Four Fundamentals for Building a High-Performing Team

Managing an effective team requires several competencies and begins with the core values of the leader. These values set the tone for what’s needed to perform at a high level. Leaders must establish expectations from the beginning with their team. It’s key for you to outline what’s expected of your team and how you plan to hold them accountable.
As you begin to build your team, finding out what motivates them and which levers to pull will be key to driving higher performance. As a leader, you need to provide your team clear direction, a roadmap, and support and ensure they understand their growth potential. As a leader, there are four building blocks to consider in building and managing a high-performing team:

1.Culture

Culture is something that you can’t always see, but you can feel it. It’s often in the intangibles, the little things. Building a culture starts with building a TEAM, itself. It’s important to create an environment where everyone can thrive and be collaborative. Establish opportunities for your team to work together and understand each other’s roles right off the bat. These projects will help galvanize the group. Part of a performance culture is setting up a winning mentality. Confidence breeds success, and the more wins your team can attain, the faster you create a culture of winning. This also allows employees to gain ownership over their success. No matter the field of work, everyone wants to be part of a winning team and have ownership in it. So, establish some easy wins for your team!

2. Accountability

Accountability, like culture, must be instituted from the outset. Accountability is being consistent—consistent in your actions and your words. Lead by example – do what you say you’re going to do, and your team will, too. Setting clear and attainable goals is equally important to maintain and cultivate the buy-in culture you are trying to establish. Furthermore, when you set expectations, it is imperative to assess what you expect and provide timely feedback. This should be done through regular one-on-one meetings as well as throughout the day. Be sure to provide positive feedback on the activities your team is doing well. This will lend more weight when you must focus on areas of improvement – which is often more difficult to deliver, but important in terms of development and growth.

3. Motivation

Finding out what makes each of your team members tick is critical to creating a high-performing environment. As a leader, you will be part cheerleader, part coach, and even sometimes part psychologist. Finding out what motivates each individual is how you will unlock a higher level of performance from your group. Utilize one-on-one meetings to engage and learn more about your colleagues. Motivation can come in many forms, whether it is professional advancement, monetary gain, or the love of competition. As a sales manager, I create excitement and healthy competition amongst the group. You must give your team a reason to come to work, beyond the paycheck, if you want to see their performance increase.

4. Development

Developing your employee’s skillsets so they can perform the best in their current role and challenging them with stretch assignments is a major piece of team building. As a leader or coach, it’s important to look at each day as an improvement opportunity for yourself and your team. Identifying potential leaders within a team is key to an organization sustaining a competitive edge. You cultivate these individuals by delegating tasks, creating open forums for ideas, and communicating your vision of a collaborative structure. Challenge your employees, provide them an opportunity to step up and take on leadership responsibilities. Not only does this reinforce your confidence in them, but it also gives them a sense of what a leadership role entails. The open forum provides a space where each of your employees have a voice and can be heard. It also allows them to take ownership in the team’s endeavors and/or demonstrate leadership amongst their peers.

Everyone will have different ways to lead a team, but these four core tenets transcend across industries. Ultimately, communicating a clear vision is paramount to gaining buy-in. You need everyone pulling the rope in the same direction to achieve an exceptional level of performance. 

For help building and developing a high-performing team, trust Consult YHN’s industry-leading HR & Recruiting Solutions. Talk to your Account Manager or contact Recruiting@ConsultYHN.com today!

About the Author

Robert Strother has been the Inside Sales Director at Consult YHN since 2016 and has over 10 years of sales leadership experience. In that time, he has led high performing sales teams across an array of industries and developed multiple future sales leaders.

Are You Empowering Your Front Office to Drive Revenue? Three Questions to Ask Yourself!

The Front Office Professional (FOP) is essential to an effective and efficient hearing healthcare office. Both in-person and over the phone, FOPs are key in establishing rapport with patients, creating a positive first impression, and helping to drive opportunities.
 
Many practice owners overlook that their front office staff can and should do more than answer phones and schedule appointments—they should help drive revenue every day.

Below are three questions to determine if you’re empowering your Front Office Professionals with the skills and knowledge they need to be a major player in the success of your business:

QUESTION #1: Does your FOP believe in the power of the Third Party and is she/he strongly encouraging patients to bring a loved one to appointments?

