Rx for PR
Orthodontists have always given lip service to the idea that we are treating the whole person, not just the teeth. In the past, most orthodontists were able to build busy practices without developing the social skills necessary to treat the whole person and to compete in today's practice environment. These skills come much more easily to natural extroverts, but many orthodontists are just the opposite--happy loners, content to work in a small cubicle with little social interaction. They may even avoid face-to-face contacts with parents and minimize them with patients. This kind of person may unconsciously develop adversarial relationships with patients and parents by trying to enforce rigid, unrealistic expectations. This causes frequent complaints about patient cooperation and scolding about noncompliance. Continual carping about patient behavior alienates both patients and parents.
What is an orthodontist who is not a natural extrovert to do to promote his or her practice in an ethical, caring manner? If an orthodontist is not comfortable with the mechanics of practice promotion or is not capable of handling them, there is nothing wrong with hiring a surrogate who can perform the important tasks of practice promotion. A personable, vivacious, intelligent extrovert whose primary job is public relations might be far more effective than the orthodontist.
Public relations opportunities abound within the practice--thank-you notes and floral gifts to people who refer patients to your office, birthday greetings, congratulatory letters, and follow-up phone calls after difficult appointments just to ask how the patient is feeling. The PR person might take charge of a practice newsletter and keep the mailing list up-to-date. He or she could take part in the post-treatment consultation, where patients and parents are made aware of the benefits of treatment and told that the office will be happy to treat any friends they might recommend.
One of the most important tasks a PR person can perform is the development of a patient satisfaction survey. Staff members need to know what they are doing right and what they need to improve. The mere act of asking patients and parents about the practice tells them that you care what they think and that you value their opinions.
The public relations person can be an effective liaison with other professional offices. He or she can entertain the staffs of other dentists at lunch to promote good will, to learn how to better serve mutual patients, and to stimulate referrals. Even though referrals from general dentists have declined in the past few years, general dentists are still a potent source of new patients.
Concentrating on those who do refer and showing our appreciation can have rich rewards. The PR person can write gracious acknowledgments for referrals, remember the doctor's birthday with a small gift or card, and show your gratitude with an appropriate gift or card during holiday seasons. This person can also arrange luncheons with dentists to discuss mutual patients. Another helpful project might be to send professional colleagues technical articles of interest from specialty journals or other periodicals.
Public relations outside the office must be handled with great care. If they are done in poor taste, they may alienate those you are trying to influence. Appearances at service clubs and schools can provide community exposure, but the presentations must be well done and inoffensive to professional colleagues and others. Similarly, one must be careful with publicity in the local press or appearances in other local media.
Often it is the simple human gestures that mean the most. We all are pleased to be remembered on our birthdays, and how pleasant it is to receive a card from an unexpected source. We all have opportunities to make referrals to general dentists, and we feel good when a colleague takes the time to say "thank you". Sincere gratitude is seldom misunderstood.
There are a great many opportunities for creative public relations and practice promotion, but implementing such a strategy will not be free. Capable people command good salaries and benefits and opportunities for advancement. However, the economic gains for the practice should far outweigh the costs. Compared with doing nothing, the cost of a practice promotion person might be very cheap.
