Showing posts with label patient satisfaction. Show all posts
Showing posts with label patient satisfaction. Show all posts

Tuesday, October 28, 2025

From nameless to noticed: How name recognition improves patient satisfaction

Nothing ranks in importance to the patient experience as access to the practice and being seen within minutes of the scheduled appointment time. Next in importance is remembering patients' names. Remembering names is an essential component of the patient's experience with the doctor and the doctor's staff. Remembering names shows respect, helps build rapport, and makes interactions more personal and memorable. It can also make the patient feel valued and increase the likelihood of positive interactions and future connections.

I am reminded of a story of an instructor at a nursing school who shared details of a unique quiz.

The very last question of the quiz was "What is the name of the janitor who cleans this building?" Most of the students in the class had seen this janitor and even bumped into him several times. The students turned in their answers to the quiz except for the last question. Nobody knew his name. One student asked if the last question would count toward the quiz grade. The professor said, "In your careers, you will meet many people. All are significant. They deserve your attention and care, and the least you can do is speak their name when you see or greet them. It makes them feel both human and valuable."

The most important word to each person in any language is the sound of their name. We all like the sound of our name. I am sure you experienced that "wow" moment when someone unexpectedly remembers your name? This is a simple, inexpensive means to develop a connection with patients.

Addressing someone by name is a powerful way to show you value them as an individual, not just another diagnosis or organ system. This leads to more positive and comfortable interactions.

Using someone's name can create a sense of trust and make interactions feel more personal and meaningful.

Remembering names can help you recall details about the patient and their medical problem.

Many physicians and their staff struggle to remember names, so consciously trying to do so can make you memorable and leave a positive impression.

My take-home message is that remembering names is a social skill that is easily developed and can have a significant impact on your interactions and relationships with your patients.

When you use someone's name in a conversation, it puts them at ease. This makes them more comfortable since it shows that you care about them. This makes it easier to start and continue conversations.

Using someone's name shows a greater connection and indicates you value them as a person. When patients feel valued, they tend to feel more comfortable sharing intimate aspects of their lives and medical histories. By saying their name, you show that they are more than just another face in the crowd. They are more likely to respond positively and feel compelled to facilitate a connection with you.

Remembering names is crucial for better doctor-patient interactions. The question is, how do you remember someone's name, especially if your encounter is brief? The following tips can help you remember names.


Tips for remembering names


Repeat the name. From your very first interaction with the patient, use their name several times. Repeating their name during the doctor-patient encounter will make it easier to recall it later. It is essential to make sure you are pronouncing their name correctly. If it is a difficult name, it is okay to ask for the correct pronunciation. For example, a patient with the Vietnamese last name of Nguyễn is pronounced "Win". I would enter this phonetic spelling of their name in the patient's record to ensure accurate pronunciation on subsequent visits.

Focus on the person. If you're busy thinking about your emails or the next patient, you'll never be able to commit someone's name to memory. Stay focused on the person and stay present in the conversation.

Find something that makes them memorable. This might be a facial feature that makes them distinguishable from everyone else. It could be their blue eyes, full lips, or dimpled chin. Once you've found it, connect their name to it. For example, Jenn has big blue eyes.

Another way of remembering names is through associations. I have been using word associations, and it has helped my recall.

For example, consider a patient with the first name of Lyndon. Connect his name to President Lyndon Johnson.

A patient with the first name of Lauren, so think of "Ralph Lauren" carrying an expensive purse.

If you can find wild, unusual, or outlandish associations, these are especially memorable. If someone's last name is Green, think of them with green hair or Elphaba from the Broadway musical Wicked.

A hook or shortcut is a method to remember names — "Sam the baker man" if you imagine him carrying a large cake.

Using a patient's name is essential for both the doctor and the staff. Consider discussing this topic with your employees at a staff meeting. Encourage the staff to wear a badge or have their uniform embroidered with their name. When a staff member first meets a patient, they introduce themselves and use the patient's name when they accompany the patient from the reception area to the exam room.

Also, the receptionist has an opportunity to use the caller's name and use it at least twice during the phone call: "Mrs. Smith, it was nice speaking with you, and we look forward to seeing you on <date>. If you have any questions, Mrs. Smith, please let me hear from you."

Finally, if you do public speaking, it is helpful to meet a few members of the audience and remember their names. Use their names during the program, which will make your presentation memorable.


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Tuesday, October 14, 2025

Cleaner fish and lifetime value of patients

A wrasse fish, which is known as a type of "cleaner" fish, is often seen wandering into the mouths of large predatory fish like sharks or the smaller oriental sweetlips (above) on its own accord. And just as it swims in, it swims out – unscathed.

