Page 1

PATIENT EXPERIENCE TRAINING Clinix Customer Service Training

“It is with knowledge and motivation that we discover the way to reach our optimum levels of health and happiness… and these are the things which we should seek each day for the rest of our lives” – Mark Albert, CLINIX Founder


Who am I? What do I want? What is my mission? What is my goal today? What actions today will take me closer to what I want? What actions today will take me further away from what I want? What are the reasons today to meet my goals? What do I need to learn today to help me? Who will I ask for help today?

“There is nothing that you cannot be, do, or have, and we want to assist you in achieving that. But we love where you are right now, even if you do not, because we understand how joyful the journey to where you want to go will be.”

CLINIX Patient Experience Training



T ake 5 m inutes t o e xp lo re y ourse lf…

Take 5 full minutes to answer the following questions. Keep thinking and writing for 5 full minutes. Then select which one you will want to share with the group.

HUMAN BEHAVIOR: MOTIVATION & PERSUASION The Twin Focus of Motivation: Behind All Human Behavior Are The Need to Avoid Pain And The Desire to Gain Pleasure.

“Persistence is to the

character of man as carbon is to steel.” – Napoleon Hill

The Master Formula of Persuasion Associate CLINIX with tremendous pleasure Associate the absence of CLINIX with tremendous pain

Patients Have Questions Does CLINIX have my (not their) best interest in mind? Can I trust CLINIX with my needs and wants?

Patient Experience Training


EXERCISE 1: PERSUASION Patients comply and refer for emotional and logical reasons.

Persuasion is: 1. Finding emotional reasons. 2. Stirring up the emotions and making them real. 3. Adding some logic. 4. Adding more pleasurable reasons Emotional Reasons 1. Write down three purchases you have made recently. How big was your want? What made you really want to buy? Was it logic? How did you justify your purchase? _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ 2. Remember a time when you had a strong want and still did not buy. Why did you not make the purchase? Did you not have enough want or did you not have enough justification? _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity” – George S. Patton

CLINIX Patient Experience Training


Patients do things for emotional reasons and justify their actions with logical reasons. If they seek the proper care, it is because they had enough emotional reasons… “fear of death or life after losing 20 lbs”. Patients justify with logical reasons… “I need to lower my cholesterol”.

The reasons behind all behaviors are BELIEFS.

Patient beliefs about the consequences of their behavior determine what they will try and what they will do. Some beliefs are empowering… “Yes, I can lose weight!”. And some are limiting… “What’s the use? It’s hereditary”. Staff and Providers also have beliefs that serve their efforts… “I’ll try everything, and nothing is beneath me!” And beliefs that limit their potential… “It’s unprofessional, it’s beneath me.”.




“Focus on where you want to go, not what you fear.“ – Anthony Robbins

Patient Experience Training



Be lie fs de te rm ine beh av ior …

Patients do things for reasons.

BELIEFS: QUESTIONS Patients need answers in order to have a strong feeling of certainty. 1. Does Clinix have my (not their) best interests in mind? 2.

What will the treatment plan really mean to me?


Will Clinix give me what I really want and need?

4. Is the care worth it to me? 5. Is the care worth my time? 6. What will others, including my spouse, think? 7. Do I really need the care now?

Staff and Providers also need answers in order to have a strong feeling of certainty. 1. Are my belief systems serving me? 2. Are my belief systems serving my practice? 3. Are my belief systems serving my income? 4. What will changing my belief systems really mean to me? 5. What will changing my belief systems really mean to my family? 6. What will changing my belief systems really mean to my practice? 7. What will changing my belief systems really mean to my income? 8. Is it worth it to me? 9. Is it worth changing my beliefs? 10. What will others think? 11. What will my spouse think? 12. What will my peers think? 13. Am I satisfied? 14. Do I really need to change now?

“The important thing is to not stop questioning.” – Albert Einstein CLINIX Patient Experience Training


BELIEFS AND RULES 1. Global Beliefs: Absolutes • • • • • •

Is Am Are I am People are Life is

Rather than attack someone’s Global Beliefs, align with their beliefs – and redirect them. 2. Rules: If…Then Rules are cause-and-effect systems that guide decisions. These rules of If…Then beliefs can be challenged. When one’s belief system, or If…Then rules, is not beneficial, limiting beliefs should be challenged. Limiting Beliefs: If…Then rules that are not consistent with one’s desired outcome. Empowering Beliefs: If…Then rules that are consistent with one’s desired outcome.