You’re most likely aware of the benefits connected to having a trusted family member or friend accompany patients to their appointments, including having a familiar voice during their evaluation and the added case history acquired.

As a Consult YHN member, you also know that increasing your practice’s Third Party rate results in greater patient satisfaction, a reduction in Tested Not Sold patients, and lower return rates. In some practices, it may also increase the closure rate by as much as 10-20 percent.

But is your FOP aware of these benefits? Can your FOP confidently convey to patients the value of having a significant other present for evaluations? To make this point more relatable, ask your FOP how long he/she spent with the doctor the last time he/she was sick? No one has ever answered an hour or more (the typical length of a hearing aid evaluation appointment)!

Source: The Hearing Review

It’s important to demonstrate that the companion is there for support and not because the patient can’t make their own decision. Studies show that 40-80 percent of what patients hear in a doctor’s office is forgotten, regardless of age. So, having two sets of ears is better than one, especially since one of those sets may be struggling to hear.

Lastly, let’s not overlook the potential referral opportunities: many active couples have combined friends and their own individual social networks. Your practice can potentially test the Third Party, or even seek recommendations from both parties, and grow your database – but only if your FOP is consistently emphasizing the need for a companion!

QUESTION #2: Does your Front Office believe that Calling is Caring?

What separates your practice from the competition is the world-class service you provide. The businesses that are most successful in retaining current patients and attracting new ones use a staff member (Patient Communication Specialist) or a service (Your Patient Contact Center) dedicated to making outbound calls to current patients and prospects. This function protects the practice’s most valuable patient resource—its database—and helps fill the schedule with opportunities. We know that 43 percent of patients buy their next set of aids from someone else. That’s why consistently contacting existing patients is vital to keeping your relationships warm and your practice top-of-mind.

However, this is the aspect of the job that more traditional front office employees (receptionists, schedulers) are not prepared for when they enter the hearing healthcare industry. Not only do a successful FOPs need to have computer, filing, customer service, and organization skills, but they also need to own the schedule, manage the provider’s time proactively, and take responsibility to create and enhance the patient experience. We advise FOPs to develop relationships with callers before they come to the office and continue to foster that connection once they become a patient. This way, a call from your practice isn’t an intrusion, but rather a chance to ensure continued patient satisfaction.

Source: Audiology Online

The recommended schedule and mix of patient contact methods may push some FOPs outside their comfort zone. To help reduce anxieties and increase skills and efficiencies, Consult conducts weekly tele-trainings with FOPs from practices across the country. During these trainings participants will learn about why these calls are so important and best practices for scripting to get the greatest results. They will also be encouraged to share their challenges and success stories, allowing them to reap the rewards of being part of a network of likeminded businesses.

QUESTION #3: Does your FOP know the value of each call generated by your marketing initiatives?

Based on the data that we have collected from our Associates, on average, each scheduled opportunity appointment is worth approximately $1,200 in profit for your practice. But how can FOPs understand the significance of each incoming phone call if practice owners don’t share this kind of information with them? Once they understand the value of each incoming call, they should be more motivated to improve their call conversion ratio. A great way to do so is to have them listen to recordings of how they have handled incoming calls. No one enjoys the sound of their own voice, but recording and replaying phone calls are one the best ways to improve the caller experience. A trained ear can easily identify if an FOP is unclear about information or unable to answer the caller’s questions. If you don’t have call tracking/recording in place, Consult’s training team will perform secret shopper calls. We can determine what training and guidance is needed, for example, properly scheduling appointment types, discussing the importance of the Third Party, or overusing technical terms and abbreviations (jargon) that the patient doesn’t understand.

Source: Harvard Business Review

Consult’s virtual Employee Development Program (EDP) workshops should be an essential component in your staff’s development plan. These online training events focus on building and developing your team’s skillset so they can actively contribute to driving opportunities and enhancing the patient experience.

Start empowering your front office staff today! Talk to your Account Manager to learn more about our EDP workshops and weekly tele-trainings!

About the Author

Miki Follin has been an Assistant Account Manager with the West Team at Consult YHN since October 2016. Miki brings retail store management, training, and customer service experience from her years with CVS/Pharmacy and Enterprise Rent-A-Car. When not helping Front Office staff learn and develop, you can find her cheering on Arizona’s sports teams, enjoying the sunshine!

