Is Your Patient Experience Really What You Think?

By Jeff Rogers, Executive Business Coach
Thursday, October 31, 2019

You train your teams on how best to interact with your patients. You train your staff on the details of your every discipline. You even send out a survey to attain valuable feedback from time to time. Is it working? Do these efforts really provide the results you strive for?

Better yet, what are you actively doing to create the best patient experience?

I have outlined a few best practices that will help you in your quest for best patient experience. Working these concepts every day, along with other best practice business systems, you really can get that valued repeat/referral patient coming back time and again.

In the end, you want to keep your patients coming back when there is a need to return. It takes consistent, intentional effort and a lot of hard work to get and keep patients. We know it is far less expensive to market to an established, satisfied and happy patient than to a new patient. Patient acquisition costs are very expensive in the market today. To retain, re-sell, cross-sell and up-sell to existing satisfied patients makes sense.

Make no mistake, I am not confusing quality medical diagnosis and medical care with patient experience. These are two very different topics. In patient experience, I am referring to the overall feeling or sense of value a patient receives from his or her experience with your office.

To implement the proper systems in patient experience it is critical to measure, monitor, adjust and control the outcome you desire.

Once you have identified that perfect patient, now what? Certainly, you expect to provide your services at the highest level, but what is next? The patient service after the office interaction is every bit as valuable as the office visit itself. In fact, it is every bit more important as it sets up your relationship for the future.

To offer the best sustainable service to your patients, medical offices must understand and predict patient flow and overall economic value to maintain service: What is the lifetime value of a patient in your practice? Are you maximizing that value to remain sustainable? And, are you aware of the patient lifetime value potential? In this ever-changing climate of medical practice management, understanding these key economic metrics are of the highest value.

Here are a few test statements to review in your practice and patient experience. Please rate your efforts from 1 being very poor to 10 being excellent.

Patient Experience

1 — Our patient service teams always deliver on the promises made by our mission and value statements.

2  Our practice patient service always meets or exceeds our patient’s expectations.

3 — We have a consistent documented process for delivering patient service.

4 — We never point fingers at anyone else. Your problem is our problem.

5 — Our leadership team members and associates always honor our practice values and maintain professional appearance & demeanor at all times. NO exceptions.

6 — We consistently deliver on time and in instances where we are not, our team will notify our patients immediately.

7 — We pay attention to patient dissatisfaction and we make it right every time. No excuses.

8 — We have a formal appreciation program designed to enhance our patient experience with us.

9 — We survey our patients regularly to determine how we are performing. We always take action on what we learn.

10 — Based on our patient feedback, we consistently assess and improve our systems and service delivery offerings.

Upon review of your patient experience systems, where do you line up? Do you implement similar concepts as stated above? Do you think of these concepts but have no idea where to start?

Best practice policies when properly implemented, will provide you and your leadership team much more clarity. Your teams will always know and understand how to behave and conduct themselves. And, your valued patients will know what to expect. After all, most conflict arises due to inefficient communication and misaligned expectation in any interaction.

How do you think your practice measure up to your patients’ expectations? And, what are you doing to improve upon those expectations?

For more information on guidance and assistance implementing a more robust patient experience you may reach out to Jeff Rogers at 315-430-0657, email or online at