IF YOUR PERFORMANCE, INCOME, OR LIFE IS LESS THAN YOU DESIRE, THEN IT IS TIME TO CHALLENGE YOUR LIMITING BELIEFS. “Each of us is great insofar as we perceive and act on the infinite possibilities which lie undiscovered and un recognized about us.” – James Harvey Robinson

CLINIX Patient Experience Training


EXERCISE 2: BELIEFS Complete the following questions 1. What is the most limiting belief you have about yourself? What is the cause and consequence? If possible, write as an If…Then statement. Limiting Belief #1 – IF _________________________________________ _______________________ Causes and Consequences – THEN____________________ _______________________________ __________________________________________________________________________________ 2. What is the most limiting beliefs you have about improving your work performance? What is the cause and consequence? Limiting Belief #1 – IF________________________________ _________________________________ Causes and Consequences – THEN ____________________ ______________________________ __________________________________________________________________________________ 3. What is the most empowering belief you have about yourself? What is the cause and consequence? Empowering Belief #1 – IF__________________________ __________________________________ Causes and Consequences – THEN ______________________ ____________________________ __________________________________________________________________________________ 4. What is the most empowering belief you have about improving your performance? What is the cause and consequence? Empowering Belief #1 – IF__________________________ __________________________________ Causes and Consequences – THEN ___________________ _______________________________ __________________________________________________________________________________

“Never be afraid to do something new. Remember, amateurs built the ark, professionals built the Titanic.” – Anonymous

CLINIX Patient Experience Training


Success and failure are not measured by what a person “can” do. What human beings “can” do is incredible. What people “will” do is usually disappointing. Regardless of duties, systems, coworkers, and patients, people still have the ultimate potential to perform at the level they desire. Yet, so few people do! One problem is peoples’ inability to manage their emotional states of frustration and rejection. A multitude of stress and pressures can create negative emotional states. Limiting Emotional States • Frustration • Anger • Resentment • Depression Empowering Emotional States • Joy • Passion • Contentment • Excitement • Ecstasy

A person’s life is defined by the emotions they feel on a daily basis! EMOTIONAL STATES ARE CONTAGIOUS, USE THEM! OR THEY WILL USE YOU! AND YOU’LL BE USED UP!

“The pessimist sees difficulty in every opportunity. The optimist sees opportunity in every difficulty.” – Winston Churchill

CLINIX Patient Experience Training



Emot ions dete rmine y our life …


EXERCISE 3: EMOTIONS The following are what are known as the 5 questions of overwhelm. Whenever you are feeling overwhelmed you should ask yourself these questions. Take 5 minutes and complete the following questions; choose one that you will share with the group. What is good about my performance?

______________________________________________________________________________________ What is not perfect about my performance yet?

_____________________________________________________________________________________ What am I willing to do to improve my performance?

______________________________________________________________________________________ What am I not willing to do to improve my performance?

______________________________________________________________________________________ How can I have fun while improving my performance?


“When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion.” – Dale Carnegie

CLINIX Patient Experience Training


OPTIMISM & ENTHUSIASM Emotions like laughter are contagious. Patients face many pressures while navigating today’s complex healthcare market. From not feeling well, to facing their own mortality, to increased incidence of chronic disease, to managing ever increasing healthcare cost can put a patient and their loved ones in a fragile emotional state. During yesterday’s healthcare, patients took what they got. A coach’s demeanor or bedside manner had very little to do with their success or failure. In today’s healthcare, patients and employees have alternatives; consequently, your pleasing personality is a must. New-Patient referrals and additional services are the profit centers of today’s healthcare. Today’s mantra is, “Pleasing Personality.” There are no words that can demonstrate optimism and enthusiasm; congruency is the key! In order to show Optimism and Enthusiasm you must be Optimistic and Enthusiastic. Oftentimes, powerful coaches do not produce powerful results because they haven’t managed their own emotions and personality.


“You must never confuse faith that you will prevail in the end – which you can never afford to lose – with the discipline to confront the most brutal facts of your current reality, whatever they might be.” – Vice Admiral James Stockdale

CLINIX Patient Experience Training


Communication Skills • • •

55% of communication is your body language. 38% of communication is your tone of voice. 7% of communication is the words you use.

Listening Skills • • • • •

Listen Move Repeat Ask Praise

Listening and Responding Styles •

EMPATHETIC RESPONDER – A non-judgmental response that captures the essential theme and feeling expressed. Rapport builder.

RECOMMENDATION RESPONDER – A response that offers advice and tells the patient what to do and what not to do. Rapport killer.

INQUIRING RESPONDER – A response that asks for additional information to get a clear understanding before responding. Rapport builder.

CRITICAL RESPONDER – A response that expresses a form of criticism, resulting from a tendency to judge. Rapport killer.

Laugh At Conflict


ISTEN – until they are finished complaining.


GREE – that they have a right to their feelings. NDERSTAND – don’t say you do, because you don’t.


IVE – a gesture is a peacemaker.

