At some point, we’ve all woken up and realized that we have more things to do than there are hours in the day. In fact, it’s likely most of us wake up with this thought every single day. Whether we’re at home or at work, we often find ourselves delegating tasks and depending on others to help us accomplish them. However, to achieve the best results, it is important to consider how we delegate and who we delegate to.

Gophers Versus Stewards

There are essentially two approaches to delegation management: task delegation and process delegation. When we delegate tasks we often create what is known as a “gopher,” or the people we send off to “gopher this” and “gopher that.” They will complete parts of the task, report progress at intervals and confirm when a task is complete.

Task, or “gopher” delegation, is very often the least effective way to get things done simply because each task must be painstakingly explained and every small detail confirmed before the task is finally completed. In fact, this type of delegation can often be the equivalent of a never-ending training session.

In contrast, if we delegate a process, we create “stewardship.” Instead of transferring a single task to a person, stewardship involves transfer of ownership of an entire process. This level of trust and empowerment not only allows us to expand our vision and the completion of more tasks, but also instills a sense of ownership and pride in the person we are delegating to.

A Real-World Example of Stewardship in Action

Here’s an example of how well process delegation can work compared to task delegation. My nine-year-old son wanted to earn some money and suggested mowing the yard. My wife and I exchanged glances, neither of us too keen about him using a sharp-bladed machine, and we calmly suggested we think of something a little less dangerous. So we decided to give him the responsibility of maintaining our pool.

That weekend, I walked him through checking the water level in the pool, testing the chemicals in the water, emptying the skimmer and cleaning the filters. From that moment on, the responsibility was his. Three months later, the pool has never looked better.

In stark contrast, my neighbor allowed his son to take on the duty of mowing his lawn, but neglected to tell him about the process involved, such as using the trimmer, the blower and putting down fertilizer. Needless to say, several months down the line, we still hear them arguing every time the son “mows” the lawn.

Final Thoughts

I’m not advocating that the stewardship model will work for every position in every organization. However, if you’ve surrounded yourself with corporate gophers, not only will you not get very far, but the ground may come right out from under you.

We’ve likely all heard the expression I used as the title for this post, but a recent experience has left me with a new understanding of the truth behind that statement.  Anyone reading this likely shares the feeling that there are rarely enough hours in the day to get everything done, which tends to create scenarios whereby we define a project based on our responsibilities rather than the end goal.  For example, as a marketer my primary role is patient flow and communication.  The goal of proper patient flow and communication is to maintain a healthy flow of new patients to the practices, and maintain a strong connection with new and existing patients.  Everything outside of that primary goal is something that usually resides in someone else’s circle of influence.  I’ve operated under this premise for the better part of my career, and the irony is that as a quote junky, I can’t tell you how many business quotes I’ve recently noticed that actually reinforce this type of mentality.  I’ve listed a few examples below.

“Don’t let your food get cold by worrying about what’s on someone else’s plate”

“Stay in your own swim lane”

“I’m too busy working on my own grass to notice if yours in greener”

The moment I slowed down I was able to see a much larger picture and speed up the results we were looking for.  Let me explain.

I do not like to plan out my marketing campaigns one month at a time.  Quite some time ago I learned that it was much more efficient to plan out at least one quarter at a time, so at the beginning of May I was reviewing preliminary QTD results.  As I scoured through reports, KPIs, and trends I received an email from someone in a field office asking a question about a program that had been in place for months.  My initial reaction was to simply chalk it up to someone who was not paying attention to what was going on around them, but as I read on I realized that there were some legitimate questions.  Rather than simply replying, I called the office to talk through some of the questions they had and better understand what was happening.

The call led me down a rabbit hole of conference calls and meetings that ultimately gave me a stronger understanding of what was happening both BEFORE and AFTER the patient had walked through the door as a result of the marketing campaign.  The dialogue that stemmed from that one email ultimately resulted in an increase in call conversion rates, decreases in patient “no-shows”, and an increase in treatment acceptance.  All without spending one additional marketing dollar, or changing one piece of collateral.

Years ago, I read “The Seven Habits of Highly Effective People” by Stephen Covey where he discusses the difference between your Circle of Influence and your Circle of Concern.  I was able use some clip art to demonstrate the principle.

By getting more involved and better understanding the operational processes that impacted the effectiveness of the marketing campaign, we were able to positively impact the patient experience and bottom line.  The key for me was to expand my circle of influence by working with others towards a solution and common goal rather than pushing my own agenda.  This was a very enlightening experience for me, and I am not currently applying some of the things I learned about the processes to other offices and regions.

