client satisfaction - avma storeedited by laura conn, cvt, cvpm and heather prendergast, rvt, cvpm....

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Client Satisfaction

Edited by Laura Conn, CVT, CVPM and Heather Prendergast, RVT, CVPM

Acknowledgement

The content of this course was developed through a partnership with VetMedTeam and AVMA. It includes content from the AVMA Crisp Books, along with material contributed by Laura Conn, CVT, CVPM and Heather Prendergast, RVT, CVPM.

Table of Contents

Course Introduction ......................................................................................... 3 Personal Benefits of Client Service .......................................................... 3 Practice Benefits of Client Service ............................................................ 4 Course Organization ................................................................................. 6 Your Objective .......................................................................................... 7

Module 1: Clearing the Barriers and Building the Foundation ......................... 8 Frustrations and Challenges ................................................................................... 8

A Personal Case ..................................................................................... 10 Take Situations Professionally ................................................................ 11

Burnout —Threat to Client Satisfaction ................................................................. 12 Professional Signals of Burnout .............................................................. 13 Personal Signals of Burnout ................................................................... 13 Prevention #1: Exercise Daily ................................................................. 14 Prevention #2: Take Care of Your Own Needs ...................................... 15 Prevention #3: Work Towards Measurable Targets ............................... 15 Prevention #4: Say What You Feel Directly and Skillfully ....................... 17 Prevention #5: Maintaining a Positive Attitude ....................................... 20

The Secret to Getting More Cooperation .............................................................. 21 A Close Look at Cooperation .................................................................. 22

Module 2: The Value of Problem Solving ..................................................... 23 Barriers to Problem Solving .................................................................................. 23

Blaming as a Barrier to Problem Solving ................................................ 23 Beliefs as a Barrier to Problem Solving .................................................. 24

Seven Practical Steps to Client Problem Solving ................................................. 25 Step One: Express Respect ................................................................... 26 Step Two: Listen to Understand ............................................................. 27 Step Three: Uncover the Specific Expectations ..................................... 29 Step Four: Repeat the Specifics ............................................................. 29 Step Five: Outline the Solution or Alternatives ....................................... 30 Step Six: Take Action and Follow Through ............................................. 30 Step Seven: Double Check for Satisfaction ............................................ 31 Problem Solving and Self-Esteem .......................................................... 31 Recap: Seven Practical Steps ................................................................ 31

Importance of Cooperation ................................................................................... 32

Make It Easy For Others to Cooperate With You ................................... 32 Technique #1: Use a Warm and Cooperative Tone of Voice ................. 33 Technique #2: To Build Confidence, Use "I Will…" ................................ 33 Technique #3: To Reduce Frustration, Use "Will You..." ........................ 34 Technique #4: To Say "No" Courteously, Use "You Can" ...................... 35 Technique #5: To Save Time, Give the Reason First ............................. 35 Technique #6: To Reduce Tension, Just Call ........................................ 36 Recap: Using the Tools Technique ......................................................... 37

Summary ............................................................................................................... 37

Module 3: Building Motivation with Client Feedback .................................... 38 Check for Client Feedback .................................................................................... 38

A Practical System for Obtaining Feedback ......................................................... 40

Discuss Client Feedback ...................................................................................... 41

Conclusion: Fringe Benefits ........................................................................... 43

C L I E N T S E R V I C E

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Course Introduction

The Bayer Veterinary Usage Study has foundthat client visits have dropped dramatically over the past several years.1 Many reasons have been identified as contributors to this decline, including the increased number of veterinary hospitals available to provide services for pet patients. Due to this increase, client service is more important than ever, and plays a large role in attracting and retaining clients.

Regardless of how well a practice is managed, there is always room for improvement in customer service. It should constantly be a topic of conversation at team meetings; however, not many practices evaluate and make changes accordingly. Recognizing the need for changes may be difficult, especially when all team members are not on board.

Team members who have any type of contact with the public have a tremendous amount of pressure on them to make sure each client is satisfied when he or she calls and arrives at the practice. A team member must always have a smile on their face and a positive tone of voice, helping clients feel welcome and comfortable when bringing their pets into the hospital. These same team members play a role in the success of the business, as they are responsible for educating clients. Therefore, they must believe in the products and services that are offered. They also need to know, without a doubt, the top priority of the practice is to provide exceptional customer service. Clients know what great customer service is; in fact, they expect it. Often, they do not know what “bad” medicine is, as they never attended veterinary school. Therefore, the medicine is often judged based on the customer service provided.

In order for team members to sell the business, they have to be happy with their jobs and have a desire to excel in their positions, which benefits both patients and clients. The happier the employee, the happier the client. The more satisfied the team members are, the more likely they would stay long term, which aids in building strong relationships with clients. These relationships build client retention, which leads to increased profits for the practice. A ‘totally satisfied’ customer contributes 2.6 times as much revenue as a ’somewhat satisfied’ customer.

Personal Benefits of Client Service Participants will personally benefit from client satisfaction in three important ways; decreased stress levels, increased efficiency and productivity, and increased job satisfaction.

1 Bayer Veterinary Care Usage Study: http://www.brakkeconsulting.com/news_article/634.aspx; accessed 4/29/2014.


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Decreased Stress Levels Team members who work with clients frequently experience stressful situations. It is to their advantage to develop strategies in order to deal with stress constructively, allowing them to maintain a high level of personal satisfaction in their work. This course will teach participant show to reduce and manage feelings when stress levels are high.

Increased Efficiency and Productivity This course concentrates on client satisfaction principles, which aid in helping to determine what clients desire from a veterinary practice. Knowing what the needs are allows team members to prioritize, and concentrate on what is important, not dwelling on little things that can be time consuming and non-‐beneficial. When one can concentrate on client satisfaction, one can have a unifying purpose that leads to enhanced teamwork and improved productivity.

Increased Job Satisfaction Successful organizations know how to attract and retain productive team members. The same

businesses provide a work environment that promotes opportunities for growth and self-‐satisfaction. When team members have opportunities to shine and prove themselves, they are more likely to work harder and maintain accountability (which contributes indirectly to client satisfaction). Team members receive intrinsic pleasure when they are able to accomplish their jobs in a manner they feel will benefit clients and patients the best, along with providing excellent customer service. This is a win-‐win situation for everyone; when clients express how happy they are with those who assist them, the team members feel that what they do makes a difference. Their jobsgain new meaning, which makes them feel revitalized and motivated to excel in their positions. In addition, the practice has happy clients!

Practice Benefits of Client Service The practice benefits from excellent client service through increased employee retention, profitability and success.

In order for practices to be successful, they require both happy team members and clients, which go hand in hand. To accomplish this connection, client satisfaction must be a priority, starting at the top with management. Owners and managers need to understand the importance of training, team members’ thoughts and concerns, proper staffing, providing proper services, and client loyalty.

It is extremely important to spend the time and money to train all team members in customer service, not just the people who work on the front line. A positive image is presented to the public when team members are on the same page and understand what their role is in providing the best service for clients. Client relationships often emulate the


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relationship between team members; therefore, it is vital to maintain a positive environment.

Team members can provide excellent insight into changes that are needed to improve client satisfaction. They are the ones who really hear what clients have to say and observe how clients react to specific situations. For this reason, it is important for management to listen and react appropriately when team members discuss their thoughts and concerns. Just as important, managers need to ensure each team member handles service-‐related situations in a similar fashion, and understands what is expected of them.

If team members are confident in their jobs and enjoy working with others around them, they are more likely to remain with the practice for a prolonged period of time. A practice that maintains their employees for an extended length of time appeals to clients, and those clients tend to build strong relationships with team members. The more comfortable the clients are, the more loyal they become, and the more likely they will refer new people to the practice.