EART – voice tone must be heartfelt.

“The best morale exists when you never hear the word mentioned. When you hear it it’s usually lousy.” – Dwight D. Eisenhower CLINIX Patient Experience Training



H ow a re y o u c om in g a cr o s s ? .. .









Visual Memory

Seeing images of things seen before, in the way they were seen before


Visual Constructed

Seeing images of things never seen before, or seeing things differently than they were seen before


Auditory Memory

Remembering sounds heard before


Auditory Constructed

Hearing internal sounds not heard before, or hearing them differently than they were heard before


Auditory Digital

Talking to oneself



Feeling emotions, tactile sensations (sense of touch), or proprioceptive feelings (feelings of muscle movement)

“Throughout the centuries there were men who took first steps, down new roads, armed with nothing but their vision.” – Ayn Rand CLINIX Patient Experience Training



If a person has a visual preference, you can gain rapport with them by being visual, too. Being visual has to do with how rapidly they talk, how they move and how they gesture. A person who is in a visual state tends to talk more rapidly than most people do. They use words like – picture this, look at this.

VISUAL: They gesture more rapidly and they move rapidly because they have pictures in their heads, and pictures are worth 1,000 words. They don’t care exactly how it sounds, they want to get it out of their head; so they talk and gesture rapidly. People in visual states tend to breathe in the upper part of their chest. Their eye patterns are frequently directed upward.


Someone who is more auditory in nature tends to speak at a slower pace. They have a different tempo; they use different words than someone in a visual state. They use words like – listen to me, hear what I’m saying, that clicks for me.

AUDITORY: People who are in an auditory state care not only what they say but also how they say it. They tend to be much more articulate and much more selective about the words they use. Their voices sound much better. People in auditory states tend to breathe from the middle of their chest. Their eye patterns tend to be around ear level. You may even notice that they tilt their head slightly to hear better. KINESTHETIC

A person in the kinesthetic state tends to feel things out. They may say – it feels good but I need a better sense of it, do you have a more concrete example? They tend to weigh things a lot.

KINESTHETIC: A person in the kinesthetic state tends to breathe from the abdomen or stomach area and they tend to look down a lot.

Actually, I’m all three people. Aren’t you? It just depends on the context or the situation. The key element here is to be flexible, so that you can become like the person you are with. You want to enter their world. If you are with a person who is very kinesthetic, and you’re being visual, you won’t have much rapport. What you want to do is be like the person you are with. You’ve got to figure how to do that effectively, and the best way to do that is to practice being flexible.

CLINIX Patient Experience Training


EXERCISE 4: EYE MOVEMENT Ask the following questions and notice the eye accessing cues. • • • • • • • • • • • • • • • • • • • • • • •

What was the color of your first bicycle? Sing to yourself your favorite song. Imagine the feeling of ice melting in your hand. Which is the darkest room in your house? What is the 12th letter of the alphabet? Feel the warmth of an open fire on your face. Who of your friends has the shortest hair? Listen in your mind to a small waterfall on a quiet summer day. How did you feel this morning just after you got out of bed? What was the color of the last garment you bought? Imagine the skyline of your city changing into wisps of smoke. Listen in your mind to your favorite song. Imagine the feeling of a block of wood changing to silk. Is your father’s voice softer when he is on the phone? Say to yourself the Pledge of Allegiance. How cold was the ocean the last time you tested it? Which door in your house slams the loudest? Imagine what it would feel like to turn over on a waterbed. What was the smallest animal you saw on your last trip to the zoo? Which is the softer, the slam of your car door or your trunk lid? What was the color of your first teacher’s hair? Say to yourself the 15th letter of the alphabet. Imagine settling down in a nice hot bath.

Think of all the different colors in your bedroom. Who of your acquaintances has the most pleasant voice? Think of laughing so hard you cry. Can you see yourself with golden hair? Which carpet in your house is the softest? What was the color of your favorite toy?

• • • • •

CLINIX Patient Experience Training

“To see a world in a grain of sand, and a heaven in a wildflower…hold infinity in the palm of your hand, and eternity in an hour…” -- William Blake


LISTENING SPEAKING THE MYTH One major barrier to effective listening is that, in this society, we have equated speaking with mastery and power. Talking is used to gain power, sell an idea, persuade someone, to punish and to control. Not talking is punishment – and so is not listening! Resistance to listening tends to be our cultural norm. We are often taught that speaking represents action and power, while listening connotes weakness and apathy. Personal competitive needs interfere with taking the time to listen.

LISTENING LEVELS Level 3: Listening in Spurts • More hearing going on than listening; Being aware of the presence of others but mainly paying attention to one’s self Level 2: Hearing Sounds and Words • Making no effort to understand the speaker’s intent; Dangerous, can lead to mass misunderstandings Level 1: Active Listening • Listening non-judgmentally with understanding to the intent and feelings of the speaker; Total Communication!