How does this fish survive such encounters? Cleaner fish live in a symbiotic relationship with larger creatures, helping to maintain their health and hygiene by removing parasites from their gills, mouths, and other hard-to-reach areas. Parasites are harmful to the larger fish but are a tasty meal for the cleaner fish. Because of this mutualism, the larger fish doesn't consume the smaller as it appreciates the benefit of keeping the cleaner fish on the payroll.
Mutualism in healthcare

Physicians have a symbiotic relationship with our patients. We provide a service and see that the patient has a positive experience. In return, satisfied patients tell others about their experience with the practice. The patient returns as a satisfied customer and aids in new patient growth.

Placing this arrangement in an economic perspective, we must understand the lifetime value (LTV) of a patient, which is the net profit your client might generate over their lifetime and is a valuable metric to maximize revenue. It helps in making sound decisions on investing in patient acquisition and retention and demonstrates the financial importance of patient satisfaction.


The LTV equation


To find a patient's LTV, you use the following formula: revenue per visit X annual visits X years with your practice.

Revenue per visit: As a starting point, you could divide last year's total revenue by the number of patient visits. There may be significant differences in these numbers even within the same specialty, depending on your payer mix.

Annual visits: The CDC estimates an average of 2.8 visits annually, but this could differ based on your specialty.

Years with your practice: This will vary based on the patient's age when first establishing care with you, the duration of care required, and the services provided. For example, pediatricians would estimate the time from establishing care until the patient turns 18 years old.
Happy patients are worth their weight in referrals

Much like a cleaner fish and its clients, if you aid in improving your patients' health, they won't eat you up on Yelp. Their satisfaction with your care is directly related to your practice's financial position. Not only will they contribute to this by returning for services, but their endorsements can lead to new patient growth.

Bottom line: Assigning value to the acquisition and retention of patients may be just what you need to reinvigorate your team to prioritize patient satisfaction and a positive doctor-patient relationship.

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Thursday, September 28, 2023

Price transparency: The key to patient satisfaction

Physicians must offer more than just clinical excellence to satisfy today’s patients. With high-deductible health plans (HDHPs) and rising out-of-pocket costs, clinicians also must be prepared to provide a positive financial experience for patients.

For most physicians, the phrase “financial experience” conjures thoughts of the billing office, where teams of revenue cycle experts work to secure reimbursement long after the clinical service has been rendered. In this traditional scenario, clinicians care for patients while the billing department manages the revenue cycle. Physicians have little control over whether their patients’ financial experience is positive or negative.

Yet as patients start to shoulder more of their healthcare costs, patients are becoming healthcare “consumers,” and physicians-the people patients depend on most for their care-are becoming the ultimate “service providers.”

In any industry, being a great service provider requires a complete understanding of the buyer’s needs and the product or service being offered. While patients always expected physicians to be experts on their health, they now expect them to understand patient-responsible payments and look to them to answer basic questions about the cost of the care being offered.


Financial clarity improves perception


If we look at data surrounding patient satisfaction in the U.S., it’s startling how often the financial experience leads to dissatisfaction. In fact, nearly 61 percent of patients in one recent survey, rated their medical bills as “confusing” or “very confusing.”

It’s important to recognize that patients’ financial experience starts long before they ever step foot in an exam room or receive their bills. It starts by encouraging people to ask financial questions and be more aware of how care is paid for today. Patients appreciate the opportunity to discuss their clinical treatment options and how to pay for them at the same time. They want physicians to help them weigh not only the clinical risks and benefits of a treatment plan, but the financial risks and benefits as well. For example: Does the patient really want to undergo a costly surgery? Or would she prefer to first try a minimally invasive option that may take a little longer to achieve similar results, but is less expensive?

Physicians should not let terrific clinical care be overshadowed by the last touchpoint patients have with the practice-the billing process. Rather, they should ensure that the transparent, compassionate experience extends all the way through their relationship with the patient.


How physicians can help


Physicians shouldn’t have to become expert financial counselors as well as expert clinicians. What they should do is become more conscious of the financial experience and be able to guide patients toward supportive revenue cycle resources. One way for physicians to strengthen the patient financial experience is to walk through it themselves, understand all of the potential resources available, and advocate for process improvements. For example:
  • Take a look at your own explanation of benefits statements. Make sure you understand the charges, adjudicated amounts, and patient payment designations well enough to explain to patients why they’re listed and what they mean.
  • Consider the revenue cycle staffing resources within your organization.With the support of a strong revenue cycle management (RCM) team, physicians don’t need to be financial authorities. They simply need to know how to put their patients in touch with staff who are willing and able to answer patients’ financial questions and help them access available resources.
  • Examine the tools your RCM team offers to help patients navigate the financial side of their care prior to receiving care. For example, technologies that estimate a patient’s total out-of-pocket costs can go a long way toward a more satisfactory end-to-end experience. By electronically requesting insurance plan coverage details for each individual patient, utilizing digital reimbursement modeling, and providing personalized digital financial counseling, technology enables the RCM team to provide excellent customer service.
  • Make post-visit payments easy. After arming patients with financial knowledge, practices must then offer patients convenient ways to pay. Consider RCM technological capabilities that let patients see all of their healthcare invoices in one easy-to-navigate application, pay online from their mobile devices, or make payment plan arrangements that work for them. As a percentage of overall revenue, patients now represent a significant payer segment for practices-and one that will only continue to grow due to increases in HDHP deductibles and self-pay. It’s critical to make it easy for patients to pay for their services and pay sooner.