One loyal client is worth more than a dozen one-‐time “in-‐and-‐out” clients. Loyal clients listen and accept veterinary recommendations, and speak highly of the practice to their friends and acquaintances. In addition, the expense of maintaining a loyal client is significantly less than attracting new ones. It costs an average of 5 times more to get a new client than to keep an existing one, and 16 times more to get a new client to the same level of profitability as an existing client.2

Great client satisfaction cannot occur if the practice is not properly staffed. If team members are stretched too far, they become irritated or annoyed easily, which may lead to bad relations with clients. In addition, if there are not enough people to service the clients, there is no way to provide superior customer service. While team members (who are shorthanded) may attempt to do their best, client satisfaction suffers, as does profitability. When this occurs, management becomes unhappy and team members experience discontent, which is then passed on to clients. This creates a vicious cycle that never results in a positive outcome. Furthermore, team members will eventually burn out and seek new positions elsewhere. When loyal clients begin noticing long-‐term employees leaving, their bond to the clinic may be broken, as the people they dealt with on a regular basis are no longer available. They too may begin to look elsewhere, especially if they do not connect with the new team members that are hired.

2Blackwell’s Five Minute Veterinary Practice Management Consult, 2nd ed; John Wiley & Sons, 2014


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Client satisfaction ¢ Client loyalty ¢ Growth/profitability

Course Organization Most team members are not trained to see those inside of their organization as “clients.” This course deals with handling people (inside and outside of the practice), and for this reason, the term clients will be used when referring to people; this makes it easier to put the techniques and ideas presented to work immediately. There is no need to decide if a person is a client or not, and the techniques discussed make working with others more effective and satisfying.

Satisfying clients may not seem very important when an employee is experiencing job burnout. However, since burnout is common in people who have heavy client (inside and outside) contact, this course provides information on this topic.

Additional problems arise when a person believes he or she is not responsible for client satisfaction. This course stresses the importance of treating everyone (inside or outside of the practice) as a client. When this occurs, it generates welcome fringe benefits—namely, increased cooperation and a more pleasant work environment.

Concentrating on how to satisfy the needs and wants of others is a core feature of this course. Many people have been taught to concentrate on either providing good service or doing well in the technical areas of their job. Fortunately, both of these are defined by the provider (you) and not the client, allowing you to take control of the situation.

Using the Tools This course explainsthe nuts and bolts needed for satisfying clients. Participants will be able to put the techniques presented to work once they recognize whom their clients are, and how they will benefit by satisfying them.

Maintaining Client Satisfaction The closing section of the course describes ways to keep team members energetic and effective in satisfying clients. The solution presented is building a way to gather ongoing feedback. Working with clients without feedback is as meaningful as bowling in the dark or playing golf without holes. Ongoing feedback is the best way to develop and maintain cost-‐effective, motivated client satisfaction.


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Your Objective You will be working with various practical, proven techniques in this course.View them as you would a buffet. Pick the ones that are most beneficial for your work responsibilities, your pressures, your priorities and the people in your life.

Concentrate on no more than seven techniques. Selecting more will encourage you to put them aside. Even if you only pick three or four, that's fine. When you pick the right ones for you and concentrate on putting them to work, you will reap rich rewards. You will reinforce habits that will reduce your stress and help you build satisfaction in your work.

When you discover a technique that will work for you, write it down. Then use the list of techniques you select to help you tackle troublesome areas on the job.


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Module 1:Clearing the Barriers and Building the Foundation

“This job would be great if it weren’t for the difficult people.”

f you have echoed these words at one time or another, you are not alone. The “people” portion of the job can be the most stressful and frustrating to deal with. If these types of feelings are present, it may not be easy to provide exceptional customer service. As mentioned previously, great client satisfaction begins from relationships within the practice.

No matter how well we may work with our co-‐workers, there are always going to be situations that arise and have to be addressed. The difficult part of this is to keep it professional, and to not take matters personally. In addition, it is important to recognize what is causing the problems and frustrations.

Frustrations and Challenges In the workplace, there are common frustrating situations that team members regularly deal with. Some may include:

You are blamed for problems that are out of your control. Example: “Clients often complain to me because they do not receive phone calls in a timely manner (after the doctors have assured them they will call them in a specific amount of time).”

Module

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I The success of the practice depends on clients, who will not return unless they are treated professionally and in a courteous manner.


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You are pressured with last minute requests. Example: “Half an hour before I was scheduled off the owner asked me to count, record, and print off a report on the controlled drugs we have in the practice. This usually takes at least an hour if I am not interrupted.”

People who don’t have a good understanding of your job make decisions that affect your work. Example: “After the work schedule for the next month was posted, a team member informed me that he spoke to the owner regarding taking an extended vacation. The owner approved it, without speaking to me. Another team member had already requested that specific time period off, and now there is no one to cover several shifts. The owner doesn’t realize I can’t make the practice run smoothly and provide exceptional client service if I don’t have enough staff.”

Not everyone within the practice is willing to work well with others. Example: “A particular technician in our practice believes she only has to perform the tasks that she chooses, not what needs to be done at that moment. This causes friction between her and the other technicians. When the problem is discussed, she agrees to do what is right, but it only lasts a day or two and then it starts again.”

Expectations are changed after a project is underway. Example: “Before setting up the new practice management software, the owners decided we were not ready to go completely paperless, so it was determined we would only be utilizing a portion of the software; therefore, our training was limited. As we were close to completing the process they decided we were going paperless after all, and wanted everyone trained in the same amount of time that had been allotted for partial training.”

You are not able to depend on others to do their job correctly. Example: “Multiple times the receptionists have been trained to schedule routine surgeries properly. Several times a week the doctors and technicians are over scheduled on certain days and under scheduled on others. The only answer to this has been forme to go through the schedule at least once a day and make sure that it is well balanced.”

Management does not back the person responsible for others. Example: “On occasion, I have had to reprimand team members, which was completed by following protocols previously created. However, when I would implement any established disciplinary actions, the owners often would tell the team members not to worry about it and that they will ‘take care of it.’”

If you've been working for more than a few months in a practice, you probably can name specific examples that sound like the situations presented above.


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Every day, people in veterinary practices wrestle with these (and similar) types of frustrations. The examples described can be difficult to manage, and often seem unfair, but are very common. If you encounter any of these situations, you would likely agree that this component of the job is the area many employees would like to avoid.

While it may seem the easy answer to frustration is to walk away and leave the problem behind, there are better ways to handle matters. It may take time and practice, but working through the issues is far more beneficial than simply trying to move on. An important fact to remember is that no matter where you decide to go, there are always going to be similar situations, so it is better to learn what you can do to make the best of a situation and how to aid in fixing the problem.

One of the first things that must occur when working through difficulties in the workplace is learning to separate personal feelings from professional feelings. When dealing with issues on the personal level, it is extremely difficult to see things

clearly and make logical choices. Emotions are high, likely clouding judgments, further complicating the situation. Viewing the problem from a professional point of view allows a person to think clearly and see different sides of the issue. This aids the team member in deciding what the best answer may be (not necessarily the one that may benefit you the most).

Can you think of a situation where you took things personally and not professionally?

Perhaps you lost your composure and said words you regretted later. Maybe you felt hurt and mistreated and let your concentration slip. Or perhaps you became defensive. If any of these responses sound familiar, take heart, it simply proves you are human.

A Personal Case Think about a situation where you took things personally:

• What were the specifics?

• The people?

• What was said?

• What was the setting?

• What was the timing?

• Other factors?

Personal Professional


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Review the personal situation you experienced. Then, determine the possible costs for taking the situation personally. Check any of the following reactions that apply.