How to Lead Productive Company Meetings Online

As the Coronavirus (COVID-19) forces more employees to work from home, businesses are adapting to new remote work business models as quickly and effectively as possible. Many of you are already adjusting to a workforce that performs some duties at home. Although technology makes this process easier, organizations are looking for ways to replicate their in-office culture, including moving face-to-face meetings to audio and video conference calls.
Technology-based meetings are not always the easiest to conduct, especially if you’re not accustomed to them. It can be more difficult to make sure everyone has a chance to speak up, to read body language, and/or to make sure that each attendee is paying full attention. We all know how easy it is to check email or browse online when no one can see you. So, if you conduct virtual meetings the same exact way you do in-person meetings, the result will likely be less engagement and therefore an inefficient use of your team’s time. By following these two simple steps, you can run productive video meetings where employees remain attentive, contribute, and finish the call ready to get things done.

1. Set clear expectations.

It’s important for the leader to set basic ground rules, such as asking attendees to join the call on time, closing out email and internet browsers, keeping their video on, and muting their microphones when they are not speaking. You might consider instructing employees to raise their hands when they want to contribute or ask questions. Setting clear expectations sets the tone for your team to be engaged, and shows that you respect their time and perspective.

2. Focus on dialogue and interactions.

During your virtual meeting, you’ll be sharing information just like you would in a face-to-face meeting. The information flow should be two-way — it is essential to encourage questions and discussion from all attendees. When planning the meeting, structure the agenda to discourage any one person from dominating the conversation. Predetermine which team members might be subject matter experts with information valuable to the group.
Now that we’ve discussed what you can do to ensure that your virtual meetings are as productive as your in-person meetings, let’s focus on one of the most important meetings: the Company Meeting. It’s likely that you’ve already led at least one Company Meeting to discuss the COVID-19 situation. Your staff members are living through uncertain times and are starving for information. Over the next several months, you’ll need to meet regularly with your entire team to discuss what’s happening currently (in your practice as well as the industry, your city/state, and the rest of the world), and what needs to happen moving forward. If your practice is currently closed, then your first Company Meeting upon reopening will be crucial in setting the stage for how your practice will emerge from this crisis and be successful in the future.
There are several key topics that Owners should cover during their upcoming Company Meetings:
  • The Current State: Where is our practice now and how are we preparing to come out of the pandemic?
  • The Future State: Where is the industry headed and what’s our company vision for how we will thrive?
  • The “New” Customer: How do we prepare for customers who may think differently about their needs and expectations? How will they define value?
  • The Comeback Plan: What are our steps to get back on track, and what are the expectations for each team member’s contributions moving forward?
  • Goals for 2020: What are the revised annual targets, and how do we plan to ramp up and recover lost business?
  • KPI Tracking: What are the key indicators that identify how we’re tracking progress toward our desired goals?
  • Mindset: How do we need to change the way we think about how we do our jobs?
  • Individual Productivity: How do we increase and track productivity while maintaining high levels of patient care?
  • Training: How do we ensure each staff member continues to develop his/her skills to be as efficient as possible while prioritizing patient care?

Consistency of communication is critical, so you should hold these meetings on a routine basis. Partner with your Consult YHN Account Manager to develop a schedule that works best for you and your team.

In future Company Meetings, revisit the same themes:

  • Discuss industry updates and the impact on the business
  • Reinforce the importance of what you do for patients
  • Reinforce the emergence of the “new” patient and his/her changing expectations
  • Emphasize what the goals are and how the practice is performing against those goals
  • Review your comeback plan and adjust as necessary
  • Emphasize everyone’s role in achieving the plan
  • Motivate your staff to reach the practice’s goals together as a team

As Owners and leaders, communication with your team is the most important element in helping your staff work through this crisis. Their lives have changed and they’re looking to you to lead them through the uncertainty. Their ability to handle anxiety and fear about the future is affected by what you say and how you act in navigating through an uncertain future. Right now, your words must lead to action. Now more than ever, your staff needs to know the “why” behind what they do to give purpose to their work and exemplary service to your patients.

If you have any questions about how to effectively conduct your Company Meetings, reach out to your Account Manager for guidance!