The definition of customer experience is designing everything you do around meeting and exceeding the expectations and needs of your target audience. When you get this right, you will not only increase clicks and conversions, but also customer satisfaction, advocacy and loyalty.

You’ve Either Got It or You Haven’t

Technology and consumers’ familiarity with that technology is pushing the bar ever higher. In fact, brands and customers have a closer connection these days than ever before. To really stand out in your industry, however, it’s important to find your niche – that special something, that secret formula that lets you win over your customers and keep them coming back for more. A few Facebook posts or random emails simply won’t cut it today.

In a world where every brand has access to the same marketing and analytical technology, it is your reputation that will help you to stand head and shoulders above the rest. Anybody can post on social media, but not every brand can manage their interactions effectively. Analyzing customer data is one thing. It’s how you respond to your customers and build your reputation that will win hearts, minds and ultimately dollars.

Be Fanatical

You’ve no doubt heard the mantra “customer first.” But are you truly following it to the letter, or are you letting the spreadsheets and numbers get in the way? Keeping your bottom line in sight is always a good idea, but the real magic starts when you focus on making your customers happy. There is no such thing as being too fanatical about customer service. When you give your customers a personal and positive experience, they will appreciate it, remember it and become a brand advocate.

You want your marketing metrics to show insights into who your customers are, what they look for and how you can address their needs; however, you should ultimately look at ways to build and nurture your relationship with them. This might mean sending your customers a personal email thanking them for their business, tailoring your marketing campaigns to customer personas, or building meaningful customer relationships over social media.

Discover Your ‘Secret Sauce’

The customer experience starts from the very first touchpoint a customer has with your brand. From this point onward, you should focus on giving everything you have to nurturing that relationship, which will encourage customer loyalty and generate advocacy. Whether you are running an online business or a brick-and-mortar store, know that the same advice applies. It makes no difference how you do business; if you treat your customers well, give them what they need and continue to keep them in your thoughts, they will come back to you time and time again.

The more you can do to enhance the customer experience, the less you will need to focus on manually. Your reputation will automatically manage itself. Once you have discovered the “Secret Sauce” of marketing, you can repeat its success across each of the marketing channels you manage and build a marketing strategy that simply cannot fail.

In addition, patients are taking a more consumer-oriented approach to their dental healthcare, which means the future growth and success of dental support organizations (DSOs) will increasingly depend on the quality of the overall patient experience. Patients now expect an exceptional care experience from the moment they first contact a provider all the way through follow-up and beyond. This requires the ability to engage patients not just “as needed” during care delivery, but on a continual basis.

Keeping patients engaged and loyal to a practice or group practice is vitally important to long-term financial viability. The significance of patient communication in reaching this goal cannot be overstated. It extends far beyond the fact that it costs almost 90% less to get current patients to return for future care than it does to attract new patients. The real value of a solid communication effort comes from the ability to deliver a quality patient experience that alleviates lost revenue because of patient attrition, open treatment plans, and potentially bad reviews.

When onboarding new offices, I always begin by asking this question:

“What are the top 3 KPIs you track when assessing the health of your practice?”

Nine out of ten times the answer is usually the same. Total visits, Missed visit percentage (Cancels and No-Shows), and New Patients. Although these are important metrics, and even slight changes in any of the above can cause significant movement in the business’ bottom line. One metric we don’t hear about that often, however, is Patient Retention Rate. Over the course of my career, I have admittedly become a bit obsessed with patient retention.

Types of Patient Retention

There are two forms of patient retention, Course of Care Retention, and Office Retention. Course of Care Retention Rate is the percentage of authorized visits a patient attends that the office is able to bill for. If it is 100% for any given patient, your dental team has done an excellent job establishing your office’s value proposition, and that patient has clearly bought in to the services you provide. A low retention rate however, is indicative of a patient who did not see the value of the provided services, and is likely responsible for driving up your cancel and no-show percentage, driving down total visits at your clinic, and ultimately having a negative effect on profits. Obtaining a handle on your Course of Care Retention Rate can offer a much more actionable metric than just cancels and no-shows alone.

Office Retention Rate is equally valuable. This metric looks at the percentage of your patients that return to your office for a new course of care. While this can be a bit more difficult to track, a high office retention rate is an easy way to quickly survey the reputation your office has among your patients. These patients are often “walking billboards” for your office, so knowing who they are and how they came to become a retained patient is crucial for repeating the process.