By taking things personally:

I felt guilty

I was unable to continue working

It damaged a working relationship

It diminished teamwork

Service to loyal clients suffered

Patient care suffered

I felt tired

I felt burned out

Other (Describe):

Taking things personally can hurt both you and others. Taking a situation professionally will pay off for everyone. To help you avoid costly personal situations, learn to listen to yourself. By practicing, you can learn to recognize when you might be starting to take things personally.

“Listen” for These Signals

• "It's not that easy."

• "Do you know what he/she said?"

• "They didn't even…"

• "I don't have to…"

• "They never..."

• "They always…"

• "No one appreciates me!"

• "I don't get paid enough to take this!"

If you ever hear yourself saying any of the above, the answer is clear: you need to think on a professional level. The following pages will provide practical ways to build your skill in this important area.

Take Situations Professionally The practical approach of taking things professionally will save you time and energy. You will have fewer pieces to pick up after you calm down, and you will learn to think faster and clearer during challenging moments. You will also increase your chances of doing things right the first time. Allowing your feelings to get in the way interrupts your mind.

The Secret to Success: Take it professionally, not personally.


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Learning how to react professionally to the experiences you encounter helps you understand the bigger picture.

You may find that the people inside your practice are the toughest to deal with. Even those who know how to handle outside clients with skill and respect are sometimes incredibly insensitive to others on the inside. Whichever the situation, one must identify potential frustrations.

Keep the Spotlight on the Issue. When you run into a difficult person, give yourself some perspective. Turn the spotlight away from both you and the other person; put it on the issue at hand.

Rather than saying to yourself: Say instead: “He is accusing me of making a mistake.” “How can we solve this situation?” “She can’t talk to me like that.” “Will you please tell me what needs to be

done?” “You’re not perfect. You make mistakes too.”

“This isn’t the kind of service we want to provide. What can we do to correct this situation?”

Taking things professionally and not personally pays off, but it takes energy and concentration. In addition, it is often a change. When we are faced with the demands and changes of working in today's tight economy, it is easy to let ourselves get into a burnout condition. For these reasons, the next section gives you an easy way to spot and prevent burnout.

Burnout —Threat to Client Satisfaction Burnout is a major threat to client satisfaction because so much of what satisfies team members is positive action based on common sense and job interest. If a team member suffers from burnout, their ability to feel compassionate, react professionally, perform efficiently, and relate to clients on any level may be compromised. Burnout can affect daily processes, and may become a larger problem when there is more than the normal demand placed on team members.

If you are experiencing burnout, you often don't think about positive action steps you could take to satisfy clients. In addition, you are missing opportunities to help yourself feel good about your work.

For Reinforcement Say to Yourself:

"This is my job and I like it. Not because it is easy. Not because there are not any difficult people. Not because there are no frustrations. People are a part of any job. I make things easier for myself by taking things professionally not personally."

Burnout is common, but it can be prevented.


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Several conditions make burnout particularly dangerous when you work with others. Some examples include:

• When your work focuses mainly on problems or negatives

• When client contact may be the only opportunity to make a good first impression

• When one situation explodes into a problem and clients (or your boss) seem to forget all of the good work you have accomplished in the past

Professional Signals of Burnout "I knew what to do, I just didn't feel like doing it," explained a technician about a complaint that had erupted late one afternoon.

This statement pinpoints one symptom of job burnout—knowing what to do, but never getting around to doing it. If you allow yourself to get into a burnout condition, you will not think or act as effectively as you normally would have. Read the eight warning signals of burnout presented and pinpoint specific signals that apply to you (or your situation). By recognizing potential problems early you will be able to begin working on them before they become difficult to resolve. This is the easiest time to get yourself back on track.

• Communicating less with others

• Lack of motivation

• More forgetful and/or irritable

• Late for work or appointments more often

• Exhaustion

• Experiencing unplanned weight loss,or gain or eating to eat and not for enjoyment

• Experiencing increased physical ailments—headaches/ stomach pains

• Frustration/negative emotions

Personal Signals of Burnout In addition to the eight general signals listed above, there are other specific personal behaviors that you may be experiencing:


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Decreased Concentration You may find yourself standing by a file drawer trying to remember why you walked over to it. Decreased concentration also can be recognized when you become disorganized or frazzled by interruptions.

A Short Fuse Little things that you usually take in stride may become major irritants. Traffic irritates you, even when you are in no particular hurry. You might snap at a sales clerk who was busy with another customer, or worse, snap at your clients.

Suspicion of Others You see someone happy and whistling and think, "What a phony." Or, you start to lose your sense of humor.

Complaining You repeatedly express negative feelings. People around you think, "Here it comes . . ."

Use of Artificial Stimulants You find yourself taking an extra drink after work, or drinking more coffee or tea, or taking diet pills (or other artificial stimulants). If this begins to happen, take this as a signal to examine what is going on in your life.

By staying alert it is possible to warn yourself in advance of a potential problem situation. Pinpoint any general or specific signals that suggest you may be on the way to burnout and develop a prevention plan.

Prevention #1: Exercise Daily The number-‐one way to prevent (or overcome) burnout wins no popularity contest with those who are feeling run down. Frankly, it is the last thing we want to do when we are feeling frayed around the edges and worn out. The best defense against burnout is physical exercise. It is also a vital part of escaping from burnout if you already are experiencing it

Oxygen is the reason most feelings of burnout disappear after physical exercise. When you exercise, you stimulate the flow of oxygen to your brain. Without ample oxygen, your thinking ability drops. The eight-‐cylinder engine of our mind begins operating on only four cylinders.

If you go home from work feeling tense and drained, even though you do not have a physically demanding job, consider ways to recharge. You do not need to run a marathon; just walking two miles a day will do it. There are


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some "painless" alternatives such as watching television as you ride an exercise bike.

You deserve to feel good. You deserve to think at your best. Make time to exercise at least three times a week. Other burnout tactics may not be as effective until you exercise and stimulate the vital flow of oxygen to your brain on a daily basis.

NOTE: Eating properly and getting enough sleep are also important burnout preventives that can help you feel and cope better, even in demanding situations. (Exercising regularly will help to ensure a good night's rest.)

Prevention #2: Take Care of Your Own Needs Nationally known teacher of behavioral medicine and faculty member of the LouisianaState University Medical Center/Shreveport, Paul D. Ware, M.D., points out the following important considerations so you won't resent being of service to others. He suggests taking care of your own needs and wants:

1. Without devaluing yourself Devaluing yourself might be an overweight person using a double banana split as a reward.

2. Without devaluing others Devaluing others might be an individual who refuses to answer a co-‐worker's ringing telephone.

3. Without devaluing the situation Devaluing the situation might mean goofing off when a person is being paid to work.

Some examples of taking care of your own needs and wants include:

• Making sure your good ideas get attention even if it takes speaking up or putting your ideas in writing.

• Asking people to notice your work accomplishments rather than hoping they will notice.

• Asking directly for what you want, rather than feeling resentful because someone did not provide it without your asking.

Prevention #3: Work Towards Measurable Targets Probe into a burnout condition and you'll frequently find a lack of direction and no measurable targets.

Without direction, you don't know where you're going. Why do you come to work every day? What is the reason, or purpose?

Without measurable targets it is difficult to achieve a sense of accomplishment. In too many jobs, team members hear nothing if things are going well. This is a poor situation because most people feel they need to hear they are appreciated.


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The reality is that in problem-‐oriented work, your telephone will never ring off the hook with people calling to express appreciation. The service you provide is expected. There are ways to compensate for this lack of positive reinforcement, and working with specific targets can help you appreciate the quality of work you accomplished.

