1. Personalities, Patients with P A T I E N C E
Dealing with Difficult People
Personalities, Patients with P A T I E N C E
Mary E. Schmidt, ABOC, CPO

2. Learning Objectives Learn how to prevent problem situations
Understand your role in effective communication
Improve patient retention
Mary E. Schmidt, ABOC, CPO

3. Customer Service It is safe to assume the difficult person may be you.
THIS IS OUR FOCUS EVERY DAY.
- Yes, we do eyes, but what counts most is our customer service skills.
FIRST IMPRESSIONS ARE CRUCIAL
- A person walking in the mall makes up their mind in 7 seconds whether they want to do into a store.
- Those first 7 seconds at the front desk can make or break the success of their visit.
- If you don’t learn anything else in this seminar, look up immediately upon a Customer’s arrival, smile and greet them.
OUR Customer's EXPECTATIONS
- WHAT THEY ARE: quickly review list on next overhead 2A. Students have it as page 6 in their binders.
- WHAT OUR GOAL IS: to exceed their expectations
Mary E. Schmidt, ABOC, CPO

4. Communication First impressions are crucial. VERBAL NON VERBAL
Tone of voice
Volume
Terminology
NON VERBAL
Facial Expression
Body Stance & Posture
Appearance
Personal Space
ANOTHER KEY COMPONENT OF COMMUNICATION
- Only 7% verbal, 93% nonverbal
- Think about yourself & the other person
EYE CONTACT
- A lack of it indicates: embarrassed, bored, culturally impolite, inferiority, thinking/recalling, lack of attention
FACIAL EXPR: Smile
STANCE/POSTURE:
- He whose head is highest, has dominance. Meet someone at eye level and you’re on equal terms.
- Discuss open vs. closed posture.
APPEARANCE: respect for the situation. What if I stood up here in cut-off’s?
VOICE - Pitch: women must pitch voices lower to be taken seriously.
- Inflection: This is your tone of voice. Be careful. We humans are experts at detecting people’s moods by their tone of voice.
- Volume: defuse volatile situations with softness.
GESTURES: hand signals, touching & appropriateness.
PERSONAL SPACE: Some people can’t concentrate if you’re too close.
THE SCENE OR SETTING
- Have you got privacy? Is this a public setting?
- If you have to confront someone, be sure to consider the effect of the setting.
Mary E. Schmidt, ABOC, CPO

5. C - Comprehension A - Awareness R - Respect E - Engagement
Customer Service
C A R E
C - Comprehension
A - Awareness
R - Respect
E - Engagement
Comprehension – Acknowledge emotion, encourage, ask questions
Awareness – Listen to improve understanding, Stay focused, Acknowledge ideas
Respect – Evaluate the message not the messenger, don’t jump to conclusions, clarify information
Engagement – Respond to the message, empathy,
Mary E. Schmidt, ABOC, CPO

6. Our Points of View & Our Perceptions
Californian
New Yorker
Southerner
Northerner
Midwesterner
Smoker
Angry people
Chatty people
Ethnic groups
Indecisive people
Inexperienced staff
Know it alls
INSTRUCT STUDENTS TO WRITE FIRST 2-3 WORDS THAT DESCRIBE EACH OF THE GROUPS OF PEOPLE LISTED.
- Have students break up into groups of 3 and discuss what they wrote.
- What words did you use?
- Which categories were easier? Which were harder? Why?
HAVE YOU EVER FELT THAT SOMEONE STEREOTYPED YOU UNFAIRLY?
WHAT ARE SOME OTHER STEREOTYPED GROUPS? (brainstorm with group)
Age Jocks
Smart people Clothing
Blondes Mentally ill people
WHAT ARE SOME STEREOTYPED GROUPS IN OPTOMETRIC PRACTICES? (brainstorm with group)
Medi-Cal Customers
Myopes
Mary E. Schmidt, ABOC, CPO

7. Stereotypes Where do stereotypes come from?
An exaggerated belief or fixed idea about a person or group that is held by people. The belief is sustained by selective perceptions and selective forgetting.
Where do stereotypes come from?
WHERE DO STEREOPTYPES COME FROM?
- Incomplete, distorted information.
- Limited personal experience.
- Outside sources such as others’ interpretations of cultural behavior.
STEREOPTYPES ARE:
- Natural.
- Often destructive, because they are unfair.
- Do not allow for individuality.
- Interfere with communication
Mary E. Schmidt, ABOC, CPO

