761301/WN_aI77kUvbRw-o0ggkWzkPhg#/registration
NPG Iconic Registration page https://newpatientgroup.com/npg-iconic/
What if you could revolutionize your practice by mastering high-end customer service? For this to happen, you must first reimagine everything you thought you knew about customer service, and introduce yourself to a new teaching that will forever change your practice.
This episode dives into part one of how forward-thinking doctors can build a premium brand through exceptional customer service that dominates their community. We transition from our previous series on recognizing top-tier service to a new three-part series on the essential elements needed to achieve it.
Tune in to explore the critical role of a strong internal culture led by extraordinary leadership. Discover how investing in your team and fostering a growth mindset can yield greater returns than traditional advertising. We provide practical examples of how a high-quality culture supports the adoption of new technologies and improves patient experiences. With a focus on aligning leadership and team values, we highlight how small businesses with coachable employees can outperform corporate counterparts. Learn how a transformative culture can boost conversion rates, enhance cash flow and profit, and turn prospects into loyal customers, setting the foundation for long-term success.
www.NewPatientGroup.com - The Patient Experience Company
Transforming practices by implementing life changing experiences for you, your team and your patients. We believe experience is the key to increasing new patients, sales, conversion, compliance, cash flow, referrals and more. We believe experience is the key to reducing stress, chaos, advertising costs, employee turnover and more. Whatever it is you want, whatever it is you desire, we believe experience will help you achieve it.
We are the patient experience company and we revolutionize practices by transforming their culture, their employees and their digital marketing. By combining these three services together it creates a powerful force that works in harmony to achieve what you want by delivering employees and patients more than they would have ever expected.
Choose any service individually or become a private client and achieve your best year ever or your money back .. Guaranteed. Private clients combine all three services (Leadership & Culture, Team Training, Digital Marketing) together to take over their community and leave their "competition" in the dust!
www.WrightChat.com
New Patient Phone Call and Pending Treatment Followup! We answer your new patient phone calls, speak just like your own employee, remote into your management software and schedule new patients according to your protocols. We can answer all your new patient phone calls or the new patient calls you are missing. We are a fully personalized new patient call answering concierge. All agents are USA based, highly trained and once you experience our service you will never go back. We can also handle your pending treatment list and get more patients back through the doors to purchase treatment. Grow six figures while watching us do the work!
Trusted by the Best Doctors: Jep Paschal, John Graham, Regina Blevins, Alyssa Carter, Jamie Reynolds, Stu Frost, David Boschken, Donna Galante, Boyd Whitlock, Bob Skopek, Byrn Cooper, Sean Carlson and Many More!
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome aboard the new patient group flight deck.
Less chaos Check.
Less stress.
Check Less advertising costs.
Check More personal andfinancial freedom.
Ah, check, all right.
Business checklist completed.
Let the takeoff roll begin.
(00:23):
Welcome to season seven of thenew patient group audio
experience, a podcast dedicatedto forward thinking doctors
wanting to learn innovative waysto run their business today so
your practice can achieve newheights tomorrow.
And now your host.
He's the founder and CEO of newpatient Group, managing partner
(00:45):
of RightChat and a trustedmotivational speaker for
Invisalign, orthophi and others,brian Wright.
Speaker 2 (00:55):
Hey, new Patient Group and RightChat Nation.
Welcome inside the broadcastbooth, brian Wright here, and
welcome in to another edition ofthe New Patient Group podcast
coming off, a really goodfour-part series in May.
And if you have not whetheryou're a brand new listener or
avid follower and just catchingup what you need to do is go
back and listen to thatfour-part series in order,
(01:16):
because we're now going to bediving into a series moving away
from the three ways you knowyour business is achieving the
pinnacle of customer service.
We are now moving into a serieson now.
How do you actually get there?
Now, this is not a you know.
Today with part one, I'm notgoing to teach you how to
achieve this.
I'm going to teach you thatthese are the three things.
(01:36):
This month, in a three-partseries, I am going to teach you.
These are the three things thatyou have to have working
together in harmony, one helpingthe other, one advancing the
other, in order for you to haveany prayer whatsoever of
achieving a high-end customerservice brand.
That is what we are with NewPatient Group.
We do quite a few things underone roof, but this month, in
(01:58):
this three-part series, I get tosit back here and passionately
tell you why I founded thiscompany, why I am driven to
change so many mindsets outthere that just sometimes just
can't wrap their head thatexperience sells.
Experience drives sales.
Experience drives conversion.
Experience drives, you know,for your employees, a better
(02:19):
employee experience Drivescompliance.
For them too.
Experience drives patientcompliance.
Experience drives conversion.
Experience drives new patients.
Experience drives referrals.
Experience drives not patients,but super fans of your practice
that go out and refer andfollow you on social media and
thumb up your YouTube videos.
(02:39):
All of that goes back toexperience.
Experience does not mean you'renice.
Okay, that is one ingredient ofa thousand piece puzzle and a
quick recap for you.
Last month, if you're justchecking in, very first part
last month was what is customerservice?
And this is an exercise youshould do with your team.
I do it with audiences.
(02:59):
You know you get all kinds ofdifferent definitions.
We do it with our privateclients.
When I go into the practice, wego into the practices.
You know, if you ask you andyou ask all your team what is
customer service, it is adifferent definition.
It means something different toeverybody, but and there's a
big one all the famous companiesgo by one definition and that
is what part one last monthtalked about.