About the Author

Kenneth Gregory joined Consult YHN in 2014 and currently serves as a Training Manager in the West Region. He is a retail veteran, having previously worked for such giants as Target, Starbucks, and CVS in multiple leadership roles. Ken rarely puts pen to paper but is always thinking about how to make businesses thrive by leveraging the best asset within their four walls: their people. He works with field staff but is equally comfortable in front of audiology practice employees at all levels. Ken also loves an audience and enjoys being a classroom facilitator. While taking topics like this seriously, Ken likes to laugh at himself on occasion. However, his greatest gift might be his ability to get his three-month-old grandson to laugh.

Block Scheduling: Questions to Ask Yourself Now to Prepare for the Future

When building our new home, the first thing they put down was the foundation. Homes in Texas aren’t built with basements, so pouring a concrete slab seemed like it should’ve been a quick and easy process. But it took two whole weeks while I watched the contractors level, spread tension cables, pour the concrete, and conduct four inspections. I didn’t realize that Texas had such sandy and shifting soil. The proper slab, while not the most glamorous part of my home, was both the most complicated and essential piece. Without it, our beautiful new home wouldn’t be able to stand the test of time.

A hearing clinic is no different. Your business needs a sturdy foundation to withstand the shifting sands of an ever-changing industry. And few things have changed both the industry and business, in general, more than the Coronavirus (COVID-19).

The foundation of a practice’s success is its schedule. It provides the template for growth and helps to drive revenue and profit. The Consult YHN Block Schedule has been the bedrock of practices for over 25 years, and the need now is greater than ever. Although times have certainly changed, our Block Schedule process is both structured and flexible enough to remain a business-standard.

As part of a comprehensive comeback plan, Owners need to:

  1. Determine the “catch up” goals necessary to recover lost business and hit their revised 2020 financial targets.
  2. Calculate the number of revenue-generating appointments (or opportunities) required to recover the lost revenue and achieve the full year targets.
  3. Create the scheduling capacity to best serve customers and reach those goals.

The Block Schedule serves as the visual representation of the structure necessary to make your comeback plan work. Without it, practices risk making an uncertain financial situation even worse.

The Block Scheduling process is time-tested with proven results. The post-COVID-19 customer might have understandable concerns about being in close proximity to others in a waiting room. Practices must be sensitive to these concerns, and work with their Consult YHN Account Manager to determine how to address them.

When it comes to scheduling, below are items you should consider…

As you revise the Block Schedule template…

  • Do I need to think differently about the space in my waiting room? How should I schedule appointments to limit social contact?
  • Do I need to create different types of appointments to meet the needs of different patients where some are comfortable in my waiting room and some are not? How many onsite appointments do I need? How many virtual ones?
  • Do I eliminate walk-in hours to prevent multiple people from showing up at the same time and crowding my waiting room? Or do I leverage technology to conduct virtual walk-in hours and minimize customer overlap?
  • Is Telehealth a necessity for my business and my patients right now?
  • How long should each appointment be?

When implementing the Block Schedule…

  • What does my patient prioritization process need to look like? Where do I place new patients, existing patients, Out of Warranty patients, and repairs? Does everyone on my staff know the importance of each opportunity type?
  • Have I set expectations with my staff about having a sense of urgency to fill the opportunities on my schedule?
  • Are we using a waiting list to pull appointments forward to fill opportunities and to better serve our patients?
  • Should I think differently about having a companion for appointments? Should I require onsite Third Party companions, or should I also consider using video technology such as FaceTime, Zoom, or Google Hangouts?
  • How do we minimize no-shows and cancellations? Is my current process for confirming appointments effective?
  • Is my front office staff attending Consult YHN teletrainings to sharpen their skills on the Block Scheduling process?
  • How can learning and following the Professional Sales Presentation (PSP) allow my providers to effectively use appointment time and maximize the schedule’s potential?

When monitoring the effectiveness of your revised scheduling procedures…

  • Am I using the Daily Huddle to monitor staff behaviors and track scheduling outcomes?

At Consult YHN, we’re helping our Associates prepare their schedules to thrive in this new business environment. For many Owners, implementing a Block Schedule may have been uncomfortable or considered unnecessary in the past. But due to COVID-19, many “nice to do” processes are now “must do.”

The most successful practices will be the ones who commit now to making the changes needed for success in the future. Defining and implementing a Block Schedule will help you recover lost business and position your practice for long term success.

Contact your Account Manager to create your Block Schedule today!

