Adopt a Life Coach Mentality to Succeed in Business

A good life coach is someone who will listen carefully to what you have to say; someone who will feel a genuine interest in you, your life, your hopes and your dreams; someone who has a profound desire to apply their skills and knowledge to assist you to be, do and have whatever it is you truly want in life.

Those who believe business success requires a thick skin, an uncompromising nature and a hard edge, may be left bemused – but I firmly believe the mentality required to be a good life coach is consistent with that required to succeed in business.

For a variety of reasons, I’ve recently had to seek out a new accountant for my business. I’m happy to say that I met a lady who really impressed me and whose company will, henceforth, get our business.

Yes, I was certainly impressed by the depth of knowledge she displayed about her own profession and how she could apply it to the obvious benefit of my business. More than that, though, I was impressed by the interest she displayed in life coaching and the training of life coaches (the field in which my business operates) and the time she took to understand where and how my business fits in – and operates – in our industry.

I had to smile after that meeting. Rather ironically, my accountant had displayed what I believe to be the very characteristics of a good life coach:

Great listening skills;
A genuine interest in others; and
A desire to apply their own skills and knowledge to the betterment of those they serve.

Later, as I reflected on this, I felt somewhat surprised that this had surprised me! After all, wasn’t that exactly what I had been looking for… a good accounting ‘coach’?

This got me thinking about other professions in the service industry; doctors, dentists, electricians, teachers, plumbers, lawyers, dieticians, tour guides, politicians… the list goes on. In every case, speaking from the point of view of a customer, my definition of a good practitioner would have to be the same…

…Someone who can listen intently to what I have to say, show a genuine interest in me and my requirements and apply their skills and knowledge to best effect in meeting my needs.

My mind turned to all those people in the service industry that had failed to impress me in the past – and with whom I would be reluctant to do business in the future. Without exception, it seemed, what had put me off could be traced to either their inability to listen to me, their lack of interest in me personally and/or their inability to apply their skills and knowledge to best effect to further my interests.

The more I thought about it the more I became convinced that to be considered good at what they do, people in the service business need to redefine the way in which they operate and market themselves.

Quite simply, they need to think of themselves as coaches to their customers.

As I processed this minor revelation, I was reminded of ‘Marketing 101’ classes at University. I vividly remember my lecturer, a flamboyant character, if ever there was one, admonishing his young students never to be tempted into following a ‘product orientated’, as opposed to ‘customer orientated’ approach to business marketing.

Solving the Problem of Hospital Data Quality

The issue of capturing and maintaining the consistency and validity of patients’ personal and financial information is quickly becoming a major headache for hospital administrators. For Healthcare providers in the US and Europe keeping a consistent view of the patient is a critical aspect of the entire hospital revenue cycle.

The problem usually begins at the point of registration. To understand why this happens let’s consider the following factors:

– Patients access hospital services through multiple entry points (inpatients, outpatients, emergency room, etc).

– The access points to these services do not always follow a consistent registration process.

– It is extremely difficult to ensure that all hospital personnel conducting registrations follow best-practices. Particularly where the registration processes is de-centralized and clinical personnel conduct some of the registrations.

-In general hospital information systems are not designed to help patient-facing employees through the data capture process at registration.

These factors result in duplicate patient records, incorrect patient information being captured, inaccurate insurance details entered in the system, and so on. Hospitals are then faced with having to re-work all this data in the back office and footing the bill for delayed payments and loss of revenue due to unpaid services.

Ideally, everyone registering a patient should be aware of what to do to avoid these problems. However, the reality is that achieving this level of expertise across the board and ensuring that best practices are always followed becomes a management utopia.

Hospital staff report to different departments, their ‘main’ job may not be patient registration, they don’t fully understand the system, or simply, they want to get the patient registered in the shortest possible time with as little hassle as possible.

So what can hospital administrators do to reduce this problem?

Traditionally auditing has been the answer; which in a way becomes a game of cat and mouse of catching errors and correcting them before they get too far. The only preventive measures are based on reporting on most common errors and trying to train all personnel involved so they can be avoided in the future. The high staff turnover at hospitals and the difficulty in getting everyone trained to the same standards means errors continue to happen.