The answer to this headline is both "yes" and "no." Customers are not always right, but they are always the customers even when they're wrong. Too many practices have rigid rules and policies. How many times have you heard the answer, "this is our office policy"? This can only be described as rigidity. Every situation calls for some flexibility and leeway. By making your staff adhere to rigid rules, you prohibit them from providing customer service that will benefit your practice and image. Policy Should Not Be Set in Stone If a customer asks why something cannot be done, your staff should not state that "this is office policy" and leave it at that; they should offer an explanation as to why something cannot be done. Staff Training Is Essential Your staff should be trained to understand customer service. The key to determining what customers want is to listen to them. Listening is different from hearing. Listening skills are about 75 percent to 80 percent of communication by understanding the desire of customer.

Training staff on customer communication is essential, In order to compete in the marketplace with many other practices, the staff must be focused. The 'Zones of Service' Four zones of service -- the rigid zone, the safe zone, the progressive zone, and the indulgent zone. The rigid zone is doing everything "by the book" and adhering strictly to company policy. In the safe zone, everyone is courteous, but everyone gets the same service. The progressive zone offers exemplary, creative service; boutique style. Policies are flexible and used only as guidelines. The indulgent zone continues with the same philosophy as the progressive zone, but without consequence to the costs of providing these services. Don't Be Afraid of Hard Questions Another question should be: Once the customer service attitude is initiated, how can it be sustained and keep the staff motivated? One of the best ways to begin the process is to survey your existing customers. Ask how they feel about the office, services, waiting time, convenience of appointments, fees, resolution of problems and more.

The feedback will be invaluable and should be done anonymously and randomly. Surveys can be handed out in the office with a self-addressed stamped envelope for ease of return. The ultimate objective is to improve the practice. Improved customer service will eventually lead to a happier staff, less stress, and improved production. A happier staff will generally create an atmosphere of relaxation in the office, which will definitely be perceived by patients. Give your staff reasons to take pride in their work and you can avoid high staff turnover, which indicates that the practice is operationally driven instead of people driven. Everybody Pay Attention Every patient is looking for quality service. The attention paid to their needs is what will set your practice apart from others. Patients also want extra value, and they want their problems solved as they arise. In this way, you not only manage, you exceed your customers' expectations.

These are the "keys to customer service." Develop a Customer Service Program Developing a good customer service attitude starts with accepting it as a means to developing a quality practice. Instituting these attitudes within your staff is a little more difficult and requires a serious evaluation of who your employees are and how you hire them. Devote a whole staff meeting to this discussion and role-play everyday scenarios. An office retreat away from the office with a guest speaker to address these issues is also a helpful way to start the process. Not everyone grasps change easily, so starting a customer service and patient satisfaction program should be gradual and incremental. An office with a happy staff is the best mechanism for developing a customer service program. The most effective means of internal marketing occurs from our staff. If we treat our staff well, they in turn will treat patients well.

Employees who are not treated well generally will not treat the other employees or patients well. Long-term staff members who are well compensated, challenged and educated are the best source for maintaining a quality patient base and recruiting new patients. It is imperative not to overlook the relationship between the staff and patients. Many practices use the slogan "new customer welcome," but it is important not to overlook "old established" customers. These customers must feel welcome too. If too much effort is placed on cultivating new business, the established customer will feel they are no longer important. Is the customer always right? I will reiterate the answer "yes and no." It is all about how they are treated by everyone in the office.