(03:21):
They go by one solid definitionand it is when you get what you
want from your perspective andexisting customers okay, your
new patients that you want tosign the contract to get started
with treatment, and your onesin treatment, while your
perspective and existingcustomers believe they got more
than expected from you.
(03:41):
All right, that is a powerfuldefinition all of you should
live by out there, you shouldhave it in your lunch rooms, you
should have it all over theplace and constantly going back
to what is it that we want?
Better patient compliance, okay, if that's the case, you've got
to choreograph a journey that'sbeyond expected for your
customer, for your patient.
(04:02):
That is how you achieve it.
It's never about one thing.
That was part one last month.
Go back and listen to that.
Listen to it with your team.
Then we talked about the threeways in part two, three and four
last month, the three ways youknow that you're achieving that
definition, and part one is, orthe first way, excuse me, is
that every single team member isdoing it.
(04:24):
Okay.
Part two, or number two, isthat every single team member is
doing it every single time at ahigh level.
That's two and three.
Your customers, your patients,are doing what you want them to
do.
Those are the three signs thatyou are achieving the definition
of customer service.
A couple things before we divein today.
(04:44):
I want to give major props toIsabel, who is head of education
for Align Technology.
Unbelievable Align InnovationParty at AAO.
That was so cool, so well doneand I know you were stressed.
I know you had a lot ofpressure that you felt on your
shoulders there and I hope Aligngives you big props because
that event, that party, wasawesome.
(05:05):
It was great seeing somefriends and customers there.
Dr David Boshkin shout-out,buddy, I know you listen.
Dr Regina Blevins shout-out Iknow you listen.
And plenty more.
Nicole David Boshkin's, tcshout-out to you and so many
others that I saw there that aremy friends, customers,
colleagues, just reps that I saw, just aligned people.
(05:31):
It was great.
It was an amazing AEO for usand it was an awesome innovation
party.
Last chance as well, on June 6th, dr Mark Olson and I so this is
coming up this week he and Iare going to be delivering a
national webinar.
This is going to be diving in.
We got wonderful reviews withDr Bob Skopak and myself a few
months ago.
We're doing these every threemonths national fireside chats
and we got great reviews becauseof just how unscripted it was.
(05:52):
And these are my customers, butthey're also my friends.
They stay at our house.
I stay at their house.
We know a lot about each other,so it's easy for us to just sit
back, shoot the bull, have aconversation and offer all of
you audience members out therean absolute and amazing
experience.
All right, we're going to bediving into existing patient
experience patient compliance,revamping job descriptions,
(06:15):
everything that we are teachingon the existing patient
experience side to reimagine theway it's always been done in
orthodontics.
After that signed contract.
It is one of my most favoritethings that we do.
We're going to be giving yousome insights on what's going on
with Mark Olson's practice.
That link if you're watching onYouTube hi there, as always,
thumb this video up, share withyour friends and colleagues,
(06:37):
make some comments, but look inthe description below You're
going to see a registration linkfor that national webinar with
Mark Olson and I.
Audio experience listeners outthere.
Hello to you too.
Five-star review on whateveroutlet that you're listening to
always helps us out.
And the description below there, on whatever podcast network.
You're listening to this on thewebinar for Mark and I's
(06:59):
national webinar will be theretoo.
Get signed up, bring your team,learn a completely different
universe on after they sign thecontract and it's better.
It's more refined, it's moreefficient.
Your patients will be morecompliant and it all goes back
to how can you get what you wantby delivering more than
expected.
This is something that we teachover and over and over and over
(07:20):
and over again, and now we getto dive into something that,
like I said, I'm very passionateabout one, two and three this
month, because it's the solid,most fundamentally reason why I
created New Patient Group,founded New Patient Group 11
years ago, as I do this podcast.
It'll be 12 years this Novemberthat we've been around and we
continue to build thisunderground, cult-like following
(07:42):
.
You're not going to see us apart of the huge names at AEO
with the gigantic booth.
My philosophy is you know, ifwe have the money for that, why
not invest it in new things forthe people that have already
bought from us and keep theclient loyalty, keep bringing
new ideas to our customers, andthat way you don't need a
trillion new customers and allof a sudden it's mass chaos in
quantity.
(08:03):
We are a quality play thattransform the practice in three
different areas, and this monthwe dive into part one.
If you want to achieve thedefinition of being a true
hospitality brand, a true brandof customer service, the very
first thing that you mustunderstand and it's the number
(08:23):
one investment any business canmake bar none, not even close
but it's also one of the leastinvested in.
This is why what I'm about totell you is such a unique
opportunity for so many of youout there.
So many of you out there havebeen told well, I need
pay-per-click and I needadvertising, and I've got to hit
(08:45):
the high schools and I've gotto hit the GPs and I've got to
do this.
And your mindset is outside thedoors.
I met a guy at AEO is a newerpractice, uh.
And then another guy that washis friend that hasn't even
opened up his practice.
So we get into a conversationthis was over by the align booth
.
We get into the conversationabout you know, what do these
guys need?
And both of them were like weneed new patients, right?
(09:07):
So what advertising should I do, brian?
Like what should I do?
Like should I?
You know, I'm talking to abillboard company and I'm
talking to this and I'm justsitting there and I'm going, oh
my God, like, can I please startteaching, you know, inside the
schools?
Because the mindset and this isnot just in orthodontics, by the
way, or dentistry or whateverIf you sit around and talk to 15
(09:30):
restaurant owners that are allabout to open up a restaurant,
where's the mindset?
We got to get customers throughthe door.
While of course, that's true,of course that's true, the
mindset for all of you out thereshould always be what you can
do better inside your doors.