Greater satisfaction, better care: Everyone benefits


The very concept of “patient financial experience” is rooted in an evolving healthcare market. Now that patients are paying more out of pocket for their healthcare, they care how much it costs. They no longer separate clinical and financial experiences.

By helping patients understand the cost of their care, what to expect, and how the practice can assist them, physicians can improve patient satisfaction and loyalty. With the support of a dedicated and technology-enabled RCM team, physicians can give their patients the cost transparency they desire and a more wholly satisfying care experience.


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Thursday, May 25, 2023

Fixing the patient satisfaction problem

For a business that saves lives every day, health care gets low marks for customer satisfaction.

The latest net promoter scores give the healthcare industry a rating of 38 out of 100. That puts the business behind Apple, Chick-fil-a, Netflix, and Starbucks, but ahead of Exxon Mobil, Time Warner Cable, and Waste Management.

Why do customers give the same satisfaction grade to the medical industry as they give to the online flea market, eBay?

It’s not because Americans don’t appreciate the work of doctors and nurses. Those are among the most highly respected professions in the country.

The problem is the vast uncaring and inefficient bureaucracy that has been built up around the medical field. And I’m convinced there’s one main reason why being a customer of that medical bureaucracy is such a lousy experience – the economic incentives of our business are backwards.

Instead of rewarding health, we pay for sickness. Our fee-for-service healthcare system is set up to compensate businesses for churning out as many tests and procedures as quickly as possible.

Heads in beds – that, unfortunately, has become the fundamental economic model of so many modern hospitals and healthcare facilities. The business centers around illness, not wellness. Do the test, slap the Band-Aid on the problem, and move that patient out the door. Caught in a cycle where more time and effort is spent trying to recover faster payment to the provider than promoting a better life for the patient. Volume is king.

Right now, the system is set up to benefit medical businesses more than the medical customers. It’s complicated and confusing for the healthcare consumer. I’ve worked decades as an RN and CEO of healthcare companies, and even I have a hard time helping my own mom and dad decide between different Medicare supplemental insurance plans.

Confusion and complexity do not help the healthcare customer.

I believe the best way to fix these healthcare problems – by creating a system that benefits the customer – is to change the economic incentives for the companies in the system. For our senior population, the conversation should shift to how they want to live the years they have left and go from there, versus prescribing more medications and tests just because the economic incentive is to prescribe more medications and tests.

Fortunately, the economic pendulum is starting to swing the right direction. Instead of staying locked in the traditional fee-for-service system, the federal government through Medicare Advantage plans is promoting test programs that reward companies for keeping people healthy.

Medicare innovations such as Accountable Care Organizations, under the Shared Savings Program, ACO REACH, and Medicare Advantage put healthcare companies on the hook for health results. It’s a newer philosophy: Providers are rewarded for keeping patients well – which is what many physicians and providers want. Companies still treat a customer’s lung cancer, for example, but they also know it’s far healthier – and cheaper – to pay for a customer’s smoking cessation program in the long run. Prevention is better than cure.

When we think about customer satisfaction in the medical business, we must always remember one basic fact – you have to be human. And think like one. In healthcare, we can get so caught up in the innovations, regulations, interventions, and money that we forget to look at each patient as a person. We need to help them decide what’s right for them.

I can only say what my senior healthcare company has done to improve those satisfaction scores. We have partnered with two of the largest payors in Minnesota who are also investors, and we are going all in on global risk healthcare. This model, an especially innovative type of value-based care, takes full risk on improving a person’s health and lowering costs.

So far, the results have been dramatic: 28% reduction in inpatient admissions, 36% reduction in inpatient days, and 22% reduction in total spending.

Most gratifying to us, our customer satisfaction / net promoter score stands at 93. That’s nearly triple the healthcare industry standard – and higher than any top-rated company mentioned at the beginning of this column. Human-centered health care matters to people, providers, and payors. It can be applied to every setting – wherever a person lives. We just doubled-down on our global risk strategy going from 7,000 lives under our care to 35,000+ next year.

Customer satisfaction is up, and so are profits. Global risk and value-based care lead companies to rethink all the old assumptions about what customers want and what customers need.

Healthcare ultimately must be about customer care. Customers want to be treated as whole and living people, not fragmented billing opportunities of broken bones, clogged arteries, and impaired memory.

The sooner our healthcare system makes the shift to focus on customers, the better off we all will be. The metrics show it works – for patients and providers.


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