Targets Will Help You Appreciate Your Accomplishments Even if no one seems to notice your contribution, you can complement yourself for meeting meaningful, measurable targets. Here's an example:

A woman responsible for processing patients confessed, "I opposed standards and objectives before we established some targets, but I have changed my mind. They work. Here's my evidence," she added with a smile as she displayed perfectly shaped fingernails. "I used to chew my nails wondering how I was doing. Now I realize that when I process 20 or more patients a day, I'm doing a good job. I compliment myself. I don't worry if my boss hasn't counted them that day. Simply knowing I'm making a contribution has made me feel good about what I do."

Targets Will Turn on Your Creativity If you are simply told how to do something and then left alone, it is easy to become bored and lose interest. On the other hand, when goals are presented with an explanation of the team members’ part and why everyone is important, it is more likely that everyone will feel they were a part of the accomplishment. This will encourage a sense of satisfaction.

Targets Make Your Job Easier For many, a few encouraging words about "Keep everybody happy," is the extent of the client satisfaction training. This, of course, isn't very helpful. Some people will never be happy no matter what you provide for them. Others will not be happy about anything on a particular day. It is not very realistic to have "keep everybody happy" as the only target. Instead, request or give yourself the energizing direction of specific objectives.

Sample Targets to Stimulate Your Thinking

• 20 patients processed a day

• 90% collection at the time of service on client bills

• 90% success in answering the telephone by the second ring

• 100% success in identifying the practice and myself and offering to help when answering the telephone

• 95% success in learning and using client and pet names when speaking with clients

• 100% on-‐time (at my workstation and ready to go)


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You Can Design Your Targets Although targets will help prevent burnout and make jobs more satisfying and enjoyable, designing them is not always easy. Following is an example of how Debbie, a creative veterinary receptionist, learned to make her job more interesting:

While Debbie's target is unique to her job, her creativity is an inspiration. Designing targets for service responsibilities is more challenging than for production or sales jobs. Service is less predictable, but establishing measurable targets can help prevent burnout and make the job more rewarding.

You may be thinking, "But I would feel even more burned out if I had targets and did not meet them." This does sound logical; however, the truth is that knowing how you are doing is a powerful burnout prevention factor. Most people want to know specifically where they stand rather than having only a vague notion of their level of performance. Experience will help you adjust your targets up or down as reality dictates.

Prevention #4: Say What You Feel Directly and Skillfully You may be inclined to point out that saying what you feel isn't always easy. It's not. Once you learn how (and when) to do it, however, it is a valuable skill with tremendous benefits. Like any skill, practice will make it easier.

Appointments: I give myself a point for every client I contact. If I am able to reach everyone on the surgical list, I get a 100%. (One-hundred percent on surgical cases is always my goal.) Then, if there is still time, I can earn 'bonus' points by phoning clients with regular appointments. My goal is 50% on these, because we're often too busy to reach everyone, or the doctor has asked me to make follow-up calls to clients of patients she has seen that day. I award myself bonus points for these, too, and set a goal of 100% on follow-up calls. I can earn additional bonus points by mentioning one extra thing on regular appointment reminder calls. If it is a companion animal client, I might offer to set aside some flea shampoo for them, or ask if they are planning on picking up their dog food while they're in so I can set it aside for them. For our equine or farm clients, I always ask if they need anything else or if the doctor can bring them anything when she comes out. I earn a bonus point each time I remember to do this. My daily goal is to earn 200% of a possible 300% in daily points. I know if I do that, I have done well.


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Exercise Pick one work situation where you have felt upset, but didn't communicate it to anyone directly. Give the situation a title:

Now, jot down a few sentences describing the situation. You will be asked to return to this situation once you explore some of the complications of communicating directly that are presented in the next few pages.

Burnout and Complaining: Avoid the Temptation Have you ever been tempted to tell Person B about a problem situation you are having with Person A? Tempting, isn't it? But, if you tell Person B, you may have noticed that your relief is only temporary. Even though you spent time telling Person B about the problem, normally that individual is not in a position to solve it for you. Chances are Person A may not ever know how frustrated you find the situation with him or her unless you involve them directly.

We do not get a sense of closure when we tell the wrong person. We therefore maintain our urge to tell someone else or to repeat ourselves. Try this for yourself. Can you think of someone who complained to you about someone else, and then expressed the same complaint over and over? Such a scene is time wasting and very exhausting. More important, the problem never seems to get solved. When you say what you feel directly to the source (even if it isn't easy), it will clear the air and you will feel more energized.

Blurting out exactly what you feel will normally not serve you or the other person; neither will a non-‐professional statement such as, "You make me mad." Find the right time, and use the right skills. The next several pages of this course will help you learn how to communicate directly and skillfully.

Simply being direct is not enough. Your communication needs to be delivered with skill.


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Direct Communication Think about the situation you described previously. Using the streamlined format listed below will help you practice a response so you will be ready the next time a situation similar to the one you described occurs. Identifying why you are frustrated and organizing your thoughts will help you communicate more clearly. Once you have identified these frustrations, determine what actions the other person could do in order to overcome those frustrations. Place these actions into a question format. Asking for change that meets your needs is the key to success.

"I feel frustrated about: (specific observable event)."

"Will you please: (specific observable action)?"

Rehearsing and recording what you will say will help to overcome situations. If possible, practice your planned response with someone who respects you, but is not directly involved in the situation. Ask for feedback about the reasonableness of your message and the tone of voice. Your tone of voice can make or break the conversation. When holding professional conversations, one must remember to not maintain a tone that is condescending or authoritative.

Commit yourself to saying what you feel directly and skillfully. When the situation crops up again, think about what you want to say and then communicate directly with the person involved. Develop your skill through practice; other people will appreciate it and respect you for it. Practice will also aid in developing stronger communication skills, which leads to a higher confidence level. Every time you are successful at direct communication, the easier it becomes to do it again. Don't forget, you are also preventing burnout when you communicate directly.


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Prevention #5: Maintaining a Positive Attitude Learn how to keep yourself positive and motivated. Discover things that add energy and a lift to your day. Often, they are small acts that you control. They might be as simple as using a favorite pen or pencil, sharing a joke with a co-‐worker, or having soft music playing in the background.

Develop a list of your "spirit raisers." You don't have to show this list to anyone, so turn on your creativity!

What good things can you do for your spirit during work time? Include items that will not disrupt your productivity or distract those around you.

What are some good things for your spirit that you can do on your own time? Include things that take less than 10 minutes or that cost little or no money.


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Another good way to reduce the probability of burnout is to encourage cooperation with others in your organization. Take steps to build cooperation, and you will make your job less stressful and more satisfying. The next section pinpoints a powerful way to generate needed cooperation.

The Secret to Getting More Cooperation Cooperation makes a real difference at work. It makes the difficult situations easier and the work environment more pleasant. Yet we often do not get the cooperation we want because we believe that cooperation is given rather than earned. The secret to getting more cooperation is to treat each person in your practice as you would an important client.

Cooperation involves team members sharing their ideas and goals with others, which allows them to work together efficiently to expand their knowledge and develop new ways to achieve the desired outcome. This leads to increased productivity, new ideas, and a healthier work environment. Sharing this information also increases communication among team members, aiding in creating a more positive atmosphere.

Increasing cooperation within the workplace is not impossible, but may take a little work. Ways to encourage cooperation include:

Involve others: The more involved people are, the more likely it is they will share what they need from others. When the lines of communication are opened, it makes it easier for team members to be there for one another. Involved people are accountable people.

Understanding how others function: If each person has an understanding of how others in the practice function, they are going to be more likely to aid in helping them excel. In addition, they will also learn how one person's job can affect the next, encouraging cooperation among team members.

