Many years ago I had to go to the doctor. I had injured my ankle sliding into third and needed to have it checked. My goal was to get my ankle fixed and get this guy to send me a few referrals. I had called on him so many times, but we never really seemed to connect. So rather than going to the urgent care on Saturday, I waited until Monday to show my commitment to the relationship. I knew he had a sense of humor and was one of the rare doctors who actually enjoyed joking with other reps. But for whatever reason, every time I told him about all the great things my company could do, it fell on deaf ears.

So I was led into an examination room, and hopped onto the fresh paper on the table. I sat for a few minutes flipping through a left-over magazine while waiting for the doctor. Suddenly he opened the door, and while writing in his prescription pad, he introduced himself without ever looking up. He tore it off the pad, handed it to me, then turned and left.

“Ritalin?” I was confused. “How can you prescribe Ritalin when you haven’t even examined me? You haven’t even asked me what’s wrong, so how do you know how to help?”

The doctor turned and looked at me over his small glasses and said, “Well, son. You’ve never asked me one question about my practice, but that never stopped you from constantly telling me what I need. I just thought that’s the way you like to do things.”

QUESTIONING AND OBSERVING

If the physician can’t determine what is wrong, it is impossible to diagnose. Doctors rely on signs and symptoms to make their diagnoses, and as HME salespeople, we have to do the same. A sign is simply an observation made by a nurse or doctor, while a symptom is something that is noticed by the person in need of help.

In our case, a sign is something we notice missing in the practice, and a symptom is something they notice wrong in the practice. And just as a doctor can’t provide an accurate diagnosis without observing or asking questions, neither can we provide solutions if we don’t know all we can about the practice. And the best way to determine if we can be of help is to observe and ask questions.

OBSERVATIONAL SKILLS

Understanding the office in the first few moments you walk in the door is crucial. The waiting room alone will give you an incredible insight to the practice.

• Is the room crowded?
• What is the average age of the patients?
• What kind of art is on the wall?
• What kind of magazines are on the table?
• Is the place clean?
• Is the receptionist window open or closed?

Why is it important to know the average age of the patients? What difference does it make if the place is clean? What do the magazines have to do with the practice? And what does an open window represent?

All of those questions offer insight as to what lies beyond the waiting room. Obviously, if you walk into a room full of kids, chances are the doctor specializes in pediatrics, even though the sign states Family Practice. Therefore, do you think it is going to be a hotbed of oxygen activity? Probably not. Medication nebulizers and aerosol medications, maybe.

The purpose of having keen observational skills is so you can immediately assess the situation and proceed in a manner that will provide you the most referrals. Your goal is to earn trust and, in turn, earn referrals. The faster you can understand everything about the practice, the faster you can offer solutions and receive referrals. But observation is only part of the equation.

QUESTIONING SKILLS

It was at that moment in the doctor’s office when I learned that questioning is THE most important aspect of a sales call. By asking the right type of questions, we are going to get a deeper insight into the workings of the office, the thoughts of the physician, and the concerns of the case managers. We can ask any question we want, any time we want. However, the referral source does not have any obligation to answer any of them. So how do we ask those questions that give us the deepest details?

Everyone has heard the saying, “It’s not what you say, it’s how you say it.” The same goes for questioning. It is not what you ask; it is how you ask it. What if you were to walk into a neurologist’s office for the first time and asked, “What can I do to get all your power wheelchair referrals?” I doubt you would be invited back again. Now, suppose you went in for the first time and asked, “How can I make the referral process easier for you?” Do you think that may get them talking? Take a look at how you ask your questions, and see if you can rephrase them to come across more gently.

FACT-FINDING QUESTIONS

Another type of question we should ask on a daily basis is the fact-finding question. And we ask this type to find out more information about our territory. Even if we have been in our area for years, we should still be asking these types of questions. Just as a great detective or crime scene investigator does, we have to follow the evidence. And we find the evidence by asking questions.

Eric Kline

These questions must be answered; however, we have to approach them carefully. The first time you meet a family practice physician, you may want to know if she is going to send you oxygen patients, but it would be slightly offensive to ask it that way. Instead, we have to first establish that she has the patients to send. So we ask something like, “Do you see many oxygen patients?” or “Does your practice treat its COPD patients?” By knowing the practice habits of your physicians, you will be able to focus on the ones who produce the results you want.

If you have been calling on referral sources for a while, and you still can’t quite make a connection, try taking a step back and making observations and asking questions as if you are brand new to the territory. Take a look around the offices you call on, and see if there is something you are missing. Perhaps the observations will offer insight into how you can best help their practice. And if 80% of your presentation does not involve questioning, try working toward that goal. Because like the good doctor told me that day, “You never learn a thing when your gums are flapping, son. And I’m not so sure you pick up too much when they’re not.”

I don’t know if I agree with him on the last part, but I certainly learned something that day.

Eric Kline is the president of HME SalesPro, a committed partner in the field with independent HME companies. He can be reached via e-mail: .