8. Prejudice
A preconceived idea or negative attitude, formed before the facts are known, and sustained by over-generalizations.
A bias without reason, resisting all evidence.
Prejudice implies inferiority.
Prejudice leads to suspicion.
Prejudice is detrimental to communication and interpersonal relations.
The human tendency is that people who reject one “out” group will also reject other “out” groups.
Investigation has shown that people who are aware of, and concerned about their own prejudices, are on the way to eliminating them.
Mary E. Schmidt, ABOC, CPO

9. NOW DO PERSONALITY TEST
Three Basic Needs
The need to be valued.
The need to be in control of our life.
The need to like ourselves.
VALUE:
Customers: Their opinions, needs accounted for
Peers: Opinions, needs respected
CONTROL - This includes the indecisive to the belligerent
Customers: Give it to them.
Peers: Don’t assign a task and then tell them how to do it. Simply give them the skills to do it on their own.
LIKE -
Customers: I need to look good to myself, not to you.
Peers: Don’t put me in a situation where I’m doomed to fail.
NOW DO PERSONALITY TEST
Mary E. Schmidt, ABOC, CPO

10. QUIZ

11. Question 1 When I solve problems, I usually rely on: A. My feelings
B. My thoughts

12. Question 2 I do my best work when I :
A. When I have freedom and flexibility
B. When I have a detailed plan and procedures

13. Questions 3 My co-workers would say that I: A. Like to shake things up
B. Play it safe

14. Question 4
Which statement best describes your approach to daily tasks:
A. What if I try…?
B. If it’s not broken, don’t fix it

15. Questions 5 When I create a document:
A. I use a lot of color and graphics
B. I use statistics and data

16. Question 6 When I communicate, I:
A. Use “feeling” words and look for a connection
B. Get to the point quickly and wait for a response

17. Question 7 I have been criticized for: A. Not following up on details
B. Over analyzing

18. Question 8 When working with a difficult co-worker, I:
A. try to understand their view and work with them
B. Tell them what I want them to do and expect them to do it

19. Question 9
I prefer dealing with:
Concepts
Facts

20. Question 10 I consider myself to be: A. Long term oriented
B. Short term oriented

21. Totals Give yourself +5 points for each “A” answer
Give yourself - 5 points for each “B” answer
Answers: 1. 2. 3. 4. 5. 6. 7. 8. 9.
10.
TOTAL _________
Mary E. Schmidt, ABOC, CPO

22. What does this all means?
“A” choices are right brained - creative
High creative are willing to explore and accept change
“B” choices are left brained – analytical
High logical relies on facts and procedures
ZERO – That’s good?

23. Four Personality Types
Who are you? When are you difficult? Who is difficult for you? Which are your patients? Which one is your doctor? Which one is your co-worker?
GIVE SURVEY. PUT OVERHEAD 9A UP TO EXPLAIN HOW TO DO IT. THEN PUT UP OVERHEAD 9B&9C.
Basic need:
REVIEW EACH.
We all have in different proportions.
We need all types.
Encourage the best, minimize the worst traits.
Recognize the type and speak to the need:
Can use with Customers and eyewear selection.
Can use with family members.
Can use with co-workers.
Mary E. Schmidt, ABOC, CPO

24. Listening Strategy #1 “Explain the details to me.”
“Please repeat your request.”
“Tell me everything.”
Separates fact from opinion.
Tells the other person that they are important enough for you to take the time to hear what they have to say.
Ask permission to take notes - if physically present - explain that you want to get it right. Read them back.
We often use this style + another one.
LISTENING IS KEY TO UNDERSTANDING
EXAMPLE:
Telephone recall Customer: “I’m never coming back to your office. My last exam with Dr. Smith was very unpleasant.”
You: “Oh, please tell me what happened. I’d like to hear your story, and see if we can resolve the problem.”
Mary E. Schmidt, ABOC, CPO

25. Strategy #2
Avoiding
“I’ll need to do a little research and call you back.”
“Let me meet with the lab manager and return your call.”
This buys you time.
Be sure to follow through in the time frame you establish.
Appropriate in some instances
VERY INAPPROPRIATE IN OTHERS
When might you use this/ when have you used this?
EXAMPLE:
Annoyed staff member: “I really don’t like it when you put the files away before I’m finished with them.”
You: “You know, this is a problem I know we can sort out, but it’s really busy right now. Can we talk about solving it in about 30 minutes when Susie returns from lunch and cover the desk for us?”
By putting off the meeting you have time to think about a solution.
Mary E. Schmidt, ABOC, CPO

