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Tue Oct 14 15:22:51 BST 2008

Seems to be somewhere between Amway and Chiropractic.

-----Original Message-----
From: trauma-list-bounces at trauma.org [mailto:trauma-list-bounces at trauma.org]
On Behalf Of Stephen Richey
Sent: Tuesday, October 14, 2008 9:19 AM
To: Trauma &amp, Critical Care mailing list
Subject: Re: Ten Ways to Increase Flights

That is just disgusting in every sense of the word.

On Tue, Oct 14, 2008 at 10:12 AM, Bryan Bledsoe, DO
<bbledsoe at earthlink.net>wrote:

> Link is at bottom of email.
>
> -----Original Message-----
> From: trauma-list-bounces at trauma.org [mailto:
> trauma-list-bounces at trauma.org]
> On Behalf Of Stephen Richey
> Sent: Tuesday, October 14, 2008 9:08 AM
> To: Trauma &amp, Critical Care mailing list
> Subject: Re: Ten Ways to Increase Flights
>
> Nice....who wrote that?
>
> On Tue, Oct 14, 2008 at 10:04 AM, Bryan Bledsoe, DO
> <bbledsoe at earthlink.net>wrote:
>
> > TEN TIPS to Trigger More Flight Requests
> > ________________________________________
> > Just as we maintain our clinical competency compensating, our
> communication
> > centers communicating and our aviation elements aviating - we must have
> > systematic methods, processes and technology in play - 24/7 - to trigger
> > flight requests. Why? Because flight requests don't just happen!
> >
> > Here are ten tips to trigger more flight requests.
> >
> > 1. EARN THE RIGHT TO BE WORTHY OF FLIGHT REQUESTS -> FIX YOUR SERVICE
> FIRST
> > - The leading expert on service marketing Harry Beckwith states in ,
> > Selling
> > The Invisible; A Field Guide to Modern Marketing, "First, before you
> write
> > an ad, rent a list or dash off a press release - fix your service." Look
> at
> > all aspects of your operation and relentlessly do what is needed to fix
> and
> > improve to EARN flight requests! Be flight request worthy - individuals
> in
> > peril trust us - above all - to be safe and capable. Don't let them or
> > their
> > loved ones down! Fix before you ask for flight requests.
> >
> > 2. OPERATE WITH A SYSTEM PERFORMANCE MIND SET - Operate with the
> > understanding that every act, word and deed of every individual that
> plays
> > a
> > role throughout every action in the life-cycle of every mission affects
> > whether or not you will trigger flight requests. System performance - at
> > the
> > micro-level - is the dominant driver of flight requests (not pens, pins
> and
> > pizzas.)
> >
> > 3. FIRST BE INFORMATION-CENTRIC THEN BE RELATIONSHIP-CENTRIC - Face the
> > facts - you cannot relentlessly imprint the minds and emotional centers
> of
> > every individual in your market space. Gather detailed data on
> individuals
> > that have the authority, ability and accountability to trigger flight
> > requests (Decision-Makers). Determine their emotional affinity with your
> > program (Loyal, Neutral or Antagonistic.) Then first fortify and
leverage
> > your relationships with Loyal Decision-Makers. Before taking action to
> > shift
> > the neutral and convert the antagonistic -> devote outreach and
marketing
> > resources to maximize your yield with those that are loyal.
> >
> > 4. CONSISTENTLY PROVIDE AUTHENTIC RECOGNITION & VALIDATION - Regularly
> > recognize individuals that can trigger flight requests or those in their
> > organization for their exceptional performance. Position your program to
> be
> > the consistent source to validate them and remind them that their work
> and
> > their lives have meaning. Above all - be sure that recognition is
> > authentic!
> > The actions need not be heroic - but must be relevant to contributing to
> > improving overall system performance, safety and patient outcomes. Be
> sure
> > to remember communication specialists, mechanics and others "behind the
> > scenes" who are among the most vital professionals that mitigate
> outcomes.
> > The ones most often forgotten as a powerful force in the healing course.
> >
> > 5. DEFINE YOUR MissionMetricsT - Decision-Makers must be able to define
> and
> > defend their choice to use your service (Clinically and Emotionally).
You
> > must provide them with truthful information to help them differentiate
> > yourself from competitors. The four key drivers are Velocity, Affinity,
> > Competency, Consistency. Evaluate every aspect of your operation and
> > prescribe values (MissionMetricsT). Then take actions to be sure that
> > Decision-Makers know them!
> >
> > 6. BE THE FIRST RESOURCE NODE OF CHOICE - Individuals under pressure to
> get
> > their patients (and themselves) out of complicated situations do NOT
need
> > to
> > be "shopping around" to commence a transport. If you are fortunate
enough
> > to
> > trigger and receive the flight request (or any request ex. Educational