Internal marketing is alwaysbetter.
It always produces a higherreturn on investment.
Why?
Because when I tell you stepone today, the very first thing
(09:53):
that you have to do to be ableto accomplish the four-part
series we talked about lastmonth, the very first thing is
culture.
Culture, through extraordinaryleadership, will set your
business up for success, nomatter what you want to
accomplish.
You want to bring in anortho-phi.
(10:14):
You want to bring in a remotemonitoring company.
You want to switch from oneclear aligner to another.
You want to go from a highanalog, high braces practice to
a high share, to chair fullydigital practice.
You want to bring in a newpatient group, my other company,
rightchat.
You want to switch to adifferent bracket system.
You want your customers toreceive something, your patients
(10:39):
to receive something that is ofvalue, that is above and beyond
what they would expect.
You want to come across to bemore hospitable than their other
opinions or any businessthey've ever walked into.
The list goes on and on and onand on.
You must have an extraordinaryculture through extraordinary
leadership.
Your culture must be yourultimate driving force.
(11:01):
Now most people, when you talkabout this, they agree with it.
There's nobody that's going togo.
Ah, a bad culture is the way togo, brian, at least hopefully
not.
I'm sure there's one out there,but nobody intentionally walks
in and creates a bad culture.
Nobody thinks that a goodculture can't help.
The difference here, though, isthat anything and everything
(11:24):
you do and this is one of thereasons why it's not the reason,
but it's one of the reasons whyI have it with New Patient
Group is because I know, if wetransform your culture, the rest
of our program will beimplemented at a high level.
If we bring in unbelievableideas into your organization and
your culture is trash andculture is not a part of what we
do we have no chance.
(11:45):
Every company out there that youbring in is totally, 100%, at
the mercy of the leader you areand the culture you have created
inside your organization.
Are your employees coachable?
Do they have a growth mindset?
Do you have an infinite orfinite mindset?
Are you transactional oraggregate thinkers?
How do you look at the wholeorganization?
(12:05):
How do you function?
Like an entrepreneur or an MBA?
And I can tell you, if you wantto go out of business as a
small business, function like acorporation instead of an
entrepreneur.
This is why you should alwaysbe searching for entrepreneurs
that have had multiplesuccessful companies, that are
experts in humans but also knowhow to apply all of that inside
your world.
(12:26):
Because small business owners,the way you have to run things,
is completely the opposite ofhow a corporation can get away
with it.
It's just a fact.
And if you have never ownedmultiple businesses before,
everything I just said went flatbecause you cannot comprehend
the world we live in.
It's just that simple.
It's just that simple.
(12:46):
The things that an entrepreneurand small business needs are
completely different than what acorporation needs, totally
different, and a lot of thingsthat help a corporation hurt a
small business.
This is the disconnect.
But back on cue, the real reason, though, that we created a
(13:06):
company and I created a companymany years ago that had culture
as the number one foremostservice team building, business
coaching, entrepreneur coachingSee, leadership and culture.
There's hundreds of littlebuckets that fall into that,
right.
I think when people thinkculture, a lot of times just
like when they think experiencethey think, oh, my people are
nice, I don't need experiencetraining, right.
(13:26):
I think when people thinkculture, a lot of times just
like when they think experiencethey think, oh, my people are
nice, I don't need experiencetraining.
Right.
And for a while, it's kind ofwhy we shied away from marketing
ourselves as the patientexperience company, because the
mistakes so many people outthere make is ah, nancy, susie,
judy and my we're nice, right,we don't need help with
experience, we seek advertisingright.
(13:47):
And the thing it goes back to isthat experience being nice is
one ingredient of athousand-piece puzzle.
It's an infinite, ongoingpursuit of being perfect for
your customer.
It's never going to happen.
Perfection's impossible, butthere's really nothing wrong
with trying to get there right,and part of the customer
experience is you as a leaderand how you offer an employee
experience that goes beyond.
(14:08):
You want to get employees to todo what you want them to do,
then you have to offer them anunexpected experience.
What's your onboarding processlike?
Have you built out all yourtraining via nice 4k digitalized
videos?
One of the things we help ourcustomers with, why?
Goes back to the culture, right, ease, ease.
It goes back to culture.
It goes back to the employeeexperience.
(14:29):
What kind of bonus system doyou have?
Do you give them the ability,if they have interest in
self-improvement, to advancetheir career forward?
Are you making your employeesfeel stuck in their life and
their career, which is ahorrible place to be?
But there's thousands, really,when it relates to customers
Certainly not thousands, butcertainly hundreds of things
that relate back to the cultureof your organization.
(14:51):
Right, do the employees run theshow or do you run the show?
Now, I love this.
You know every, and I havepodcasts about this.
I've actually pre-recorded somethat'll be out in the future.
No-transcript after today.
(15:33):
We're not going to talk aboutit anymore.
Right, get on board, let's moveforward, and I need you to
function at the highest possiblelevels, and I'm going to give
you the training and the toolsand the direction and the
guidance necessary to make surewe knock this out of the park.
That's a leader.
What many of you do, though, isthat you're afraid you're going
to lose Sammy and you're afraidyou're going to piss off Christy
and you're afraid you're goingto upset Susie, and, the next
(15:55):
thing you know, you don't doanything because your employees
are running the show, and it istotally, completely asinine.
There is not a successfulentrepreneur that you know the
name of, that you see on TV,that would ever do that in a
million years, and businessesthat exist outside of
orthodontics and otherhealthcare industries would tank
if they ran it that way.
