Eyeworld

70 | EYEWORLD | MAY 2020 I NSIDE THE PRACTICE by William Rabourn Jr. T he COVID-19 pandemic involving the novel SARS-CoV-2 has reminded us that in times of crisis, knee-jerk reactions are as common as the cold and just as catching. However, noth- ing is as detrimental to an ophthalmic practice or ambulatory surgery center as haphazard decisions. It only takes one hasty reaction to send your business spiraling—and they tend to add up. Like Jenga blocks, pull one too quickly and the tower wavers. Pull another with the same haste and it can come with even bigger consequences. Instead of constantly reacting, ophthalmic businesses that devote time to de- veloping and executing a flexible crisis plan can regain their footing more quickly once the crisis has passed, or even before. No two businesses should share the exact same crisis plan. A national crisis like COVID-19 affects every business differently, and the way you deal with it should be directly tied to your unique situation. However, there are two elements that appear in every stabilizing crisis strategy: overcommunication and coordi- nation. Overcommunication In a relatively stable business and social land- scape, overcommunicating with patients, staff, or professional contacts (vendors, consultants, accountants, legal teams, referring doctors, etc.) can be off-putting and even drive away business. However, during a crisis, ramping up commu- nication should be one of your first responses. More uncertainty means more questions from those who use your services or with whom you do business, usually pertaining to whether you will be able to continue reliably providing those services. While every crisis will illicit its own set of questions, it is possible to plan ahead and prepare responses to some of the most basic questions. This alleviates some of the pressure on your already crisis-taxed team. By the way, it is OK for the answers to some of these ques- tions to be, "We don't know." Unprecedented circumstances leave room for learning curves. What is important is that you are openly and honestly communicating that your business is working through the issue. People will remem- ber how you spoke to them while you (and they, in the case of COVID-19) were at a low point. By preparing regular communication that is calm, concise, and upfront, you position the practice or ASC as a reliable medical leader. Not only does this help calm short-term fears, but it instills confidence in your business' long-term success. Patients will want to know: • Is my eyecare provider still open for business? Are the hours of operation still the same? • Are they providing their full services? • If my provider is not currently providing the service I need, do they recommend any alternative ways to access this care? • Do I need to reschedule my upcoming eye exam/appointment? • What efforts is my provider taking to resolve the crisis? Or in the case of COVID-19, what have they done to protect me as a visiting patient? • When can I expect regular services to resume? Staff will want to know: • How will we work together to resolve or weather this issue? • How and why might my role within the practice change as a result of this crisis? • Is my job secure? What is the business doing to protect employees financially? • Are there resources available to help me as an employee if I lose my job because of this crisis? Professional contacts will want to know: • Is the practice still capable of honoring active contracts? • If so, how is the practice working to ensure that remains the case? • How will this crisis in the practice we do business with affect our own business? The two constants in every effective crisis strategy About the author William Rabourn Jr. Founder and managing principal Medical Consulting Group Springfield, Missouri

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