For Reinforcement Say to Yourself:

"Even though burnout is common, it can be prevented. I take care of myself so that I keep myself up, energetic, thinking clearly, and feeling good about my work."


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Encourage Diversity: Encouraging others to recognize and embrace diversity within the workplace supports the desire for cooperation. Demonstrating there is more than oneway of accomplishing goals pushes team members to seek out others and work with one another to develop new ideas. In addition, every team member has strengths and weaknesses. Teams help embrace the strengths of each, while helping to overcome the weaknesses.

"There is no cooperation around here!"

This is an indictment that echoes across organization after organization. A lack of cooperation in any organization will invite burnout, drain energies, waste time, and lower quality. On the other hand, working in a place where a spirit of cooperation exists makes the day go better and the work go smoother.

A Close Look at Cooperation Let's examine some common beliefs about cooperation. Please mark agree or disagree after each statement:

Statement Agree Disagree "I can count on people giving me cooperation because it is part of their job."

"I need to do things to earn cooperation."

"Some people are cooperative and others aren't."

"I can do things to increase the probability of each person being cooperative towards me.”

If you agreed with the second and fourth comments, you understand these are more realistic ways to approach gaining cooperation from others. Cooperation is earned more frequently than it is given. It cannot be demanded, or assumed that it is just going to happen within the practice. Team members must put themselves out there, communicate with each other, and want to help the next person. Cooperation is a valuable addition to teamwork, and aids in providing a positive outcome if participation occurs.

Cooperation is earned more frequently than it is given.


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Module 2: The Value of Problem Solving

t's true—the client is not always right; but it is also true—the client is always the client. This simply means that solving the problem is often more important than who is "right." When someone is irritated, if you can solve the problem without blaming yourself or others you will reduce stress, everyone will feel better, and you will save

time. You will be on your way to client satisfaction.

Considerable time is saved when you learn to not get embroiled in a dialogue with yourself about whether someone is right or wrong. It doesn't matter. What matters is that you are committed to providing your client, whenever possible, with what he or she wants and needs. It is the relationship that matters, not who is right.

Barriers to Problem Solving You will add to your problem solving skills by using seven practical steps presented in this module. These will assist you in dealing with people who are upset or unhappy with a situation. First, let’s address some barriers to problem solving.

Blaming as a Barrier to Problem Solving

"That's not my job."

"Nobody told me to..."

"That happened when I wasn't here."

You've heard these blaming statements enough to recognize they are a waste of time. Have you noticed that after a person has vigorously placed blame on someone else, he or she ends up doing the job anyway? Unfortunately, now that person has not only created a negative impression on the person to whom the statement was made, but also valuable time has been wasted that could have been used to solve the problem.

Module

2 I

To handle an irate person, solve the problem without blaming yourself or others.


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Blaming can also be turned inward. You may be someone who does not blame others, but treats yourself in ways that you would never treat someone else.

You dummy, you should have...

Why didn't you...

You messed it up again.

In the end, placing blame on yourself or others simply proves to be unproductive. Not only does it waste time, but alsoit hurts relationships. Blaming yourself also drains energy and often leads to procrastination. Solving problems without blaming is the remedy for both.

Beliefs as a Barrier to Problem Solving While diversity is an absolute plus in a work environment, varying beliefs can create difficulty among team members. This is exacerbated by not expressing beliefs directly, instead by skirting around the issues.

The following statements were designed to stimulate your thinking about the beliefs that may be a barrier to problem solving.

Please check each statement either Agree or Disagree

Statement Agree Disagree

If you did not cause the problem, you cannot be hurt by it.

If you can identify who caused the problem, you are excused from taking action to solve the problem.

If you did not cause the problem, it is inappropriate for you to help solve it.

If someone did not tell you what to do, you cannot be responsible for not doing it.

If you don't understand something, it is the other person's responsibility to make sure that you do.

If you don't understand something, it is your responsibility to make sure you do.

If the situation is unfair, you are not responsible for doing things to improve it.

It is reasonable to expect that you will not be given a task until all client expectations have been completely thought out.

Defining work expectations and requirements is part of each person's job.

If someone else makes the mistake, that means you are not responsible for doing anything.


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Although there are a number of beliefs that lead to blaming, one strategy cures them all. This is to solve the problem and skip the blame.

You will be even further ahead if you can prevent the problem from occurring. When you prevent or solve problems, you stay away from the depressing habit of feeling like a victim. People who feel like victims often not only blame themselves, but others around them as well. For example: "No one told me to do that." and "I should have known."

The following case study shows how one person stopped blaming herself and feeling like a victim when she learned how to solve and prevent problems.

Case Study: Bryanna Steps Out of the Victim Role

Solving problems without blaming yourself or others means less stress, more time to deal with other matters, and added job satisfaction. You can enjoy even more of these benefits by using the following seven steps.

Seven Practical Steps to Client Problem Solving Use the following seven steps to aid in calming a person and initiating a solution. This section will show you practical ways to put these steps to work for you. You can use them in order or pick the steps that relate the most to your situation.

"Well, my life has certainly changed! Maybe I should say that I changed my life. After my first year with the practice, our office manager assigned me the responsibility of reporting items that were going out of stock or out-of-date. We didn't have any particular system to keep track of things and I was always getting into trouble because I didn't realize we were out of something or soon would be. Often I'd forget to collect the out-of-date stock to turn in for credit, too.” "I was totally frustrated and decided if things were going to change, I'd have to develop a better plan. I did a couple of things. I re-organized the stock room according to species, and labeled the shelves so everyone, including me, knew where to find things. I made reminder notes to myself on my calendar of seasonal items to check with the doctors well in advance of when they would be needed. I set aside a half hour each week to check inventory and exam room supplies, and finally, I asked my office manager to put me in charge of checking deliveries against our orders to insure the orders were correct and complete.” "When we get our new computer installed, I've already developed a plan to identify stock by the supplier order number to make re-ordering even easier and faster. Basically I stopped waiting for other people to help me and figured out what actions I needed to take to make my situation better. I feel great! It was a lot of trouble in the beginning to reorganize everything, but now I feel in control and less stressed."


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Practical Step Example

1. Express respect "What you're telling me is important."

2. Listen to understand "Tell me what happened."

3. Uncover the expectations "Will you please tell me what you feel needs to be done?"

4. Repeat the specifics "Let me make sure I understand what you need..."

5. Outline the solution or alternative “I will take this action.” Or “You have several choices.”

6. Take action and follow through “I will personally review your charges and itemize your bill.”

7. Double check for satisfaction “I am following up to make sure….”

Step One: Express Respect When team members feel their worth is not recognized, they may become irritated and/or discouraged with their positions. Often this lack of acknowledgment is not intentional, but more of an oversight. Manager and owners must recognize when team members appear to be struggling and diagnose the problem.

Think about the following situation for a moment. Picture yourself walking into a department store. You know exactly what you want. You get the merchandise and walk to the cash register area, ready to pay. Two sales people are talking. Neither of them turns to recognize you. Instead, they continue discussing a party they both attended last weekend. What are your feelings, as you stand unattended? Chances are you are irritated. You may even put down the merchandise and go to another store because people did not bother to communicate your worth as a customer.

When you are confronted with someone who is upset or aggravated, one of your best options is to immediately respond to him or her with respect. This will save time and frustration on both sides, and they are more likely to respond in a positive tone in return. It is difficult for someone to stay angry when the other person is attempting to help him or her in the manner they desire.

There are many ways to express respect for clients. No single way works every time or with every person. Because of this, having five or six examples of calming language available for use at challenging moments will aid in this expression. You may select your favorites


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from the list shown below, or you may develop your own. Experience is the best way to learn which work best with different scenarios.