(16:17):
You all are lucky that you'rein a position to run it that way
, and many of you are still, onpaper, successful.
You have got to be a leader andprovide direction.
You don't ask for permissionever, ever, under any
circumstances.
But going back to the realreason that I created, culture
(16:38):
and leadership, training,culture building, team building,
ongoing training for theleadership team, the doctor, the
business owner, the officemanager and the team, because
leadership is a trained skill.
Set right, that is notsomething that is a hey, you get
to be a leader.
Go get them right.
That position requires moretraining than you ever provided
(17:00):
that person before they werepromoted into that position to
begin with that person beforethey were promoted into that
position to begin with.
But going back to thatdefinition and why, may is a
very, very critical, criticalmonth for you to listen to that
four-part series.
Because the number one reasongetting back to what I brought
up earlier the number one reasonwe do this leadership and
culture and all the stuff thatis involved in that under the
(17:24):
new patient group umbrella ofservices, is because it is the.
Without that, tell me you all,message us and tell me how you
can achieve what you want as abusiness owner Less stress, less
chaos, right.
Less advertising costs.
Great employees, right.
(17:45):
Low turnover right.
The bad employees leave, thegood employees stay.
That's a sign of goodleadership.
Podcasts in the future.
You know.
High conversion, right.
Highest dollar conversion, tooright.
You're the most expensive oftheir five opinions.
Lower no-shows.
High conversion, high cash flow, high profit, which means
(18:07):
something very different to usthan it does a corporation,
right?
I think it was the last episodetwo seasons ago.
I told you why your accountantis sabotaging your success.
Very popular podcast and there'san exercise I teach on there on
how a small business owner mustlook at numbers, and those are
very different than the datasheet that a corporation will
(18:29):
look at, completely different.
It's one of a million differentways you must look at things,
different as an entrepreneur orbusiness owner than if you
worked or ran a corporationNight and day differences.
But back to all the things thatyou want.
How could you ever get thoseand deliver the customer
(18:49):
prospective customer, existingcustomer, new patient, existing
patient, wherever you want tocall them more than expected at
the same time, if your culturewasn't top-notch?
You know, one of the thingsthat we work so hard on with New
Patient Group and Right ChatMother Company is just this
obsession over the customer, andsometimes we get frustrated
(19:13):
because you know there's plentyof companies out there that
don't have that.
And when we, you know, lose asale because somebody else is
cheaper than us on paper, it'sfrustrating.
You know, we have to look inthe mirror, just like we teach
all of you.
If you want to be a higher pricecompany, you have to be able to
articulate and sell the valueof why someone should pay that
(19:34):
money right.
Otherwise they're going to goto the other practice and not
get as good a result, and that'swhat happens oftentimes with us
too is that we obsess over thecustomer.
We obsess over our employees.
We are constantly reinvestingin our customer, constantly
reinvesting in our employees,spending time with our employees
, making sure that the employeesfeel safe Like this is all part
(19:55):
of leadership and culture too,like being empathetic.
If someone's performance isdown, we don't jump down there.
You know what.
We find out what's going on intheir life and we actually give
a damn to sit down there andhelp them improve the things
going on in their life, because,one, we do care, but, two, we
also know that they're gonna bea better performer at work
because of it.
Two, three, we know thatbecause of that experience for
(20:22):
the employees, they're going todeliver a much better customer
experience whenever we're notlooking.
See, all of that stuff isenticed, it's all tied together.
So, if you have any chancewhatsoever of achieving what you
want while delivering more thanthe customer would expect at
that given moment in time, right, it's not about one moment in
time, it's about everyinteraction, and think about
that.
All the interactions and thisis going to lead into part two
(20:45):
all the interactions, as I closeout today all the interactions
that you and your team have,with perspective, people, right,
new patients that haven't.
They're not even a new patient,they're just Joe searching the
internet and shopping't.
They're not even a new patient,they're just.
They're just Joe searching theinternet and shopping around
Like they.
They're not even a new patient.
I don't even think you shouldcall a new patient All the
interactions they have withthose people and then also the
(21:07):
people that have bought from youall the interactions with those
people.
Think about how crazy that is,because 90% of it has nothing to
do with orthodontics whatsoever.
Some does, of course, and eventhe stuff that doesn't, you
still have to have someknowledge of the industry to be
able to apply it back properly.
I get it and I think that's whyand you've heard me say, that's
(21:27):
why we are unique.
We come from outside yourbubble, but know the bubble
inside and out, so we know howto take all of it and apply it.
Know the bubble inside and out,so we know how to take all of
it and apply it.
And it's such a unique program.
But culture everybody out thereis the number one return on
investment, but it's also theleast invested in, and one of
the reasons I believe it is isit's not instantaneous.
(21:49):
And two, you must look in themirror.
And three, your team must lookin the mirror.
And that's hard for some people, right?
If you're going to do anadvertising billboard or market
to your high school, I'm nottelling you not to do any of
those things, by the way, but ifyour culture is like what I'm
talking about all those otherthings that you want to do,
either you're going to find thatyou don't have to do them or
(22:10):
you're going to find that whenyou do them, you're going to
have to spend less because yourconversion, once those people
pick up the phone and call, andthroughout that whole funnel,
the whole journey that we teach,is going to be higher.
And the higher you convert andat the higher price you convert,
the less you have to advertise.
The more you convert, the moreyou turn what otherwise would
just be a patient into a superfan and they become your sales
force, the less and eventually,no advertising that you have to
(22:33):
do.
But it all comes down.