26. Obliging “What would you like to see happen here?”
Strategy #3
Obliging
“What would you like to see happen here?”
“How you would like this to be resolved?”
This gives power to others.
It can build trust and confidence by showing your support.
When might you use this / when have you used this?
Important strategy to use with an EARTH person, so that they take some responsibility for the outcome.
EXAMPLE:
Upset Customer: “Nothing has gone right with these frames. They broke after one week, and then the paint started coming off the replacement frame.”
You: “You have had a terrible time, and I’d like to make this work for you. What would you like me to do?”
You must be prepared to follow through with whatever the Customer requests! If you can’t, don’t offer.
Mary E. Schmidt, ABOC, CPO

27. “Let’s get everyone involved and discuss the options.”
Strategy #4
Integrating
“Let’s get everyone involved and discuss the options.”
Rallies people to find solutions and to think creatively.
Never works if one person has to have their own way.
Works well with a staff.
Everyone becomes part of the solution and buys into it, so you get a certain level of commitment.
EXAMPLE:
Grumpy doctor: “I am really unhappy with all of the last minute cancellations and no-shows we’ve had lately.”
You: “Let’s have a meeting with all the doctors and all the front desk staff and see if we can come up with a procedure that you’d like us to follow.”
Mary E. Schmidt, ABOC, CPO

28. Compromising Strategy #5
“There’s no perfect answer here. What can we do that is tolerable to everyone?”
Looks for the middle ground.
Negotiation and bargaining are complementary skills to this style.
Has anyone ever had to resort to this?
EXAMPLE:
One receptionist: “I want to have my own telephone and desk space. I can’t stand the clutter.”
Another receptionist: “I need to be able to pick up the phone wherever I’m standing, not run all the way over to my assigned station.”
You: “You both want different things. It sounds like we need to talk about what all three of us can live with, even though it may not be perfect for each of us.”
Mary E. Schmidt, ABOC, CPO

29. “Just do what I asked you to do.”
Strategy #6
Dominating
“Just do what I asked you to do.”
This gets things done by using power.
Used most effectively when there is a great difference is expertise.
Never use this style with a Customer!
Probably used with a parent and child.
Manager might have to use with someone they supervise.
Doctor might have to use this with a Customer, but VERY tricky.
Mary E. Schmidt, ABOC, CPO

30. Tips for Dealing with Angry People
Calm the situation down.
Listen carefully
Apologize
Repeat back your understanding
Show that you understand.
Acknowledge their frustration
Hiding What We Feel, Faking What We Don’t, Sandi Munn
CALM: Concentrate on being the opposite of angry.
- The louder they get, the softer you get.
- Don’t “catch” their anger - it’s contagious.
UNDERSTAND: “I’m sorry...” works wonders.
- Watch out for “I understand...”
- Don’t make the person feel like an idiot for not understanding their 3rd party insurance- empathize.
ACTION: Do this if you want to make the person feel better.
- “We will launch an investigation to see how this happened...”
UNFAIR
- Try to counter it by doing something for someone else.
PROCESSING: Find a way to let it out
- Moan to someone else
- Work on the punching bag at the gym
Mary E. Schmidt, ABOC, CPO

31. Tips for Dealing with Angry People
Agree to take some action.
Offer research
Options
Solutions

32. Tips for Dealing with Angry People
Recognize that people will get angry.
Even when it’s not your fault
Make sure to process your own anger.

33. REMEMBER Treat every person as a unique individual. Ask questions.
Admit it when you’re wrong.
Set boundaries.
ASK QUESTIONS:
- To get an accurate picture.
- It also says you’re listening
ADMIT IT WHEN YOU’RE WRONG
- Honestly ask yourself
SET BOUNDARIES
- If someone is swearing at you, tell them it’s not acceptable
KEEP IT SIMPLE - STICK TO THE TOPIC AT HAND
- People who are in an emotional state don’t listen well.
- Keep your comments simple and uncomplicated.
EXPRESS APPRECIATION
- Sometimes our troublemakers just need attention; if we give them positive attention, it will decrease the incidence of negative behaviour.
LISTEN - LISTEN - LISTEN
Mary E. Schmidt, ABOC, CPO

34. REMEMBER Keep it simple & straightforward.
Express appreciation / give feedback.
Listen carefully, even if you don’t choose the listening strategy.