Customer Service

With the changes in the dental market today, it is more important than ever to treat your patients well and REALLY earn their business. Ideally, you want your good patients to return and to refer or to suggest you to their friends and family when someone is in need of a brilliant and caring dentist or physician. This involves something that many practices have forgotten all together: customer service.

This utopian level of service begins with your marketing efforts and extends through the first phone call to the check-in, clinical staff interaction, check-out, payment, and follow-up. Here are a few strategies to improve patient retention:

Marketing. It’s impossible to retain patients that you don’t have. Put your best foot forward and ensure your marketing is authentic and useful, to be effective, your message must be more than simply promotional. Your goal should be to position office(s) as a resource in the community, and to cultivate an ever-growing fan base around your practice. The more patients you reach, the more people you have the opportunity to serve. After all, when a person successfully searches online for a practice, it results in a phone call almost 70 percent of the time.

Telephone. When a patient calls to schedule an appointment, it is always best to have a real friendly person answer the phone with a smile. I personally prefer the use of a dedicated resource such as a call center. The fastest way to send a potential patient back to Google or Apple maps is to make them leave a message and wait for a return call for something as simple as scheduling an appointment.

Check-in & Waiting. Be sure to greet everyone arriving in your office with an open-ended question, such as “Hi, how may I help you?” Avoid directing them to “sign in and sit down” or “name?” It is also a good idea to make certain that the receptionist wait for the patient to respond fully before directing them to “hand over this” and “fill out that.” Take the time to answer patient questions, so that they need to come to the reception desk as few times as possible and start off on the right foot.

Practitioner interaction. When the patient is called back to the exam room, always be certain to address them as Ms. or Mr. and their last name, and always make eye contact. These small personal touches can put patients at ease. Doctors and Hygienists should also seek to build rapport with the patient, optimize communication, and remember to be present during the conversation. After all, it is important to treat the whole patient — not just the ailment.

Listen! Listening with your ears, eyes and body language is paramount to a patient who has needs, wants and is looking for an exceptional experience.

Follow-up. Following up with your patients after their visit is critical. This can often times be achieved with a simple outbound call to assess how your patient is feeling and what they thought about your office. Reaching out via phone roughly three days after a visit to see how the patient is feeling can often change a mediocre in-office experience into a positive overall experience. You may also let them know to expect a follow-up e-mail in which you can ask how your office did overall giving them a voice to express any areas in which you can improve.

Attrition can be a VERY expensive problem, and the most important thing to remember about your patients is that they are consumers with multiple provider choices. Regardless of your “new patient count” per month, you simply cannot outsell attrition. Ensuring that your practice and corporate culture are truly patient-centric and consistent from marketing to follow up will help ensure both a happy patient base, AND a healthy bottom line.

“Change is inevitable, progress is optional.” — Tony Robbins

Change is inevitable. You experience it every day in one form or another. From choosing a new route to work to the sudden curveball that turns life upside down, change can affect you in many ways. However, it is not always easy to have a positive reaction to change. While it is sometimes easy to embrace and welcome change, other times you can experience a wide range of emotions including anger, denial, depression, opposition and fear.

When constant change is a reality in both your personal and business lives, your ability to handle change can have a direct impact on your happiness and well-being. It therefore makes sense to find ways to roll with change, react positively to the things you can and can’t control, and build change into your life rather than resisting it. Once you conquer your ability to manage change and move in time with it, you can look forward to a future of acceptance, sustained performance and ultimately happiness.

When you embrace change, it can hold so many benefits:

• Staying current
• Unveiling new opportunities
• Encouraging new ideas
• Increasing your efficiency
• Promoting new ways of thinking

How Change Unlocks Opportunity

An agile approach to change can unlock the most unexpected opportunities from the most unlikely places. Change can be the perfect time to mentally or physically test yourself, to explore new areas in your personal or professional life that you never considered before. For example, losing your job may be a blow at first, but it is a change nonetheless. It could be the start of a brand new career, a complete change in direction or simply the perfect moment to take some precious time out for yourself.

The Three Stages of Change

Change can be hard at first, messy in the middle, and gorgeous in the end. The most important thing is to see through that uncertainty, anxiety and mess and to use that gorgeous ending as your guiding light. Sure, you could sit in a dark room and contemplate your fate for a while, but at some point you need to get back up and accept that this change is part of your life, and you need to turn it into something positive. People who are ready to embrace change are ready to embrace life, and will naturally attract more opportunity, more light into their lives and more happiness.