> > Seminar, Outreach Site Visit, Question on How to Better Communicate,
> etc.)
> > follow through and solve the problems! DO NOT miss opportunities to
> become
> > THE trusted resource, THE node upon which individuals can rely to
"handle
> > it" - whatever may be the request.
> >
> > 7. SUSTAIN PERFUSION PRESSURE - JUST DO IT AND DO IT AND DO IT - If you
> > were
> > to assign a blood pressure reading as a measure of the "perfusion
> pressure"
> > of your outreach and marketing efforts WEEKLY - would it be sufficient
to
> > sustain top of the mind awareness with a critical mass of
> Decision-Makers?
> > Are you episodic - spiking pressure up to 200 mmHg during National
Nurses
> > and EMS Weeks - then falling off to 20mmHg (or less) for weeks or months
> at
> > a time? Beware! Just as we need to sustain CONSTANT minimal blood
> pressure
> > to perfuse our patient's vital organs - it is vital to "perfuse" the
> minds
> > and emotional centers of key Decision-Makers. 52 weeks of 80 - 90 mmHg
> will
> > increase your certainty to trigger more flight requests than ad-hoc
> > episodic
> > outreach and marketing boluses.
> >
> > 8. ASK -> LISTEN -> ACT -> REINFORCE -> The most common mistakes many
air
> > medical transport outreach and marketing practitioners are making are;
> > o Selling -> not asking those that can trigger flight requests what
> > they desire
> > o Not listening to those desires
> > o Not acting with high velocity upon those desires
> > o Not reinforcing the expectation that scarce resources allocated
> > are done so by choice with an understanding - that when medically
> necessary
> > and appropriate - flight requests will go first to the source that has
> > provided resources
> >
> > Many programs decide internally what Decision-Makers desire and push
> > actions
> > and deliverables on them. It's all about "pull." Some Decision-Makers
> > desire
> > competency based education, some actually do desire pins, pizza and pens
> > and
> > some desire to be left alone! Ask - Listen - Act (With High Velocity.)
> > Then,
> > as part of the exchange - reinforce there needs to be a clear
> understanding
> > about the "First to Get the Flight Request" expectation when scarce and
> > valuable resources are provided. We all have choices. There is nothing
> > wrong
> > with being reciprocal - as long as the program is worthy (Review Tips 1
&
> 2
> > ;-)
> >
> > 9. REMEMBER AFTER NOON AND NIGHT SHIFT? We operate in a 24/7
environment.
> > Yet, most outreach, education and marketing efforts are configured for
> > those
> > with the "Day Shift" life. Why? You know why - it's convenient for US!
> See
> > what happens when you deliver hot food, drop off "fresh" mouse-pads,
> offer
> > educational courses or simply stop by the Transfer / Dispatch Center or
> > Emergency Department to provide some positive follow up or recognition
> for
> > individuals on the afternoon or night shift! Remember too - do this
> > consistently! You will earn and cultivate loyalty [and trigger more
> flight
> > requests].
> >
> > READ, OUTLINE, MEMORIZE AND RELENTLESSLY PUT INTO ACTION THE PRINCIPLES
> OF
> > THE BOOKS BUILT TO LAST; SUCCESSFUL HABITS OF VISIONARY COMPANIES (Jim
> > Collins & Jerry Porras) and GOOD TO GREAT; WHY SOME COMPANIES MAKE THE
> > LEAP.AND OTHERS DON'T (Jim Collins). You will vastly improve your
program
> > and our industry.
> >
> > http://www.thinkthroughtools.com/articles.asp
> >
> >
> > --
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> >
>
>
>
> --
> Stephen L. Richey, CRT
> Aviation Injury Research Project Leader
> Saginaw Valley State University
> Work E-mail: slrichey at svsu.edu
> Home Office Phone: 248-366-4452
>
> "It is the characteristic excellence of the strong man that he can bring
> momentous issues to the fore and make a decision about them. The weak are
> always forced to decide between alternatives they have not chosen
> themselves."- Dietrich Bonhoeffer
> --
> trauma-list : TRAUMA.ORG <http://trauma.org/>
> To change your settings or unsubscribe visit:
> http://www.trauma.org/index.php?/community/
>
> --
> trauma-list : TRAUMA.ORG <http://trauma.org/>
> To change your settings or unsubscribe visit:
> http://www.trauma.org/index.php?/community/
>

-- 
Stephen L. Richey, CRT
Aviation Injury Research Project Leader
Saginaw Valley State University
Work E-mail: slrichey at svsu.edu
Home Office Phone: 248-366-4452

"It is the characteristic excellence of the strong man that he can bring
momentous issues to the fore and make a decision about them. The weak are
always forced to decide between alternatives they have not chosen
themselves."- Dietrich Bonhoeffer
--
trauma-list : TRAUMA.ORG
To change your settings or unsubscribe visit:
http://www.trauma.org/index.php?/community/

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Ten Ways to Increase Flights