You have no chance of anythingyou heard on this podcast ever
happening for you if yourculture suffers and that is
sometimes whether it's employeeturnover or whatever it is that
is on you as a leader or lackthereof.
But this today goes back to ifyou want, this is what we teach
as a company.
(22:53):
We specialize in getting whatyou want, not what we want.
What you want.
You may want to work more youwant.
You may want to work three daysless a week.
One day less a week.
You may want to see what yourgrandchildren?
Okay, if that's the case,there's a choreographed journey
that goes on to get there.
That's very different thansomebody that says I want to
work five days a week, I want togrow my conversion by 10%, I
(23:15):
want to increase my productionby 25%, et cetera.
Okay, to get you there.
That's a differentchoreographed journey to go
beyond, but the step one to allof it is your mindset, your
leadership skills and theculture that you create.
I hope everybody enjoyed partone today.
We've got two more parts coming, most likely this month, and
(23:36):
then we've got tons of otherpodcasts we're gonna dive into
with this new format.
I hope everybody is enjoyingthe shorter episodes.
This one's a tad bit longerthan maybe some of these other
ones will be, but I hope you'reenjoying the new format.
Have a great June.
We're gonna be back with parttwo and, until we are.
Take great care of yourselves,great care of your patients and
(24:00):
customers, great care of yourteam members.
All right, see everybody.
Thanks for your support.
Bye-bye.
Welcome aboard the new patient group flight deck.
Less chaos Check.
Less stress.
Check Less advertising costs.
Check More personal andfinancial freedom.
Ah, check, all right.
Business checklist completed.
Let the takeoff roll begin.
(00:23):
Welcome to season seven of thenew patient group audio
experience, a podcast dedicatedto forward thinking doctors
wanting to learn innovative waysto run their business today so
your practice can achieve newheights tomorrow.
And now your host.
He's the founder and CEO of newpatient Group, managing partner
(00:45):
of RightChat and a trustedmotivational speaker for
Invisalign, orthophi and others,brian Wright.
Speaker 2 (00:55):
Hey, new Patient Group and RightChat Nation.
Welcome inside the broadcastbooth, brian Wright here, and
welcome in to another edition ofthe New Patient Group podcast
coming off, a really goodfour-part series in May.
And if you have not whetheryou're a brand new listener or
avid follower and just catchingup what you need to do is go
back and listen to thatfour-part series in order,
(01:16):
because we're now going to bediving into a series moving away
from the three ways you knowyour business is achieving the
pinnacle of customer service.
We are now moving into a serieson now.
How do you actually get there?
Now, this is not a you know.
Today with part one, I'm notgoing to teach you how to
achieve this.
I'm going to teach you thatthese are the three things.
(01:36):
This month, in a three-partseries, I am going to teach you.
These are the three things thatyou have to have working
together in harmony, one helpingthe other, one advancing the
other, in order for you to haveany prayer whatsoever of
achieving a high-end customerservice brand.
That is what we are with NewPatient Group.
We do quite a few things underone roof, but this month, in
(01:58):
this three-part series, I get tosit back here and passionately
tell you why I founded thiscompany, why I am driven to
change so many mindsets outthere that just sometimes just
can't wrap their head thatexperience sells.
Experience drives sales.
Experience drives conversion.
Experience drives, you know,for your employees, a better
(02:19):
employee experience Drivescompliance.
For them too.
Experience drives patientcompliance.
Experience drives conversion.
Experience drives new patients.
Experience drives referrals.
Experience drives not patients,but super fans of your practice
that go out and refer andfollow you on social media and
thumb up your YouTube videos.
(02:39):
All of that goes back toexperience.
Experience does not mean you'renice.
Okay, that is one ingredient ofa thousand piece puzzle and a
quick recap for you.
Last month, if you're justchecking in, very first part
last month was what is customerservice?
And this is an exercise youshould do with your team.
I do it with audiences.
(02:59):
You know you get all kinds ofdifferent definitions.
We do it with our privateclients.
When I go into the practice, wego into the practices.
You know, if you ask you andyou ask all your team what is
customer service, it is adifferent definition.
It means something different toeverybody, but and there's a
big one all the famous companiesgo by one definition and that
is what part one last monthtalked about.
(03:21):
They go by one solid definitionand it is when you get what you
want from your perspective andexisting customers okay, your
new patients that you want tosign the contract to get started
with treatment, and your onesin treatment, while your
perspective and existingcustomers believe they got more
than expected from you.
(03:41):
All right, that is a powerfuldefinition all of you should
live by out there, you shouldhave it in your lunch rooms, you
should have it all over theplace and constantly going back
to what is it that we want?
Better patient compliance, okay, if that's the case, you've got
to choreograph a journey that'sbeyond expected for your
customer, for your patient.
(04:02):
That is how you achieve it.
It's never about one thing.
That was part one last month.
Go back and listen to that.
Listen to it with your team.
Then we talked about the threeways in part two, three and four
last month, the three ways youknow that you're achieving that
definition, and part one is, orthe first way, excuse me, is
that every single team member isdoing it.
(04:24):
Okay.
Part two, or number two, isthat every single team member is
doing it every single time at ahigh level.
That's two and three.
Your customers, your patients,are doing what you want them to
do.
Those are the three signs thatyou are achieving the definition
of customer service.
A couple things before we divein today.
(04:44):
I want to give major props toIsabel, who is head of education
for Align Technology.
Unbelievable Align InnovationParty at AAO.
That was so cool, so well doneand I know you were stressed.
I know you had a lot ofpressure that you felt on your
shoulders there and I hope Aligngives you big props because
that event, that party, wasawesome.