As you read the following examples, imagine how you would feel if they were said to you.

“I will...” “This is important.” “This isn't the kind of service we want to give you.” “I apologize.” “Thank you for letting us know about this situation.” “Thank you for letting me know about...” “You are important to us.” “Thank you for telling me about this.” “We want you to be pleased with our service.” “Thank you for your patience.” “Let me make some notes about what needs to be corrected.” “I will check into this right now.” “I apologize for the inconvenience.” “I want to help you.”

Step Two: Listen to Understand Have you ever been irritated and attempted to explain your situation to someone who doesn't listen? If so, you know how frustrating it can be. For client satisfaction, it is essential to listen for understanding.

"I hear what you are saying,"is a common phrase, but do you really understand what they are telling you? Too often as "listeners" we are so anxious to get out what we want to say that we don't actually listen to the words they are saying. When you are listening just so you can respond, you are unable to actually hear what the problem is.

An individual who is upset may have difficulty conveying the problem thoroughly, so it is important to concentrate on the underlying message and not the negativity that is expressed. Listening also provides some time to collect your thoughts.

Listen for these vital areas in addition to what the person is saying:

• What the person is feeling.

• What the person is wanting.

• What the person is thinking.

Have you ever confronted someone who is angry, given them the exact answer they wanted, and still had them repeat the original issue? People often do not listen well when they are irritated or angry. What will open the door to improved listening on their part is letting them know you understand how they feel.

Listening to understand what people want helps you understand what problem to solve.


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For example, one person might be irritated about the quality of customer service and another about how long it took for the doctor to enter the exam room. However, if we "assume" everyone is upset about how long it takes the veterinarian to get into the exam room, we will not meet the needs of all the clients. Listen to problem solve.

Listening for what they are thinking often reveals why they feel the way they do.

• "I thought the test was going to be completed by noon today."

• "I knew you would mess up on this again, just like last time!"

• "I had no idea it was going to cost this much."

• "I am behind in my appointments and you don't have the exam room ready."

• "The way I do my job doesn't count for much anyway."

Often, we don't listen, and therefore either don't address the problem directly, or address the wrong problem.

Also, engaging in the conversation improves your level of understanding. Repeating statements back and asking questions will aid in clarifying the information.

Case Study: The Benefits of Listening to Understand

Carol was speaking with a co-worker: “I had heard about 'listening to understand' for years. But last Tuesday I decided to do it with every person I saw that day. You know, what happened really surprised me.” “One client who calls a lot has always bothered me because she is so abrupt and impatient even when I try to be friendly. On that Tuesday, we had a pause while waiting for some information and we started talking personally. She mentioned that she was tired because she had been wakened at four a.m. by her mother who was suffering from Alzheimer's disease. Her mother was trying to get dressed and was putting a sweater on her legs like pants. My caller confessed how hard things had become because of her mother's disease.” “My impatience vanished. I began to understand why this client was often irritable. It didn’t have anything to do with me. It had to do with her family situation.” “I’m going to practice listening to understand and try to get to know our clients better. I thinkit will save me some stress and make it easier to get the clients what they need.”


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Step Three: Uncover the Specific Expectations Thoughtful listening will additionally give you a good start toward understanding expectations. Listen for the true meaning of what they are saying by concentrating on their words. "I guess he will probably be okay until I can get him in for an appointment tomorrow." The client is conceding to what is offered to them, but it is obvious they are not happy with the situation and is concerned for their pet. Their expectation is that you will recognize this and offer to have them come in that day.

The following examples can assist you in developing your own ways of digging into what the person actually wants and needs. Note those that can be used with fellow team members, too.

• "Please tell me what needs to be done."

• "How can we resolve this situation?"

• "What can we do right away to get this situation straightened out?"

• "Was there anything else that did not meet your expectations?”

• "How may I assist you?"

It is your responsibility to uncover the expectations. Often, the speaker will not reveal them, especially when they are irritated or angry.If they do reveal the expectations, the exact expectation many not be clearly communicated due to the heightened emotions.

Step Four: Repeat the Specifics You benefit in two ways by repeating your understanding of a client's expectations. You benefit because:

• You find out whether or not you understand exactly what the person wants.

• People calm down once they realize you understand what they want.

A popular, but ineffective attempt to verify expectations is when you say, "I know". This often inflames rather than calms. The reason is that we do not believe anyone can know (or understand) our exact situation.

Rather than saying, "I know," repeat the specifics in the form of a question. This verification gives evidence of understanding. Aim to have the other person say, "Yes, that's it. You understand." Here are some examples to clarify the specifics:


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• "To ensure I am on the right track, let me make sure I understand what you are

saying. “

• "To prevent an issue, let me summarize what needs to happen."

• "So the problem is . . ."

Step Five: Outline the Solution or Alternatives The tough part is when you cannot give people exactly what they want. In this situation, outline the alternatives. Following are some examples of what you might say:

• "I will check into this right now, and will get back to you before twelve."

• "Here is a possibility..."

• "You can…"

• "We do have…"

• "There is an alternative."

• "What we can do is…"

If someone is irate, attempt to provide an alternative. This will show your sincere interest in resolving the situation. Saying, "There is nothing I can do," or "No, I cannot do that" will set some people into an attack mode.

Following are some examples of alternatives when you want to express care even though a solution is unlikely.

• "I will put a note on my calendar for Friday, and will check again for you."

• "Sometimes our satellite clinic has what you're looking for. I'll give them a call."

• "I will put your name on our waiting list in case someone cancels tomorrow. In case they don't, I'll set you up for Saturday at 9 a.m."

Step Six: Take Action and Follow Through All the benefits discussed in the first five steps will be worthless if you do not take action and then follow through on your commitments. Follow-‐through occurs in two basic categories: immediate and later. Presenting an immediate resolution is the best answer. In many instances, however, it is not possible to follow through immediately. Additional time may be required, and you may have more than one item to resolve.

If you tell a client you will get back to him or her before twelve o'clock, do it! Create reminders if needed to ensure you will follow through, especially if it is for a later date or time. Remember, your credibility is at stake so make a habit of following through!


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Step Seven: Double Check for Satisfaction Double checking or following up for satisfaction is an essential step. An entire section is devoted to it later in this module. That part of the course highlights why double-‐checking for satisfaction builds appreciation and loyalty. It is one of the secrets of client satisfaction.

Problem Solving and Self-Esteem An advantage to solving client problems is that it aids in building a higher self-‐esteem. This is particularly true when you successfully manage an issue involving an irate or upset client. The satisfaction or realization you created a positive outcome from a negative situation will increase job satisfaction and confidence. Additionally, learning proper techniques reduces stress levels and the amount of time that will be needed in the future to handle similar problems. Regardless of the circumstances, whether or not you had control or were to blame, you will feel good about resolving the problem and preserving a client relationship.

Recap: Seven Practical Steps To get the most out of this section, check the techniques you will benefit from by using more frequently.

I will:

Handle an irate person by solving the problem without blaming others or myself.

Update any personal beliefs that are barriers to problem solving.

Avoid feeling like a victim.

Take the following steps to calm a person and get a solution under way:

Express respect

Listen to understand

Uncover expectations

Repeat specifics to verify that I understand what is expected

Outline the solution or present alternatives

Take action and follow through

Double check for satisfaction

Approaching problems in this positive way takes practice. The approach is not automatic, but it is rewarding. The client satisfaction techniques in the next section are also well worth practicing, as they will help you smooth out even the most challenging client situations.


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Importance of Cooperation Life will flow much easier if there is cooperation among team members and clients. Creating conversations that encourage this behavior simply requires the correct terminology. Listed below are a few suggestions that may guide discussions in the right direction. They can be used with people both inside and outside of the practice. In addition, they can be adapted into your personal life.