Handling Negative Change With Good Grace

Of course, your ability to work with change depends on what that change is. A positive change can be accepted with grace much more easily than a change that has a negative impact. If you have a negative change looming on the horizon, try not to fear it. Instead, seek out alternatives or strategies that will avert the change, lessen its impact or, if possible, turn it into a positive.

For example, if you are worried about your job, take control. Don’t simply wait to see what happens. Start looking for new jobs and new opportunities.

Change Reveals Your True Colors

When things are running smoothly in your life, it is easy to take everything for granted. After all, why upset the status quo if it doesn’t need to be upset? Why seek out problems that don’t exist? It is only when a major change disrupts your life that your true colors can start to shine through. Your first natural instinct may be to feel anxious and worried, or to run and hide from it completely. These are negative feelings that could actually hinder your progress in life, limit your success and destroy your happiness.

It takes a strong person to adapt to change, but everybody has that ability. You just need to find it within yourself. It is up to you to take the responsibility to deal with change. It is important to remember that your problems are your own. It might feel good to blame your boss, your parents, even the president, but ultimately you are in control of your own fate. Once you accept this, you can start to see ways to steer your life in the direction you want without anyone else’s influence.

Your Capacity to Change Holds the Key to Success and Happiness

The most important thing to remember is that change isn’t always for the worse. A new baby, an unexpected job promotion, a move to a new town or simply changing your morning coffee order — these are all positive and enlightening changes (yes, even trying a new coffee can change your morning outlook) that should be embraced. By accepting change and doing good with it, you will be better prepared for the curveballs that life throws your way from time to time.

Above all else, use change to improve your life. Your personal and professional life can change in the blink of an eye, and it can become a challenge to navigate in our fast-paced society. Learning to cope with change at your own pace, to welcome new opportunities and experiences, and to see the positive within the negative can help you to not only survive, but thrive and prosper. One of the most comfortable ways of living life is to just “go with the flow” and accept that change really is inevitable, however whether or not you choose to make progress is up to you.

Trade shows and conferences are by design the epicenter for all shiny things: cloud based platforms, hardware innovations, mobile applications and more — all promising to improve every aspect of a business, from communications to cash flow.

Today, business and technology move forward together faster than ever before. The challenge to us as executives, business owners and leaders is that we must constantly and consistently keep up to date with the latest breakthroughs and trends so that we can lead our business effectively.

However, the challenge doesn’t end there. We also need to choose the right solution. All new ideas are not necessarily good ideas, and we need to be careful not to let the “shiny object syndrome” direct our decisions. As leaders, it is our responsibility to guide our organization along a road map to success, and to choose the products or services that are the right fit. However, much like traditional Randall McNally maps, success can lie at the end of one of multiple paths, and this is when we must proceed with caution.

The challenge lies in ensuring we lead others to success by choosing the most efficient path. When a new and exciting idea captures our attention and imagination, we shouldn’t be led off on a tangent that could distract us from our objectives. Before choosing a new tool or service to solve an old problem, it pays to be sure that the problem actually exists and that the new tool or service will solve the problem efficiently.

When Tactics Can Threaten Strategy

The key to choosing the right path is to recognize the difference between strategy and tactic. If a strategy is the “what,” then a tactic is the “how.” The problem with many shiny new things, or tactics, is that they are not long-term solutions. It’s important to be competitive when defining a strategy, but it’s just as important to choose the right tactics that will align and drive the strategy rather than hinder its progress by diluting your efforts.

We are possibly most at risk of SOS when we have hit a crossroad or roadblock in our strategy. When the tactics we are using to execute our strategy are not producing expected or optimum results, the temptation can be strong to change course completely.

Frustration, stress, and the onslaught of shiny new objects can make us vulnerable and unsure of what to do next. Did we make the right decision? Should we look at another idea? Should we sign up for the new product we just saw at a booth, or the email in our inbox? Instead of making hasty and risky decisions, we should take a breath, weigh all options, and ask ourselves how this tactic will help us execute our strategy.

Choosing the Right Path Without SOS Distractions

We shouldn’t just make sure we choose the best solution to achieve our strategic objectives, but also avoid jumping on every new and exciting new tool or product that is released. We must to explore our options, but we must do so in such a way that exploration is productive, focused and not a distraction from what we are already doing.

By focusing on one thing at a time, it is easier to define what works and to tweak or discard what doesn’t. By setting goals, planning our day and removing distractions, we can pick winning solutions without threatening progress or wasting money.