About the Author

Kenneth Gregory joined Consult YHN in 2014 and currently serves as a Training Manager in the West Region. He is a retail veteran, having previously worked for such giants as Target, Starbucks, and CVS in multiple leadership roles. Ken rarely puts pen to paper but is always thinking about how to make businesses thrive by leveraging the best asset within their four walls: their people. He works with field staff but is equally comfortable in front of audiology practice employees at all levels. Ken also loves an audience and enjoys being a classroom facilitator. While taking topics like this seriously, Ken likes to laugh at himself on occasion. However, his greatest gift might be his ability to get his three-month-old grandson to laugh.

Planning for Success Starts with a Strong Foundation

In times of crisis people often ask, “How did we get here and what do I do?” The current business landscape is quite challenging to say the least. One of the biggest decisions Practice Owners have had to make is what to do with their people. Even while adhering to the shelter-in-place orders many states have mandated, some Practice Owners have still been able to keep people employed and working on projects at home. But many employees have been laid off or furloughed, waiting to return to work as companies take advantage of government assistance programs. Everyone needs to keep front of mind that while employees are laid off or furloughed (and therefore not being paid), they cannot perform any work-related duties.

As Owners take advantage of the programs that allow them to bring back their staff, they should ask themselves: 1) What have I learned from this experience? and 2) How do I prepare for the future? Working with their Consult YHN Account Manager, Owners need to define their comeback plan, considering:

  1. How do I review and reset the “catch up” goals necessary to recover lost business and hit our 2020 financial targets?
  2. How will business be different and what will we need to do to prepare to compete more aggressively for customers?
  3. How do we help every employee fully understand his/her role in achieving organizational success?
  4. What should we do now to develop the skills and increase the individual productivity of each employee?
  5. How do we train our team to capture more “opportunities” while still providing the highest quality of patient care?
  6. How do we create the staffing and scheduling capacity to best serve customers and drive revenue and profit?

Consult YHN is ready to help every practice with all six items. A key vehicle through which we do this is by providing weekly role specific training to improve individual skills that drive revenue and profit. Now is the time to build a strong foundation and train your staff on the skills which will make them more productive and efficient. Even if your staff is currently on furlough, we encourage Owners to join our teletrainings now in order to learn our approach and ensure accountability once employees are back in office and able to join us.  In order for practices to thrive in a post COVID-19 world, each staff member, including Owners, must be ready and able to contribute more than they ever have before.

Many companies may utilize online courses that cost money, an unattractive or even unviable option as they try to control and cut expenses during COVID-19. As members of Consult YHN, you can leverage our teletraining courses without any additional expense.

While this era of social distancing makes classroom events impossible, the Consult YHN teletraining program uniquely allows us to deliver high quality training for every role in your practice including Providers, Front Office Professionals, Directors of Operations, Practice Development Representatives, and Owners.

Led by our Account Managers via Skype, our teletraining program focuses on:
  • All the Right Things behaviors and scripting
  • Skill development to support organizational goals
  • KPI tracking
  • Best practice sharing
  • Peer networking
  • Addressing the needs and expectations of the post COVID-19 customer
We’ve all heard the old saying “when life gives you lemons you make lemonade.” The current situation is definitely a lemon, but there is a silver lining. The shelter-in-place orders mandated by many states provide practices the opportunity to step back and improve the processes, systems, and skills of the people in their organizations. It gives Owners a chance to determine what they want their business to look like when we emerge from this pandemic. We are ready to partner with you. Take a look at our weekly teletraining schedule and choose which events work best for you and your currently employed staff. As you bring people back, make our teletraining program part of their “onboarding” process. Our new world requires all of us to think differently about what it means to be prepared even in the most challenging times. Prepare your team to take on this and any future challenge.

About the Author

Kenneth Gregory joined Consult YHN in 2014 and currently serves as a Training Manager in the West Region. He is a retail veteran, having previously worked for such giants as Target, Starbucks, and CVS in multiple leadership roles. Ken rarely puts pen to paper but is always thinking about how to make businesses thrive by leveraging the best asset within their four walls: their people. He works with field staff but is equally comfortable in front of audiology practice employees at all levels. Ken also loves an audience and enjoys being a classroom facilitator. While taking topics like this seriously, Ken likes to laugh at himself on occasion. However, his greatest gift might be his ability to get his three-month-old grandson to laugh.