To make it easy for people to cooperate with you:

Use a warm tone of voice To reduce irritation

Use “I will…” To build confidence

Use “Will you…” To reduce frustration

Use “You can…” To say “no” courteously

Give the reason first To save time

Call anyway To reduce tension

Perhaps you are using some of these techniques part of the time. Enjoy the benefits of using all of them all of the time. You, your clients, your co-‐workers and your friends will appreciate the results.

Make It Easy For Others to Cooperate With You

"I tried it once and it didn't work. Besides, my situation is different."

You have probably heard this comment (if not said it yourself) a number of times. It's sad to hear. The belief that one attempt is enough, or that a situation is "different" robs people of personal satisfaction. In addition, it can cost the practice thousands of dollars each year.

Here's why: excellence grows out of skillful practice. As you watch Olympic competitors on television, you often hear how each individual has practiced thousands of hours in order to compete for only a few seconds or minutes. In addition, it is not just the athlete that makes it a success—it is the team of coaches, trainers, outfitters, physical therapists and doctors that work together, making the few seconds, or minutes count. In a veterinary practice, the same concept holds true. As a team, everyone must work efficiently, confidently, and fluently with others. Listening and cooperating with one another, as well as with clients, helps to build excellence.

The belief that "my situation is different" often diverts people from working on a solution. It is true that each situation is unique, and every solution must be tailored with problem-‐solving techniques that fit the situation and personality of the client. Try using some the cooperation techniques listed below.


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Technique #1: Use a Warm and Cooperative Tone of Voice Have you ever called someone and had the person say all the right words, but still felt he or she was irritated with you? If so, it’s probably communicated in the person's tone of voice.

With practice it is possible to remove irritation from your voice. The following exercises will help:

• Deep Breathing—If you find your voice (or delivery) is turning people away and slowing you down, lean back and take 60 seconds to breathe deeply. As you relax, breathe in very slowly. Hold your breath for a few seconds, then release. Repeat for 60 seconds. This is an emergency treatment for your voice tone.

• Exercise Vigorously—Carving out time for vigorous exercise also pays off. You not only sound better, you think clearer and are certainly better to be around. (See the "Burnout" section for more specific ideas.)

• Always speak with a smile on your face—Not only does it encourage you to be positive, it also prevents you from using a stern voice or clenching your teeth. It promotes a cheerful tone as well.

• Record your own voice—Be aware that you will subconsciously change your tone of voice if you know you are being recorded. Therefore, create a time and place where you will forget that you are being recorded (have a team member hide a small recorder somewhere in the hospital). You cannot repair an offending tone unless you know what it sounds like.

Technique #2: To Build Confidence, Use "I Will…" Your clients benefit when you use the "I will…" technique. Your clients will have even more respect for your competence. Many clients feel annoyed when they hear, "I'll try…", but they calm down when they hear, "I will."

Here is an example. Assume that you are the client. You are calling to see when you can pick up the medication you ordered for your pet "Roxy." Imagine how irritated you might feel if you hear, "I will try and have them ready by Thursday. Just call us back later this week to check."

A much more effective approach would be:

"I will check, but I'm sure we can get those items by Thursday. I will call you as soon as they arrive."


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Clients like knowing specifically what you will do so they are not left in the dark; "I'll try . . ." is too vague. When you tell your clients the actions you will take, you build their confidence in you. It also explains to them why you may not have an immediate answer.

In addition to your clients benefiting from using "I will...", you benefit personally as well. When you say, "I will..." and list the steps you will take, you give yourself a head start; you are mentally conditioning yourself to take the needed action.

Rather than: Replace with:

"I'll try and get an answer for you from Dr. Smith"

"I will talk to Dr. Smith and get back to you before four."

"I'll try and transfer your call to our Office Manager."

"I will transfer your call to our Office Manager. She can answer your question."

"Can't you see we're busy? It will take at least a half hour to get that information to you."

"I will...."

"I'm sorry you had to call back. You know doctors. Nothing makes them hurry."

"I will...."

"Your timing couldn't be worse. Did you have to call at the end of the day?"

"I will...."

"I'll try to get that information for you today, it may take a while."

"I will...."

"I don't know, but I can try." "I will...."

"I don't know the status of your animal." "I will...."

Technique #3: To Reduce Frustration, Use "Will You..."

Using this technique will help avoid the irritation that people often feel when they hear "You have to…" Those three words make most people bristle. "Will you..." is a fast and easy way to get what you want.

Skip the blaming that "You should have…" evokes. A client is almost automatically going to be defensive when hearing these three words. In addition, you can save the confusion people often feel when they don't know specifically what you want. "It would be nice to have the report done by Friday," is not as clear as "Will you have the report done by Friday?"

Using "Will you…" will smooth out frustrations. Use this phrase in times when:

• You need to communicate in a hurry


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• You did not get what you wanted in the past. For example, you expected a reply to a question last week, but you didn't get it. To reduce that problem you can say, "Will you please have that answer for me before the end of this week?"

• If you are not getting what you want and you are also tempted to say, "She should know" or "I shouldn't have to tell her," save yourself and your client time and frustration. The unexpressed expectation hurts everyone. Ask directly with "Will you…".

Technique #4: To Say "No" Courteously, Use "You Can"

Why use the "you can" technique? This will help you gain the appreciation of others when you say "no" in a courteous way. Imagine how someone might feel being told, "You can't have it today. You will have to wait until tomorrow for that material." A much more courteous expression would be, "You can have the material tomorrow." We respond more favorably to hearing what we can do.

Ninety percent of the people will understand that you are saying "no," but you may run into someone who still says, "I want it today." In such a case, go to Plan B: "I'm sorry, but the material is not ready today; I will have it ready tomorrow." You will not need to use Plan B very often. Most people catch on the first time.

Save time by using this technique because you will be answering the next question most people will ask: "You said that I can't have it today. Well, when can I have it?"

Many people find it difficult to say "no" and prefer to find some way to be of assistance. The "You can…" approach offers this assistance.

When to Use "You Can" You will find many opportunities to use this technique in your professional and personal life. Specifically, say "You can…" when:

• You cannot provide exactly what your client is requesting, but you do have an alternative.

• You want to communicate your sincere interest in service even though you may not be able to be of assistance right now.

Technique #5: To Save Time, Give the Reason First

Why use the technique of give the reason first? The human mind is created with the desire to know why. Think how often a growing child asks, "Why?" When someone is providing information, the question that is darting through most people's minds and taking


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most of their concentration is "Why?" Capitalize on that reality. Give the reason first. You can capture a client's attention more rapidly when you explain the reason first.

For example: "To save you money, you can..." or "to save you money we can..."

Use the technique of "give the reason first":

• When you are communicating technical information that the other person may not understand

• When you think the other person may not cooperate

• When the other person may not know you or may not trust your experience

You get even more cooperation when you express how your message will benefit your client. Here are some examples:

• "To help save you time..."

• "To help me complete your request more rapidly..."

• "So that I can pull up your records..."

Technique #6: To Reduce Tension, Just Call

Isn't it amazing how much clients will accept if you keep them informed of the progress? If they are expecting a call with updates, but don't receive one, they are most likely to become upset. However, if you anticipate a delay and you contact the client to inform them, they are going to be more likely to cooperate with you. If you simply choose to wait until you have all the information, they may not be very happy when you do finally call.