(05:05):
It was great seeing somefriends and customers there.
Dr David Boshkin shout-out,buddy, I know you listen.
Dr Regina Blevins shout-out Iknow you listen.
And plenty more.
Nicole David Boshkin's, tcshout-out to you and so many
others that I saw there that aremy friends, customers,
colleagues, just reps that I saw, just aligned people.
(05:31):
It was great.
It was an amazing AEO for usand it was an awesome innovation
party.
Last chance as well, on June 6th, dr Mark Olson and I so this is
coming up this week he and Iare going to be delivering a
national webinar.
This is going to be diving in.
We got wonderful reviews withDr Bob Skopak and myself a few
months ago.
We're doing these every threemonths national fireside chats
and we got great reviews becauseof just how unscripted it was.
(05:52):
And these are my customers, butthey're also my friends.
They stay at our house.
I stay at their house.
We know a lot about each other,so it's easy for us to just sit
back, shoot the bull, have aconversation and offer all of
you audience members out therean absolute and amazing
experience.
All right, we're going to bediving into existing patient
experience patient compliance,revamping job descriptions,
(06:15):
everything that we are teachingon the existing patient
experience side to reimagine theway it's always been done in
orthodontics.
After that signed contract.
It is one of my most favoritethings that we do.
We're going to be giving yousome insights on what's going on
with Mark Olson's practice.
That link if you're watching onYouTube hi there, as always,
thumb this video up, share withyour friends and colleagues,
(06:37):
make some comments, but look inthe description below You're
going to see a registration linkfor that national webinar with
Mark Olson and I.
Audio experience listeners outthere.
Hello to you too.
Five-star review on whateveroutlet that you're listening to
always helps us out.
And the description below there, on whatever podcast network.
You're listening to this on thewebinar for Mark and I's
(06:59):
national webinar will be theretoo.
Get signed up, bring your team,learn a completely different
universe on after they sign thecontract and it's better.
It's more refined, it's moreefficient.
Your patients will be morecompliant and it all goes back
to how can you get what you wantby delivering more than
expected.
This is something that we teachover and over and over and over
(07:20):
and over again, and now we getto dive into something that,
like I said, I'm very passionateabout one, two and three this
month, because it's the solid,most fundamentally reason why I
created New Patient Group,founded New Patient Group 11
years ago, as I do this podcast.
It'll be 12 years this Novemberthat we've been around and we
continue to build thisunderground, cult-like following
(07:42):
.
You're not going to see us apart of the huge names at AEO
with the gigantic booth.
My philosophy is you know, ifwe have the money for that, why
not invest it in new things forthe people that have already
bought from us and keep theclient loyalty, keep bringing
new ideas to our customers, andthat way you don't need a
trillion new customers and allof a sudden it's mass chaos in
quantity.
(08:03):
We are a quality play thattransform the practice in three
different areas, and this monthwe dive into part one.
If you want to achieve thedefinition of being a true
hospitality brand, a true brandof customer service, the very
first thing that you mustunderstand and it's the number
(08:23):
one investment any business canmake bar none, not even close
but it's also one of the leastinvested in.
This is why what I'm about totell you is such a unique
opportunity for so many of youout there.
So many of you out there havebeen told well, I need
pay-per-click and I needadvertising, and I've got to hit
(08:45):
the high schools and I've gotto hit the GPs and I've got to
do this.
And your mindset is outside thedoors.
I met a guy at AEO is a newerpractice, uh.
And then another guy that washis friend that hasn't even
opened up his practice.
So we get into a conversationthis was over by the align booth
.
We get into the conversationabout you know, what do these
guys need?
And both of them were like weneed new patients, right?
(09:07):
So what advertising should I do, brian?
Like what should I do?
Like should I?
You know, I'm talking to abillboard company and I'm
talking to this and I'm justsitting there and I'm going, oh
my God, like, can I please startteaching, you know, inside the
schools?
Because the mindset and this isnot just in orthodontics, by the
way, or dentistry or whateverIf you sit around and talk to 15
(09:30):
restaurant owners that are allabout to open up a restaurant,
where's the mindset?
We got to get customers throughthe door.
While of course, that's true,of course that's true, the
mindset for all of you out thereshould always be what you can
do better inside your doors.
Internal marketing is alwaysbetter.
It always produces a higherreturn on investment.
Why?
Because when I tell you stepone today, the very first thing
(09:53):
that you have to do to be ableto accomplish the four-part
series we talked about lastmonth, the very first thing is
culture.
Culture, through extraordinaryleadership, will set your
business up for success, nomatter what you want to
accomplish.
You want to bring in anortho-phi.
(10:14):
You want to bring in a remotemonitoring company.
You want to switch from oneclear aligner to another.
You want to go from a highanalog, high braces practice to
a high share, to chair fullydigital practice.
You want to bring in a newpatient group, my other company,
rightchat.
You want to switch to adifferent bracket system.
You want your customers toreceive something, your patients
(10:39):
to receive something that is ofvalue, that is above and beyond
what they would expect.
You want to come across to bemore hospitable than their other
opinions or any businessthey've ever walked into.
The list goes on and on and onand on.
You must have an extraordinaryculture through extraordinary
leadership.
Your culture must be yourultimate driving force.
(11:01):
Now most people, when you talkabout this, they agree with it.
There's nobody that's going togo.
Ah, a bad culture is the way togo, brian, at least hopefully
not.
I'm sure there's one out there,but nobody intentionally walks
in and creates a bad culture.
Nobody thinks that a goodculture can't help.
