Custom tailored training for the healthcare segment in Pakistan. One of a kind training program for the Pakistan healthcare market.

1. Think Faculty Training
HealthCare Training
Feb 23

2. ThinkFaculty Company
ThinkFaculty believes in enabling minds to explore new horizons,
limitless opportunities and developing leaders for the challenges
of tomorrow. Our team comprises of specialists who have
successfully run organizations in Pakistan and abroad and have
the in-depth expertise in team building, customer care and
leadership management.
Contact Information
Email: thinkfaculty@thinkfaculty.com
Phone : +923244906430
Office : 51- B, Gulberg 2, Lahore
www.thinkfaculty.com

3. Some of our valued customers

4. SETTING THE TONE OF SESSION
No passive listening
Energy levels to be high – Engage your body
and mind
Write Notes
Language
Interactive sessions (85% retention)

5. Analysis of Class Environment
Smiles
Enthusiasm
Momentum
Thrill to learn

6. Training Session Breakup
Section A - Quality definition, perception and
missing links
Section B- Case Studies
Section C - Attitude
Section D - Strategy and Action Plan

7. Synchronization in the definition of
“Quality”
“Specifications should define what it takes to
satisfy the customer. Period. This is what
quality is all about: the customer’s perception
of excellence. And quality is our response to
that perception.”
Tom Peters, Thriving on Chaos

8. What do you think the customer
expects from SKM?
Premium medical facilities at affordable rates
Cancer Cure
Doorsteps of the best institute in the country
Peace of Mind

9. What do you think he wants when he
opens dialogue?
Friendly
Concise
Informative

10. Who is the customer?
Variety of people from all different
backgrounds
Social and ethnic backgrounds
Emotional psychology

11. Who are you ?
What is your gift?
What is your strongest point as a human
being?
Energy levels

12. Do you think you deliver?

13. Reasons of non delivery
Bad listening skills
Incomplete data available
Environment
Personal belief system

14. Root cause of the missing link
Customer Service
25%
35% Environment
Unknowns
Health
Personal
20%
20%

15. Seagull Corporation Analysis
100 people visiting hospitals were interviewed
regarding their service. Reasons for
dissatisfaction:
Gestures
No reciprocation
Body language

16. Section B
 Case Studies

17. Customer Care in hospitals
Each and every Durham Regional Hospital
employee has read and signed these
standards, signifying their commitment to the
highest level of customer service.
Do you have your staff to sign an agreement?
Do you have a monitoring mechanism?

18. Durham Regional Hospital
 We define customers as every patient, family member, physician, visitor,
corporate representative and co-worker.
 GREETING, WELCOME & APPRECIATION
 I will greet customers by making eye contact, smiling, addressing them by
their last name (unless directed otherwise), and introducing myself by
name and department or title.
 I will provide our customers with directions or assistance when necessary.
 I will wear my identification badge at shoulder level, facing forward and
free of stickers and pins.
 I will acknowledge the contributions of staff and others by saying “please”
and “thank you”.

19. PROFESSIONAL TELEPHONE BEHAVIOR
 I will use my individual and/or departmental voicemail at a
minimum and answer the phone within three rings. I will
introduce my department and name, conveying, “may I help
you” through my tone of voice.
 I will ask for approval before placing the caller on hold.
 I will transfer calls by researching the correct number and
providing the number before transferring.
 I will demonstrate appreciation when ending a call by
thanking them for calling or offering future assistance.

20. CONFIDENTIALITY & PRIVACY
 I will knock on patients’ doors, pause appropriately before
entering and indicate who I am.
 I will emphasize to patients that privacy is important to us and
will demonstrate this commitment by asking preferences
regarding curtains and doors.
 I will protect privacy and healthcare information according to
HIPAA regulations; I will be sensitive to my co-workers’
privacy and avoid disclosing personal information.

21. COMMUNICATION
 I will actively listen, focusing on the person and checking for
understanding by repeating and asking questions.
 I will provide positive, professional and prompt responses and
ensure my facial expressions and tone-of-voice are consistent
with my words.
 I will be attentive to customers’ thoughts and feelings and
adapt my response to make them feel comfortable and
understood.
 I will project a positive presence and ensure that my work-
related or personal frustrations are kept separate from my
patient care and professional activities.