Nothing is quite so draining as knowing that you have negative news to tell someone, gritting your teeth when the telephone rings, and hoping it isn't that person on the line. When you call, you take control. It is advantageous for you to call before the client has erupted into a volcano and is calling you. Therefore, call regardless of the news you have to deliver. You will reduce your feelings of tension and build your client's trust in you. In addition, taking control of the call is a step in preventing burnout.


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Recap: Using the Tools Technique To get the most of out of this section, check the techniques you will try to use more frequently.

I will:

Use a warm and cooperative voice tone ... to reduce hostility

Use "I will..." to build confidence

Use "Will you ..." to reduce frustration

Use "You can ..." to say "no" courteously

Give the reason first... to save time

Call anyway ... to reduce stress

Summary Benefits come with practice. If you are using a technique 75% of the time, move it up to 100%. Make your job easier by making it easier for people to do what you want.

Remember, practice leads to behavior changes.

Now that you have some specific tools in hand, what overall system will help you use the tools on a continuing basis? The answer is ongoing client feedback, which will be explored in the next module.


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Module 3:Building Motivation with Client Feedback

he most common reason for people not providing quality client satisfaction is that they do not have adequate information regarding whether or not they are satisfying clients. The cure: feedback!

In order to sustain a high level of motivation, people require feedback stating how well targets or goals are being met. Feedback is essential for growth, and growth is essential for success.

Just as with management, clients need to provide feedback so that team members have an opportunity to excel and challenge themselves. Frustration can easily occur when team members feel they are performing at a specific level, but clients don’t feel the same way. When clients voice their opinions, it opens new doors for team members to explore and grow in their positions.

Client feedback can boost morale, confidence, as well as self-‐image. Even when management does not praise team members, clients can raise levels of job satisfaction.

Abraham Maslow, the famous psychologist, pointed out that satisfied needs are not motivators. He stated, "People seek to satisfy basic needs, and satisfying a lower-‐level need results in the next level being a motivating factor." It's true. We are motivated more by what we are missing. Targets and goals give us something to miss. Feedback gives us insight into how we are doing and what the next motivating level may be.

Check for Client Feedback Client feedback can also provide personal benefits for team members. These may include:

• Reducing stress by allowing them to understand and concentrate on new motivational factors

Module

3 T


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• Saving time by avoiding having to perform tasks that are not beneficial to themselves or clients

• Enjoying more satisfaction by learning to skip "how am I doing?" concerns

Requesting client feedback allows people to see how they are performing.

Someone might say, "I know clients feel I do a great job, because I have done it this way for years," or "I know my team members feel I do a great job, because I have done it for years." These individuals have no way of knowing how well they perform, until a client provides feedback.

Someone might hear, "I know they're satisfied. If they aren't, they will complain." Again, the provider really does not know. Some people will complain to dozens of others without ever telling the person that provided the product or service. Consider management and team members. How often do you hear team members complain to the manager about their service? More often than not, team members complain to fellow team members.

Another dangerous comment is "I know what they want." This approach often causes problems because a client receives a product or service that is not what they expected.

Case Study: Chris and Client Feedback

Chris, a veterinary technician, was in charge of releasing patients to their owners after treatment. She always took the time to write-up instructions for home care, which she gave to the client before releasing the pet.Chris felt that this was the most responsible way of handling the situation because she explained, "They forget or get confused about information presented to them. When they have it in writing, the only thing they can do is lose the instructions." Chris was understandably perturbed when clients complained about her. Clients who had come to pick up their animals accused her of being abrupt and impatient. "Although I thought I was doing a good job, and, from my point of view, I was," said Chris, “I never stopped to think that the client might have a need to talk or ask questions." Chris now makes a point of verbally reviewing the home care instructions and asks if the client has any questions. She then gives them the written information to take home. Client complaints have disappeared. In fact, Chris now frequently receives compliments from clients on the excellent care their animals receive. She is often thanked for her thoughtfulness in providing a written instruction sheet.


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Client feedback, even in the form of complaints, makes the job easier because it helps guide actions to provide better client satisfaction. This usually results in the positive feedback that people look forward to.

A Practical System for Obtaining Feedback Asking for feedback will help get priorities into focus, but it is not always easy to get feedback from clients. They may feel that team members should automatically know how they feel about services their pets receive. Or, they may be uncomfortable providing any negative feedback that "might hurt team members’ feelings." Often the fear of hurting someone's feelings ends up in wasting time because important information is not communicated and hurt feelings occur anyway.

One approach to obtain feedback is to ask a client:

"I want to make sure my work is satisfying your expectations. Will you tell me three things you like about my work? Will you tell me three things I need to improve in my service?"

By asking for the pluses first, you encourage people to get those valuable minuses on the table where you can deal with them. Sometimes people hesitate asking for feedback because they believe that if they ask, the client will not stop spilling out complaints and demands. This rarely happens. Most people are pleased to be asked, and their comments are moderate and helpful.

Solicit Ongoing Client Feedback Ongoing feedback will build a productive foundation for you. If you only depend on complaints and compliments from your clients (verses soliciting ongoing feedback), you are risking excellent client service. One complaint can cloud all the excellent work you have accomplished in previous conversations with a client. By requesting regular feedback, you will not only earn the respect of the client, you will also begin to hear positive comments about how your service has improved.

It is easy to lull yourself into a false security if you don’t solicit ongoing feedback from clients.The following questionnaire will help you formulate ideas for a systematic feedback mechanism.


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Sample Questionnaire Here are some ideas to stimulate your thinking. What questions would be the most useful to ask the clients your practice serves? In addition, consider what questions would be most useful to ask your team members (remember, it is important to receive feedback from both internal and external clients).

Dear Client:

Please circle the number on each scale that best represents your impression of our practice. Use the scale of 1 meaning the worst and 5 meaning the best.

1. How would you rate our practice on providing the animal care services you need?

1 2 3 4 5

2. How knowledgeable were the team members that worked with you?

1 2 3 4 5

3. How would you rate the cost of our services for the value received?

1 2 3 4 5

4. How well did the team members communicate any type of instructions with you?

1 2 3 4 5

5. How would you rate your overall satisfaction with our practice?

1 2 3 4 5

6. Other comments:_____________________________________________

Consider Your Own Responsibilities Make a list of five people for whom you have provided a service. Have you made a point to check with any of them to see how well you are satisfying their expectations?

Discuss Client Feedback To get the most value from feedback, follow these three guides:

• Talk successes

• Talk specifics

• Talk daily


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Since feedback is such an important means of motivation, take notes and discuss comments with your manager and with other team members. Listening to how others view the comments may provide a different perspective and present new ideas for improvement.

Remember to accept positive feedback as much as the negative. It is easy to simply smile at a positive remark and forget about it, as opposed to a negative comment. People tend to hold onto the negatives and feel bad about him or herself, or the job they performed. Recognize a job well done and relish in it for a while!

An "atta boy" rarely works. It sounds insincere. On the other hand, discussing specifics will communicate sincerity. This is particularly important when talking about positive client feedback. What are some examples of specific, positive client feedback that you have given or received during the last month?

Talking about client feedback each day keeps client satisfaction in focus. What systems and habits can you use to make sure you talk about client feedback each day?


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Conclusion: Fringe Benefits

As you enhance your ability to handle the other half of your job—the people part—you will enjoy some attractive fringe benefits. Your personal relationships will improve. Even though this course concentrates on job issues, the techniques presented will enrich your personal life. "Will you . . ." helps relationships articulate unexpressed expectations. Giving a reason first takes the sting out of negative feedback. Taking it professionally and not personally helps calm conflict.

Enjoy these fringe benefits. Enjoy the people part of your job. Enjoy the confidence that comes from accepting the challenge of providing excellent client service.

client satisfaction - avma storeedited by laura conn, cvt, cvpm and heather prendergast, rvt, cvpm....

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