The difference here, though, isthat anything and everything
(11:24):
you do and this is one of thereasons why it's not the reason,
but it's one of the reasons whyI have it with New Patient
Group is because I know, if wetransform your culture, the rest
of our program will beimplemented at a high level.
If we bring in unbelievableideas into your organization and
your culture is trash andculture is not a part of what we
do we have no chance.
(11:45):
Every company out there that youbring in is totally, 100%, at
the mercy of the leader you areand the culture you have created
inside your organization.
Are your employees coachable?
Do they have a growth mindset?
Do you have an infinite orfinite mindset?
Are you transactional oraggregate thinkers?
How do you look at the wholeorganization?
(12:05):
How do you function?
Like an entrepreneur or an MBA?
And I can tell you, if you wantto go out of business as a
small business, function like acorporation instead of an
entrepreneur.
This is why you should alwaysbe searching for entrepreneurs
that have had multiplesuccessful companies, that are
experts in humans but also knowhow to apply all of that inside
your world.
(12:26):
Because small business owners,the way you have to run things,
is completely the opposite ofhow a corporation can get away
with it.
It's just a fact.
And if you have never ownedmultiple businesses before,
everything I just said went flatbecause you cannot comprehend
the world we live in.
It's just that simple.
It's just that simple.
(12:46):
The things that an entrepreneurand small business needs are
completely different than what acorporation needs, totally
different, and a lot of thingsthat help a corporation hurt a
small business.
This is the disconnect.
But back on cue, the real reason, though, that we created a
(13:06):
company and I created a companymany years ago that had culture
as the number one foremostservice team building, business
coaching, entrepreneur coachingSee, leadership and culture.
There's hundreds of littlebuckets that fall into that,
right.
I think when people thinkculture, a lot of times just
like when they think experiencethey think, oh, my people are
nice, I don't need experiencetraining, right.
(13:26):
I think when people thinkculture, a lot of times just
like when they think experiencethey think, oh, my people are
nice, I don't need experiencetraining.
Right.
And for a while, it's kind ofwhy we shied away from marketing
ourselves as the patientexperience company, because the
mistakes so many people outthere make is ah, nancy, susie,
judy and my we're nice, right,we don't need help with
experience, we seek advertisingright.
(13:47):
And the thing it goes back to isthat experience being nice is
one ingredient of athousand-piece puzzle.
It's an infinite, ongoingpursuit of being perfect for
your customer.
It's never going to happen.
Perfection's impossible, butthere's really nothing wrong
with trying to get there right,and part of the customer
experience is you as a leaderand how you offer an employee
experience that goes beyond.
(14:08):
You want to get employees to todo what you want them to do,
then you have to offer them anunexpected experience.
What's your onboarding processlike?
Have you built out all yourtraining via nice 4k digitalized
videos?
One of the things we help ourcustomers with, why?
Goes back to the culture, right, ease, ease.
It goes back to culture.
It goes back to the employeeexperience.
(14:29):
What kind of bonus system doyou have?
Do you give them the ability,if they have interest in
self-improvement, to advancetheir career forward?
Are you making your employeesfeel stuck in their life and
their career, which is ahorrible place to be?
But there's thousands, really,when it relates to customers
Certainly not thousands, butcertainly hundreds of things
that relate back to the cultureof your organization.
(14:51):
Right, do the employees run theshow or do you run the show?
Now, I love this.
You know every, and I havepodcasts about this.
I've actually pre-recorded somethat'll be out in the future.
No-transcript after today.
(15:33):
We're not going to talk aboutit anymore.
Right, get on board, let's moveforward, and I need you to
function at the highest possiblelevels, and I'm going to give
you the training and the toolsand the direction and the
guidance necessary to make surewe knock this out of the park.
That's a leader.
What many of you do, though, isthat you're afraid you're going
to lose Sammy and you're afraidyou're going to piss off Christy
and you're afraid you're goingto upset Susie, and, the next
(15:55):
thing you know, you don't doanything because your employees
are running the show, and it istotally, completely asinine.
There is not a successfulentrepreneur that you know the
name of, that you see on TV,that would ever do that in a
million years, and businessesthat exist outside of
orthodontics and otherhealthcare industries would tank
if they ran it that way.
(16:17):
You all are lucky that you'rein a position to run it that way
, and many of you are still, onpaper, successful.
You have got to be a leader andprovide direction.
You don't ask for permissionever, ever, under any
circumstances.
But going back to the realreason that I created, culture
(16:38):
and leadership, training,culture building, team building,
ongoing training for theleadership team, the doctor, the
business owner, the officemanager and the team, because
leadership is a trained skill.
Set right, that is notsomething that is a hey, you get
to be a leader.
Go get them right.
That position requires moretraining than you ever provided
(17:00):
that person before they werepromoted into that position to
begin with that person beforethey were promoted into that
position to begin with.
But going back to thatdefinition and why, may is a
very, very critical, criticalmonth for you to listen to that
four-part series.
Because the number one reasongetting back to what I brought
up earlier the number one reasonwe do this leadership and
culture and all the stuff thatis involved in that under the
(17:24):
new patient group umbrella ofservices, is because it is the.
Without that, tell me you all,message us and tell me how you
can achieve what you want as abusiness owner Less stress, less
chaos, right.
Less advertising costs.
Great employees, right.
(17:45):
Low turnover right.
The bad employees leave, thegood employees stay.
That's a sign of goodleadership.
Podcasts in the future.
You know.
High conversion, right.
Highest dollar conversion, tooright.
You're the most expensive oftheir five opinions.
