High Satisfaction Toolset

There is no survival in a competitive marketplace without high satisfaction from all customer constituencies. This highly detailed toolset derives much of its content from Stephanie Sherman's recent book, Total Customer Satisfaction—an incredibly thorough approach that connects-the-dots and assures there are no forgotten customer issues. This change manual organizes the work to be done under various Initiatives (in bold) and the specific Tasks they require (bulleted). Go here to see a Sample Task. Full Toolset available here: High Satisfaction Module.zip

Toolset Manual Contents

BP.0 Change Module Assignments

CS.0 Change Module Assignments

  • MAC Administration Instructions
  • Executive Introduction
  • Module Leader Instructions
  • Initiative Team Instructions

CS.1 Changes Addressed At The Uncommon Leader Session

CS.2 Customer Communication For Results

  • CS.2.1 Solve Customer Facility Navigation Problems
  • CS.2.2 Resolve & Manage Complaints
  • CS.2.3 Customer-For-A-Day Assignment
  • CS.2.4 Managers Guide To Success

CS.3 Identifying & Targeting Customers

  • CS.3.1 Identify Who The Customer Is
  • CS.3.2 Manage Physician Accounts
  • CS.3.3 Conduct Contract Review and Positioning
  • CS.3.4 Target New Employer & Coalition Customers
  • CS.3.5 Build a Physician/Customer Base

CS.4 Making Service Work—Removing Irritations

  • CS.4.1 Remove Customer Irritations
  • CS.4.2 Create A Healing Environment

CS.5 Making Service Work—Adding Value

  • CS.5.1 Add Value To Existing Services
  • CS.5.2 Add New Value-Added Services
  • CS.5.3 Total Customer Satisfaction Guarantee

CS.6 Meeting & Exceeding Customer Expectations

  • CS.6.1 Set Standards of Performance—House-Wide SOPs
  • CS.6.2 Graph Customer Satisfaction Ratings
  • CS.6.3 Personal Communication Training

CS.7 Linking Human Performance To Customer Need

  • CS.7.1 Reward Performers: Aggressively Manage Service
  • CS.7.2 Organize & Deploy Associates To Serve Customers
  • CS.7.3 Link Customer Satisfaction To Organization Bonus

CS.8 Let The Customer Teach You The Business 65

  • CS.8.1 Measure: How Are We Doing?
  • CS.8.2 Maximize Customer Input & Impact
  • CS.8.3 Initiatie Customer Satisfaction SWAT Teams

CS.9 Coordinate Total Customer Satisfaction Tactical Plan

  • CS.9.1 Design A Customer Strategy & Publish Tactical Plan
  • CS.9.2 Resourcing To Serve Customer
  • CS.9.3 Reinforce Service Behaviors
  • CS.9.4 Wider Marketing Considerations

CS.10 First and Last Impressions

  • CS.10.1 Review Associate First & Last Impressions Of the Organization
  • CS.10.2 Review Patient First & Last Impressions Of the Organization
  • CS.10.3 Review Physician First & Last Impressions of the Organization

CS.11 TUL Mid Course Assessment

  • CS.11.1 Conduct Mid Course Assessment

Sample Task

Task CS.3.2 Manage Physician Accounts

Priority: A
Timing: Session III
Teamleader: Module Leader
Recommended Approach: DIG
Other Assignees: None
Interactions With Others: None

Work To Do: Physicians are a key Customer group. One key to establishing strong, positive relationships with physicians is how well your organization listens, and how quickly you respond to improve the environment in which they practice their profession.

Experience shows that once the source of physician complaints has been identified and resolved, doctors are even more willing to tell you what they like about your organization (as opposed to only telling you what they dislike). Sometimes, after operational problems have been resolved, we have heard of a few unreasonable doctors who had to be asked to practice elsewhere. However, experience is that these are the exception, not the rule. Most doctors who complain do so because the system does not capture their input and get problems solved. The goal of this strategy is to manage each physician relationship in order to receive maximum physician input, and consequently solve physician problems and irritations resulting in greater physician satisfaction and loyalty to your organization. Note: Physicians frequently object to being referred to as a “Customer”. Therefore, “partner” or some other term is often more palatable.

Targeted Responsibility: Each physician is considered a separate account. Even physicians who practice in a group are considered individual accounts because they are individual practitioners with their own set of personal needs and irritations. However, the bundling of individual physician accounts by practice groups and assigned accordingly to a common account manager is the most efficient physician account management structure.

The second layer of physician account management structure is to bundle the assignment of physician accounts by specialty. For example, all OB/GYN practitioners would be assigned to the same account manager, possibly the nurse manager in charge of OB/GYN. And, all cardiac practitioners would be assigned to the same account manager who might also be the nurse manager for the cardiac unit.

Schedule the initial meeting of physician account manager and physician (suggested length: fifteen minutes) at the physician’s office, and ask for three suggestions to improve things at the hospital. Then, get those three problems solved—fast! When the physician can see the benefits of the solved problems, there won’t be any difficulty getting subsequent meetings scheduled. Note: Effective communication is essential to the success of this approach. Physician account managers need to be trained in conflict resolution techniques, negotiation techniques, and effective personal organizational communication skills.

On another dimension, physician account managers must communicate to the physicians when the problem they reported has been resolved. Some people think that resolution of the problem is obvious. Make no assumptions. let the doctor and his/her staff know that the problem is fixed and thank them for brining it to your attention.

When the first three problems have been fixed, return for a second short meeting with the physician. This time bring a small gift of celebration as it is time to celebrate the end of the first set of problems, and ask for the next three irritations that you might address. Physicians are happy to tell you of these, particularly when they have evidence that you are effective in making improvements—a source of credibility. After you have fixed 6 - 10 of these problems, doctors will begin to see you as the “go to” source of satisfaction for them, and the rapport will grow from there.

Do not limit your relationship with the physician to problem-solving. Also become involved in and perhaps initiative SAC activities and RAC activities with the doctor’s office staff. These are more positively oriented activities, helping to balance the relationships and make it more memorable and effective.