Mike: Hi, everybody. I'm Mike Perusich, Patrick Hammond, David Kats with Kats Consultants. Thanks for listening today. David, you had a topic you wanted to talk about today.
David: Yes. One of the things that I have found in consulting, I found it quite by accident, was that if your no-show rate is high enough, your practice will plateau regardless of what size practice you have. Before the age of computers, I hate to say this, maybe when the computers were just starting, we took our client stats and we laid them out in a long row and we looked at their no-show rate. Some people had a no-show rate of nearly 50% and some people had a no-show rate of about 7%. What we found is if you went to about 13%, anybody that has a no-show rate of less than 13% was growing, and anybody that had a no-show rate of more than 13% was plateaued or possibly even going downhill.
The way you figure that out, you see how many patients were supposed to be here today, and then how many patients didn't show up, and that's your percentage if you divide it. If you were supposed to have 100 patients and 13 didn't show up, then your no-show rate is 13%. Very important to get your no-show rate down.
Mike: Well, it's true, and do this: take 13% of your average daily patient visits, and multiply that by your collection visit average, and that's a substantial loss of revenue in your practice, too.
David: That's a good point.
Mike: I think that's where that tipping point is, and you really start to notice a decline in your practice at that 13% mark.
You can usually get a feel from a patient that's probably going to drop out of care. Instead of walking them back up front, "Hey, I'll see you Tuesday, Suzy. I'll see you then," and walk away, go ahead and talk to them about it.
"Hey. Is there something bothering you, or things aren't progressing the way you feel?" Go ahead and talk to them. Usually, it's something, "Yes, doc. This knot just won't go away." Maybe it's something she didn't even bring up, or maybe it's something that you overlooked, and you just take that extra minute or two and it keeps that drop percentage low.
Mike: We call that preemptive communication. It's really paying attention to your patients, especially their body language and things, the subconscious things, and noticing those and trying to have that conversation with the patient before they just walk away.
Patrick: Yes, that's absolutely right.
David: I have to tell you that I'm big into scripting, but some scripting I find doesn't make much difference. I had a consultant once that said, "When you release a patient, instead of saying, 'I want to see you on next week Wednesday,' " he said, "You need to see me next week Wednesday," so it looked like they had a want. Well, I could never tell if that made any difference whatsoever. In fact, I don't think it's as important, what you tell the patient, is what the patient responds back to you. If you say, "Okay, Terry, I'll see you next week Wednesday."
If Terry says, "Okay, I'll try to make it in," he didn't firm up the appointment or she didn't firm up the appointment. You've got to stop right there, just like you said, Patrick.
You've got to say, "It doesn't sound like you maybe can make it. Is there a problem with Wednesday?" They say, "Yes. My in-laws have a wedding and there's going to be people coming into town, and I think I've got to go the airport a couple of times that day."
You say, "Well, let's just schedule it on Tuesday," and he says, "That'd be a lot better." There, you've got a confirmation. It isn't so important what you say to them, but what's important is listening to what they say to you.
Like you said Patrick, people a lot of times telegraph that they're going to drop from under care.
Mike: Yes. It's really about listening to the patient in the whole process.
Patrick: That's right. Present time consciousness.
Mike: Present time. I love it. All right, everybody. Thanks for listening today. I'm Mike Perusich, Patrick Hammond, David Kats. We're Kats Consultants. Thanks for being here.
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