Lower no-shows.
High conversion, high cash flow, high profit, which means
(18:07):
something very different to usthan it does a corporation,
right?
I think it was the last episodetwo seasons ago.
I told you why your accountantis sabotaging your success.
Very popular podcast and there'san exercise I teach on there on
how a small business owner mustlook at numbers, and those are
very different than the datasheet that a corporation will
(18:29):
look at, completely different.
It's one of a million differentways you must look at things,
different as an entrepreneur orbusiness owner than if you
worked or ran a corporationNight and day differences.
But back to all the things thatyou want.
How could you ever get thoseand deliver the customer
(18:49):
prospective customer, existingcustomer, new patient, existing
patient, wherever you want tocall them more than expected at
the same time, if your culturewasn't top-notch?
You know, one of the thingsthat we work so hard on with New
Patient Group and Right ChatMother Company is just this
obsession over the customer, andsometimes we get frustrated
(19:13):
because you know there's plentyof companies out there that
don't have that.
And when we, you know, lose asale because somebody else is
cheaper than us on paper, it'sfrustrating.
You know, we have to look inthe mirror, just like we teach
all of you.
If you want to be a higher pricecompany, you have to be able to
articulate and sell the valueof why someone should pay that
(19:34):
money right.
Otherwise they're going to goto the other practice and not
get as good a result, and that'swhat happens oftentimes with us
too is that we obsess over thecustomer.
We obsess over our employees.
We are constantly reinvestingin our customer, constantly
reinvesting in our employees,spending time with our employees
, making sure that the employeesfeel safe Like this is all part
(19:55):
of leadership and culture too,like being empathetic.
If someone's performance isdown, we don't jump down there.
You know what.
We find out what's going on intheir life and we actually give
a damn to sit down there andhelp them improve the things
going on in their life, because,one, we do care, but, two, we
also know that they're gonna bea better performer at work
because of it.
Two, three, we know thatbecause of that experience for
(20:22):
the employees, they're going todeliver a much better customer
experience whenever we're notlooking.
See, all of that stuff isenticed, it's all tied together.
So, if you have any chancewhatsoever of achieving what you
want while delivering more thanthe customer would expect at
that given moment in time, right, it's not about one moment in
time, it's about everyinteraction, and think about
that.
All the interactions and thisis going to lead into part two
(20:45):
all the interactions, as I closeout today all the interactions
that you and your team have,with perspective, people, right,
new patients that haven't.
They're not even a new patient,they're just Joe searching the
internet and shopping't.
They're not even a new patient,they're just.
They're just Joe searching theinternet and shopping around
Like they.
They're not even a new patient.
I don't even think you shouldcall a new patient All the
interactions they have withthose people and then also the
(21:07):
people that have bought from youall the interactions with those
people.
Think about how crazy that is,because 90% of it has nothing to
do with orthodontics whatsoever.
Some does, of course, and eventhe stuff that doesn't, you
still have to have someknowledge of the industry to be
able to apply it back properly.
I get it and I think that's whyand you've heard me say, that's
(21:27):
why we are unique.
We come from outside yourbubble, but know the bubble
inside and out, so we know howto take all of it and apply it.
Know the bubble inside and out,so we know how to take all of
it and apply it.
And it's such a unique program.
But culture everybody out thereis the number one return on
investment, but it's also theleast invested in, and one of
the reasons I believe it is isit's not instantaneous.
(21:49):
And two, you must look in themirror.
And three, your team must lookin the mirror.
And that's hard for some people, right?
If you're going to do anadvertising billboard or market
to your high school, I'm nottelling you not to do any of
those things, by the way, but ifyour culture is like what I'm
talking about all those otherthings that you want to do,
either you're going to find thatyou don't have to do them or
(22:10):
you're going to find that whenyou do them, you're going to
have to spend less because yourconversion, once those people
pick up the phone and call, andthroughout that whole funnel,
the whole journey that we teach,is going to be higher.
And the higher you convert andat the higher price you convert,
the less you have to advertise.
The more you convert, the moreyou turn what otherwise would
just be a patient into a superfan and they become your sales
force, the less and eventually,no advertising that you have to
(22:33):
do.
But it all comes down.
You have no chance of anythingyou heard on this podcast ever
happening for you if yourculture suffers and that is
sometimes whether it's employeeturnover or whatever it is that
is on you as a leader or lackthereof.
But this today goes back to ifyou want, this is what we teach
as a company.
(22:53):
We specialize in getting whatyou want, not what we want.
What you want.
You may want to work more youwant.
You may want to work three daysless a week.
One day less a week.
You may want to see what yourgrandchildren?
Okay, if that's the case,there's a choreographed journey
that goes on to get there.
That's very different thansomebody that says I want to
work five days a week, I want togrow my conversion by 10%, I
(23:15):
want to increase my productionby 25%, et cetera.
Okay, to get you there.
That's a differentchoreographed journey to go
beyond, but the step one to allof it is your mindset, your
leadership skills and theculture that you create.
I hope everybody enjoyed partone today.
We've got two more parts coming, most likely this month, and
(23:36):
then we've got tons of otherpodcasts we're gonna dive into
with this new format.
I hope everybody is enjoyingthe shorter episodes.
This one's a tad bit longerthan maybe some of these other
ones will be, but I hope you'reenjoying the new format.
Have a great June.
We're gonna be back with parttwo and, until we are.
Take great care of yourselves,great care of your patients and
(24:00):
customers, great care of yourteam members.
All right, see everybody.
Thanks for your support.
Bye-bye.
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