ARCHIVE from robertdavidhays.com May 28, 2013
Your workday is scheduled to maximize productivity in 15 minute increments. Unless you are in the chair working directly with a patient, and your team is supporting those efforts with case presentations, phone conversations, payment collection, new patient acquisition, and clinical support, then your practice is not operating at optimal performance.
Why then, do we as sales professionals, consistently march into your office unannounced, to try and capture 10 minutes with you and/or your team? I’m not trying to imply that the time you might invest in a conversation with a sales person is not productive. Quite the contrary. There are many things that we bring to the table that could be of enormous benefit to your practice. We are able to draw from successes of other clients, and product or service information that you may not have really considered, that then helps enhance the service that you are able to deliver to your patients.
My point is that we are being irresponsible with your time, and ineffective with our own when those conversations are unscheduled, in the middle of your day and crammed in between patients. What important decisions have you made in your life that occurred in a matter of a 10 minute chat? I’m guessing not many.
The challenge then lies in how we are to effectively connect, and share information with each other. The industry’s answer to this has created the problem mentioned above. Dealer reps, as that’s my personal frame of reference, have a finite list of clients to cultivate and support. So, in order to feel busy, and attempt to develop relationships over a period of time, we have historically set up a route of sorts to be sure that we’re in every practice on a particular interval – regardless of whether or not a business need has been mutually agreed on between the rep and the client, and a visit is warranted. Is the recycle bin at your reception desk full of fliers and event invitations that reps have dropped off? Now you know why.
I will surely be skewered, and criticized for this line of thinking within my own ranks. This practice so deeply engrained on my side of the business, that we cling to it like our life depends on it. My position will be viewed as sacrilege.
Why am I willing to be accused of treason? Because my purpose is to serve dentistry. If I were a little younger and a lot smarter, I would love to go to dental school. I strongly believe, however, that I can make an impact from my current station. I work for a phenomenal company, with the leadership and vision to provide me with the education, products and services, that will elevate the patient experience, and help your practice to be more productive and profitable.
Still reading? Think I’m crazy? (I probably am a little – hopefully that makes me endearing instead of earning a one-way escort with the men in white coats.) So what’s my proposed solution? A regular meeting with your team to address any immediate technical or support needs for the practice, in combination with a focused, quarterly business meeting with the leadership and clinical team to better understand the needs of your dental practice, and collaboratively identify ways to improve it.
Call me if you’re ready to dive into a deeper, more productive business relationship, and let me earn my keep as a part of your team.
In the meantime? I guess I’ll see you in a few weeks with the latest promo flier.
Hey – Old habits die hard.