22. RESPECT
I will recognize, respect and respond to the
diversity of our customers.
I will take action to protect the dignity of our
patients/customers.

23. RESPONSIVENESS
 I will be attentive to customers’ comments, body language
and voice tone and offer my assistance; I will be considerate
of their feelings by acknowledging any inconvenience.
 I will convey to customers that I am genuinely interested in
assisting them by using “yes” words and phrases such as “I’m
happy to help you” or “It’s my pleasure”.
 I will take action to resolve matters brought to my attention.
If I am unable to resolve, I will involve the appropriate person
or department.
 I will follow up with customers by providing status updates. I
will assess customers’ level of satisfaction by asking, “have
your needs been met” or “are you satisfied”?

24. ENVIRONMENT
I will take ownership for the appearance of
DRH’s campus by picking up and disposing of
trash inside or outside of the facility. I will
ensure my workplace is neat, organized and
free of clutter.
I will take responsibility for reducing noise
levels in patient care, work and public areas.
I will report any patient safety or environment
of care issues or concerns following DRH’s
reporting structure.

25. Amazing Facts
Do you send cards to the ones who have been
successfully treated ?
Are your nurses awarded ?
“Experience the Spirit of SKMH?”

26. Intricate Details
 A comb looks like a very simple item. But it is deceptively simple. We tend
to forget that in the past combs were all handmade. That every tooth, and
the space between each tooth, was filed to the same width. This
uniformity is all the more astonishing when we remember it was achieved
by eye. One mistake and the comb would be ruined. This made combs
valuable possessions. And the fact that they were personal items
engendered the belief in ancient Japan that one’s comb was the
repository of one’s soul. No wonder the making of it was approached with
an almost religious devotion. The comb, an example of how devotion to
the basics can lead to simply stunning results.

27. Zappos.com
Online shoe store
5000% growth in 2 years
Listening is the key. They now ship and return
shoes without cost.
110 % refund
4 million inventory

28. Section c - Attitude
You are the company to the customer
Smile personality
Object oriented conversation – what do you
want to achieve from this conversation
Emotional Transactions

29. Who are the customers?
People who feel dejected, unimportant,
embarrassed and cheated

30. Physical Contact
Proper posture
Personal hygiene
Dress sharp
Professional handshake
Hand gestures

31. Section C – Strategy and Action Plan

32. Putting on the
Putting on the
Armor
Armor
nge
Cha gs!
3 Thin

33. How to Change Your Attitude
ATTITUDE
Changes happen
personally
from the
INSIDE OUT!
ATTITUDE
ATTITUDE

34. So . . . Accept Responsibility
I am responsible . .
.
. . . for who I am
. . . for what I
have
. . . for what I do
E
TTIITUD E
A TT
A TUD

35. How to Change Your Thinking
THINKING
Changes come
from observing
logically in
every situation
THINKING
THINKING

36. Observe Your Thinking
t
W le !
to me
to hat se k
de can u
fu r ef hoo
se I d I is
th o
is? th
This is all Tomorrow it will
very look very
interesting at Wh
different.
be car y do
to e? Ir
ea l
like ly
d
I’ e …
th
THINKING
THINKING

37. Manage Your Self-Talk
If you think you Can, or you think you Can’t…
YOU’RE RIGHT! Henry Ford
This is going to be This is going to
a wonderful day! be a crappy day!
THINKING
THINKING

38. How to Change Your Behavior
BEHAVIOR
Changes take
true assessment,
determination &
discipline
BEHAVIOR
BEHAVIOR

39. Choose Your Behavior
REACTIVE
Stimulus Response
RESPONSIBLE
My My
Stimulus Choice Response
BEHAVIOR
BEHAVIOR

40. INFLUENCE YOUR
ENVIRONMENT!
+
Add POSI IVE Behavior
Replace the BAD HABITS!
• Spread a SMILE around
• Sprinkle some “positive” on the negatives
• Focus on the good of each day
Say “please” and “thank you”
• Practice EMPATHY
• Evaluate YOUR behavior
• Never miss an opportunity to complement
BEHAVIOR
BEHAVIOR

41. Remember to . . .
Watch your definitions -
they become thoughts
Watch your thoughts -
they become words
Watch your words -
they become actions
Watch your actions -
they become your destiny

42. The Choice is YOURS
With a Bad attitude
you can never have a
positive day
With a Positive attitude
you can never
have a bad day

43. +
Choose POSI IVE Living

44. Tips for Attitude
Smile begins before the call
What kind of attitude that will drive a
customer to closure?
Attitude is a state of mind

45. Greeting
“How are you today?”
“ What would you like to know?”
“How can I assist you?”
“I don’t know, but I can find out for you?”