COULD YOU JUST LISTEN? When I ask you to listen to me and you start giving me advice, you have not done what I asked. When I ask you to listen to me and you begin to tell me why I shouldn’t feel that way, you are trampling my feelings. When I ask you to listen to me and you feel you have to do something to solve my problem, you have failed me. Strange as that may seem. Listen! All I ask is that you listen – not talk or do – just hear me. Advice is cheap. Twenty cents will give you both Dear Abby and Billy Graham in the same paper. So please just listen. If you want to talk, wait a minute for your turn and I’ll listen to you.

CLINIX Patient Experience Training

“Who speaks, sows; who listens, reaps.” – Argentine


Kn ow y ou r p at ient …

1. How you use your voice 2. Asking questions 3. Finding areas in common


Matching and Mirroring 100% • • • •

Words 7% Voice qualities 38% Physiology 55% Become the person you are with

Word Matching • • •

Keywords Big Little

Physiology Matching • • • • • • • • •

Posture Movements Hand gestures Facial gestures Eye contact Speed of movement Breathing Proximity Change your pace, slightly, to match theirs

Voice Matching • • •

Volume Tempo Tonality


“The most serious mistakes are not being as a result of wrong answers. The truly dangerous thing is asking wrong questions.” – Peter F. Drucker

CLINIX Patient Experience Training

• • •

Visual cues Auditory cues Kinesthetic cues



Matching & Mirroring

The Magic of Mirroring

PACING & LEADING PACING-AND-LEADING Pacing-and-Leading is a dynamic that often happens in relationships. After you mirror someone for a while – consciously or subconsciously – when you make a change in physiology, the other person follows automatically. You actually begin to lead them.

The way you do pacing-and-leading is to go at their pace for a while, match and mirror their physiology; then, when you make a change, they will follow your lead.

SENSORY DISTINCTIONS There are five senses: Visual

Images or the things we see and visualize {V}


The sounds we hear {A}


Feelings and sensations, emotions or motions {K}


Smells {O}


Tastes {G}

The three primary senses of conscious communication are V, A and K. Most people tend to have one of the three primary senses – V, A or K – as a preference for communication. Based upon these preferences, people will communicate, move, breathe and develop rapport in different ways. Understanding these preferences will help you to develop deeper levels of rapport.

CLINIX Patient Experience Training

“Treat a person as he is, and he will remain as he is. Treat a person as if he were where he could be and should be, and he will become what he could and should be.” – Jimmy Johnson


EXERCISE 5: MATCHING/MIRRORING & PACING/LEADING With your partner you are going to role play utilizing your new found skills of Matching/Mirroring and Pacing/Leading. Scenario 1: Scheduling a VIP Physical Role 1: Potential Patient Role 2: Clinix Staff Member Goal: Clinix Staff Member should have a conversation with the potential patient that leads to the potential patient scheduling a VIP physical


Scenario 2: Engaging the non-activated diabetic to come in for blood work Role 1: Non-Activated Patient Role 2: Medical Coordinator Goal: MC should have a conversation in order to engage the nonactivated diabetic patient, such that the patient will come and get their diabetic blood work done.


“Every adversity, every failure, every heartache carries with it the seed of an equal or greater benefit.” – Napoleon Hill CLINIX Patient Experience Training


CONFIRMATION Take 4 full minutes to answer the following questions. Keep concentrating and writing for 4 full minutes. Choose one answer that you will share with the group.

What did I do well today?

What today still needs improvement?

What am I not willing to do tomorrow?

Two roads diverged in a yellow wood, And sorry I could not travel both And be one traveler, long I stood And looked down one as far as I could To where it bent in the undergrowth; Then took the other, as just as fair, And having perhaps the better claim, Because it was grassy and wanted wear; Though as for that the passing there Had worn them really about the same, And both that morning equally lay In leaves no step had trodden black. Oh, I kept the first for another day! Yet knowing how way leads on to way, I doubted if I should ever come back. I shall be telling this with a sigh Somewhere ages and ages hence: Two roads diverged in a wood, and I-I took the one less traveled by, And that has made all the difference. -

What was fun today?


What was my positive thought today?



CLINIX Patient Experience Training


Robert Frost

Inspiration & Motivational Staff Training Manual  

Constructed by Justin Barba and original material written by Dr. Mark S. Albert. Design and Layout created by Vanessa Heart/Blazing Heart Pr...

Inspiration & Motivational Staff Training Manual  

Constructed by Justin Barba and original material written by Dr. Mark S. Albert. Design and Layout created by Vanessa Heart/Blazing Heart Pr...