Presentation Tactics: Getting People to Commit
Optometrist D.W. knew he had a problem. Most patients often left with half the eyewear they really needed. D.W. thought they weren’t interested in getting all the eyewear they should.
But the real problem was that D.W. was afraid of asking people to accept his recommendation for fear of becoming too pushy. D.W. could never admit that to himself. No, not his weakness—even though many patients never received needed care.
Human nature is such that if people can put off a decision, they will—in spite of the consequences. We’re seeing that right now with the reduction in healthcare demand. A survey recently released by the Henry J. Kaiser Family Foundation showed that demand for healthcare has dropped 36% nationally, seven percentage points more than the same survey found in April of 2008. More people are postponing healthcare or skipping needed treatments outright because of financial worries. But do they fully understand the consequences?
For many, it’s useful for a professional to help them into the right decision—either “yes” or “no.” Essentially, that means coming out in a straightforward manner and asking patients or clients if they want your recommendation. No beating around the bush.
Some are still ambivalent. In these cases, follow this script:
“What are the chances of you wanting me to do this for you?”
If the answer’s 70% yes/30% no, say, “May I ask what’s causing the 30%?”
Here, you’re probing for hidden concerns. Answer them completely and help the patient fully understand the consequences of delaying treatment, since these are the only things standing in the way of the patient receiving the full care they should have.
Now check. “Would you still say it’s 70/30?”
“So you sound fairly sure?” If not, find out why and answer it.
If they’re sure, okay. If not, say:
“If you’re mostly sure, let me suggest something. Since I’m so busy here and scheduling the time I need for you is a bit of a problem, how about if I schedule the needed time? This is just in case we go ahead. Then I’m sure to have the time. If for some reason you need to cancel, no problem. Just call us. This way, you have all your options covered. Doesn’t that make sense?”
Most patients will agree.
In the world of presentations, this is known as the Probability Close. (You use the Yes/No probability to get at hidden objections.) Then for the hard-to-commit, you add on a Partial Close where you get them to commit to a smaller step in the right direction. Some will fall out, but most won’t.
It’s fairly straightforward. And everybody wins.
Results: D.W. learned his lesson, but not on his own. He hired a new office manager who detected the weakness quickly. Being the strong, achiever type, she wanted to work for a real winner. So she called him to task on it, among other things (with the implied “Get-your-act-together-or-else-I’m-gone!”)
D.W.’s new bottom line: average case size up 21% after six months.