46. Listening Styles
Results-style: Interested in the
bottom line or result of a message.
Reasons-style: Interested in hearing
the rationale behind a message.
Process-style: Likes to discuss issues
in detail.

47. The Keys to Effective Listening
Keys to Effective The Bad Listener The Good Listener
Listening
1. Capitalize on thought Tends to daydream Stays with the speaker,
speed mentally summarizes the
speaker, weighs
evidence, and listens
between the lines
2. Listen for ideas Listens for facts Listens for central or
overall ideas
3. Find an area of interest Tunes out dry speakers or Listens for any useful
subjects information
4. Judge content, not Tunes out dry monotone Assesses content by
delivery speakers listening to entire message
before making judgments
5. Hold your fire Gets too emotional or Withholds judgment until
worked up by something comprehension is complete
said by the speaker and
enters into an argument

48. The Keys to Effective Listening (cont)
Keys to Effective The Bad Listener The Good Listener
Listening
6. Work at listening Does not expend energy on Gives the speaker full
listening attention
7. Resist Distractions Is easily distracted Fights distractions and
concentrates on the
speaker
8. Hear what is said Shuts our or denies Listens to both favorable
unfavorable information and unfavorable information
9. Challenge yourself Resists listening to Treats complex
presentations of difficult presentations as exercises
subject manner for the mind
10. Use handouts, Does not take notes or pay Takes notes as required
overheads, attention to visual aids and uses visual aids to
or other visual aids enhance understanding of

49. Barriers to Effective Communication
• Process Barriers: involve all components of the
perceptual model of communication
• Personal Barriers: involve components of an
individual’s communication competence and
interpersonal dynamics between people
communicating
• Physical Barriers: pertain to the physical
distance between people communicating
• Semantic Barriers: relate to the different
understanding and interpretations of the
words we use to communicate
 For class discussion: Which of the barriers to
effective communication is the most difficult
to deal with? Explain.

50. Metacommunication
Communicating about one’s communication
style/barriers to communication, etc.

51. Leading Change
Leading Change: Manage Attention
TIME X
ENERGY / PASSION X
FOCUS / AGENDA
= ATTENTION

52. Leading Change
Personal Contract
As a leader driving change, over the next 90 days I will:
Areas to drive change
Time •
•
•
Energy & Passion •
•
•
Focus & Agenda •
•
•

53. Leading Change
Tactics & Tools Include: Used For:
1. Identify 4-5 things you feel
strongly about (at home or
Calendar Test at work) Stimulating thinking and team
(Time Audit) discussion about the degree of
2. Check your calendar for the attention and commitment
last 2-3 months to see what % change leaders are exhibiting
of your time is spent on those
things you say are important
to you
Change Acceleration Process
Self-Assessment
CAP Self-Assessment Assessing current capacity to
exhibit specific competencies
Leads change
1 2 3 4 5 in each of the seven core
1 2 3 4 5 CAP processes
Creates a shared need 1 2 3 4 5
1 2 3 4 5
Shapes a vision
1 2 3 4 5
Mobilizes commitment 1 2 3 4 5
1 2 3 4 5
Makes change last 1 2 3 4 5
1 2 3 4 5
Monitors progress
1 2 3 4 5
Changes systems & structures 1 2 3 4 5

54. Making Change Last
Tactics & Tools Include: Used For:
Assessing forces in the internal
Force Field Analysis and external environment which
ENABLERS RESTRAINERS will either help to make change
last or make it difficult to do so
Remember to build
an action plan to
leverage enablers
and minimize
restrainers.
Attention to some simple but powerful "best practices" can lay a good
Attention to some simple but powerful "best practices" can lay a good
foundation for MAKING CHANGE LAST
foundation for MAKING CHANGE LAST