Lead Your Patients to Say “Yes!” to Their Dental Health - Summary

SECTION 1 - Be a Leader for Your Patients

Section one will get you to rethink how you see your role during the consultation process. It offers you different ways to think and communicate as a better leader for your patients. You'll learn to master the Ladder of Powerful Speaking, a very effective tool to better manage patient communications during consultations.

Chapter 1: Above All, Love Your Patients

Love is powerful. It's even more powerful than knowledge. By loving your work and, above all, your patients, you can get them to make better choices for themselves. This chapter will introduce you to the four powers/archetypes of leadership.

Chapter 2: Ethics and Leadership

Being ethical means putting your leadership skills to work to serve your patients when influencing them so that they opt for the best treatments for themselves, based on their personal situation. This chapter introduces you to the first effective strategy to start consultations: Aligning Intentions!

Chapter 3: Revisit Your Beliefs about Sales

Negative beliefs about salespeople limits your results: you are a dentist, not a salesperson! After reading this chapter, you'll become much more confortable with "sales" during and after consultations. The salesperson’s mission is to get clients to purchase solutions that meet their needs in the best possible way.

Chapter 4: Master the Ladder of Powerful Speaking

The Ladder of Powerful Speaking is the most efficient tool in many difficult situations, including: patients resigned to their poor dental health, patients that make poor decisions about their dental health, patients that tell you that they’ll think about it, or patients that tell you that they’ll call you back (when you know that they probably never will).

Chapter 5: Understand and Influence Patients

In this chapter, you will discover four very effective strategies directly related to important aspects of human nature, common in all patients. These strategies will dramatically improve your performance during consultations.

SECTION 2 - Deal Better with Objections

Section two will help you better understand and overcome the dynamics of objections during or after consultations. It offers dozens of very concrete strategies for you and your team to deal with the main objections raised by patients, as well as with resignation and sentences that kill.

Chapter 6: Understand the Importance of Objections

An objection is not a way to say no. An objection is a snapshot of the patient’s state of mind vis-à-vis treatment acceptance. In fact, objections are the most effective shortcut to better understanding what you need to know to help your patient make the best choice for themselves. In this chapter, you'll learn the basic strategy to, in a few short minutes, learn all you need to know about your patient!

Chapter 7: Dealing with Resignation

Resigned patients are people who have, unfortunately, adapted to their poor dental health. Most dentists have poor results with resigned patients. In this chapter, you'll learn how to quickly identify resigned patients, and you'll also discover twelve effective strategies to get them out of that state. Imagine the impacts for your patients and for your clinic!

Chapter 8: Dealing with Money Objections: “It’s too expensive!”

Money is certainly the most frequent objection for treatment acceptance. This chapter deals extensively with the money issue. You'll discover four pre-conditions and 15 strategies to better help your patients deal with the important money factor in their decision-making processes.

Chapter 9: Dealing with Treatment Anxiety

Most patients don't like dental treatments. For some, fear of treatment is strong enough to stop them from improving their dental health, and they won’t always inform you about their fears. This chapter contains eleven useful strategies to use with anxious patients. Fear of treatments must be solved prior to any other objections, such as money or age.

Chapter 10: Dealing with Sentences That Kill: “I’ll think about it…”

You certainly don't like it when, instead of setting their next appointment, a patient tells you, "I'll think about it... I'll call you back." Frequently, they’ll use the sentence that kills with the secretary, not with you personally. This chapter will provide you and your team with five strategies that are very effective in transforming this patient’s inefficient action plan into a move toward acceptance.

Chapter 11: Dealing with Age Objections

Dealing with age objections is not always easy. Even at 25, many clients find themselves too old to receive orthodontic treatments. If you’re in good health, 70 is not too old for dental implants. The five strategies and the very useful figures presented in this last chapter will increase your ability to deal with age objections.

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