Did you know that customers who feel adoring after an experience are more than 11 times as likely to buy more from a company than customers who feel angry? And customers who feel appreciative are more than 5 times as likely to trust a company than those who feel agitated?
That’s because how customers feel about an interaction has a significant impact on their loyalty to a company. So let’s talk about emotions.
Despite the importance of customer emotions, they are all too often neglected (or outright ignored) inside of companies. As a result of this negligence, consumers give their providers very low emotion scores in our Temkin Experience Ratings.
Every time a customer interacts with you, they feel one of…
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Inspired by Daniel Goleman’s July 28, 2013 article “Introducing Mindfulness in Organizations,” I posted the following discussion question on several LinkedIn Groups: “…I am making an assumption that introducing mindfulness in hospitals and healthcare organizations is important and of interest. I do believe it is critically important for person-centered (staff, physician, leader and patient/family) care. Do you agree? If so, what are some effective ways of introducing mindfulness in healthcare?”
Immediately after posting the discussion question, I found a partial answer in Louise Altman’s July 25, 2013 blog “Mindfulness is a Whole Body Experience.” Altman writes:
Dr. Daniel Beal co-author of a Rice University study on emotional suppression in the workplace comments, ‘Our study shows that emotional suppression takes a toll on people. It takes energy to suppress emotions, so it’s not surprising that workers who must remain neutral are often more rundown or show greater levels of burnout. The more energy you spend controlling your emotions, the less energy you have to devote to tasks at hand.’
While there are many professions that require its workers to “remain neutral,” healthcare — with its added life-saving stresses and inherent risks — is a prime environment in which its workers are expected to remain emotionally neutral in the face of never-ending and complex demands.
Perhaps, one of the most basic and fundamental ways of introducing mindfulness in healthcare organizations is to highlight the benefits that mindfulness training and practice could have on its caregivers who experience constant stress and demands on and the emotional suppression and neutrality often required of them. Mindfulness and emotional intelligence are inextricably linked; therefore, it seems to me that introducing mindfulness in healthcare organizations would not only improve the caregiver experience but directly correlate to the patient and family experience as well.
I’d like to hear your thoughts on the subject:
While “I am making an assumption that introducing mindfulness in hospitals and healthcare organizations is important and of interest. I do believe it is critically important for person-centered (staff, physician, leader and patient/family) care. Do you agree? If so, what are some effective ways of introducing mindfulness in healthcare?”
Thanks for reading! I look forward to your comments and thoughts.
On Wednesday, April 25th, The Beryl Institute’s 2012 Patient Experience Conference in Fort Worth, TX began with an encouraging, visionary, and inspiring leader, Al Stubblefield, president and CEO, Baptist Health Care Corporation. In his keynote address – “Creating and Sustaining a Culture of Patient-Centered Excellence” – Stubblefield pointed out that a key strategic initiative in creating a culture of excellence is “changing the leadership culture by catching employees doing the right (rather than the wrong) thing.” Once transformation has been achieved, Stubblefield says that long-term excellence occurs by “doing the same things 10 years later that got us there (90th%tile in patient satisfaction) in the first place.” Similarly, in a breakout session titled “Achieving Patient Experience Excellence Through Cultural Transformation,” Qaalfa Dibeehi, COO, Beyond Philosophy, shares that the “key to sustained improvement in customer (patient) experience is emotional engagement.” “Creating a culture must be purposeful and strategic,” says Rhonda Dishong, Director of Customer Experience Design, Memorial Hermann Healthcare System. Continuing, Dishong encouraged attendees to “set clear goals/expectations, make sure staff sees what’s in it for them, and consistently reinforce it every day.”
On the second day of the conference