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Aspire Consulting
Extreme Practice Makeover
Process Overview & Timeline

Aspire Healthcare Division

Anyone working in the healthcare arena faces mounting challenges as scrutiny and regulations increase with consistency and speed.

Patient/customer loyal is a distinct strategic advantage for healthcare. It begins with identifying and adopting customer loyalty (internal and external) as a strategy. This strategy requires simultaneously managing and developing internal and external customer loyalty. Those that do are more likely to succeed and have measurable success.

The internet has an abundance of sites that rate hospitals, doctors, nursing homes, and every other component of the industry. Some are based on facts collected from governmental regulatory agencies; others are a collection of individual personal anecdotes. Many are snap shots of specific moments in time. All have the ability, however, to greatly influence consumer’s perceptions and beliefs about any specific organization.

Insurance carriers have more efficient ways to track use, payments and patient outcomes. Medicare has begun pay for performance in many areas of healthcare. While none of this is necessarily bad, this changing landscape offers particular challenges for leaders. healthcare is one of the most highly regulated industries in the country. Additional regulatory burdens are state specific.

The answer lies in going beyond six sigma and balanced scorecards. While these types of quality initiatives are important, you can be no better than the energy, creativity and commitment of the people implementing the programs. The only true way that healthcare has to gain customers is by creating loyalty by improving the patient’s, resident’s, individuals’ and guest’s experience. This can only be done one patient contact at a time by your loyal and engaged employees.

Industry experts say that competence and courtesy only satisfy; it is compassion that drives your internal customers in the healthcare industry to be loyal. You cannot regulate compassion for your employees, however, we can stop throwing barriers in front of the good people who went into their career to help others.

The answer is not difficult, however, it does require all employees to pay attention to the plan and support implementation with their strengths. It is the divisional leaders, managers, supervisors and team leader’s responsibility to get the buy in.

Patient/customer loyalty is a distinct strategic advantage for healthcare. It begins with identifying and adopting customer loyalty (internal and external) as a strategy. This strategy requires simultaneously managing and developing internal and external customer loyalty.  Those that do are more likely to succeed and have measurable success.

Aspire Corporate Division

Organizations face mounting challenges as scrutiny and regulations increase in response to the misdeeds of the past. Loans can be difficult to obtain so even the opportunity to take advantage of potential new ideas, products and services are significantly harder to implement.

Loyal customers are created through connecting to customers and developing relationships. The only true way to gain customers and gain loyalty is by improving the individual’s experience. This can only be done one contact at a time by your loyal and engaged employees.

The internet has made our world smaller. News travels via web sites, blogs, and Twitter, and social networking sites.  The slightest misstep or advance is documented. Some items are based on facts others are a collection of individual personal anecdotes. Many are snap shots of specific moments in time. All have the ability, however, to greatly influence consumer’s perceptions and beliefs about any specific organization.

The answer lies in going beyond standard measurements of success, awards and balanced scorecards. The only true way to gain customers and gain loyalty is by improving the individual’s experience. This can only be done one contact at a time by your loyal and engaged employees.

Industry experts say that competence and courtesy only satisfy; it is compassion that drives your internal customers to be loyal. You cannot regulate compassion for your employees, however, we can stop throwing barriers in front of good people and allow them to do their jobs.

It is anticipated that those numbers may be climbing as unhappy employees are less likely to leave, but rather stay, collect their salaries and make things more difficult for others. Is it any wonder that we struggle to create loyalty with our customers?

The answer is not difficult, however, it does require all employees to pay attention to the plan and support implementation with their strengths. It requires a shift in attitude and behaviors with the correct knowledge and skills to apply. It is the corporate and divisional leaders, managers, supervisors and team leader’s responsibility to understand how to implement a change in the service paradigm.

Customer loyalty is a distinct strategic advantage for business organizations and corporations. It begins with identifying and adopting customer loyalty (internal and external) as a strategy. This strategy requires simultaneously managing and developing internal and external customer loyalty. 
Those that do are, according to Gallup are 3.4 times more successful than those who do not.

Aspire Not for Profit Division

Anyone working in the social/not for profit sector knows the mounting challenges as scrutiny and regulations increase with consistency and speed.

Our current Administration has volunteerism in the forefront. How can social sector/not for profit agencies maintain compassion, caring, the technical edge and also be profitable? The answer lies in going beyond standard measurements of success and balanced scorecards. It also goes beyond exalting your very valuable vision.

The internet has increased the number of opportunities for giving. Some offer local information, some national or regional, rating your organization on a number of categories related to gift giving and usage. They might also document grants received and completed, positive and negative anecdotal accountings. Many are snap shots of specific moments in time. All have the ability, however, to greatly influence consumer’s perceptions and beliefs about any specific service organization.

The answer lies in going beyond standard measurements of success and balanced scorecards. It also goes beyond exalting your very valuable vision. While these types of initiatives are important, you can be no better than the energy, creativity and commitment of the people implementing the programs. The social/not for profit sector is not manufacturing or retail. The only true way that the social sector has to gain customers is by creating loyalty by improving the donors, employees, recipients, individuals’, and guest’s experience. This can only be done one contact at a time by your loyal and engaged employees.

Competence and courtesy only satisfy; it is compassion that drives your internal customers in the social sector to be loyal. You cannot regulate compassion for your employees, however, we can stop putting barriers in front of good employees.

Aspire Education Division

Anyone working in education today faces mounting challenges as scrutiny and mandated requirements increase with consistency and speed.

We know that the desire to help others learn and grow is what drives employees, your internal customers in the education field to be loyal. You cannot regulate that desire for your employees, however, we can stop throwing barriers to the good people who went in search of a career to help others learn and grow.

The internet has an abundance of sites that rate public schools, independent and private schools, individual teachers, specific curriculum along with every other component of the education field. Some are based on facts collected from governmental regulatory agencies; others are a collection of individual personal, anecdotal accountings from students and parents. Many are only snap shots of specific moments in time. All have the ability, however, to greatly influence the public’s perceptions and beliefs about any specific school or program.

The government has many ways to track performance and most recently has introduced legislation to offer merit increases for educators as the standard with more incentives for magnet and charter schools. While none of this is necessarily bad, this changing landscape offers particular challenges for those in education.

The answer lies in going beyond standard measurements of success. While these types of initiatives are important, you can be no better than the energy, creativity and commitment of the people implementing the programs. While quality measurements are important, education is not manufacturing or retail. The only true way that the educational field has to improve its outcome measures is by creating loyalty by improving the experience of the teachers, students, parents and other stakeholders. This can only be done one contact at a time, by your loyal and engaged employees.

While we intend the best, our focus on standards can cause us to loose our focus on the youth for whom we are responsible. Businesses tell us that we are not developing enough intelligent competent leaders through our current educational system. They say we need to make dramatic, disruptive differences.

We know that the desire to help others learn and grow is what drives employees, your internal customers in the education field to be loyal. You cannot regulate that desire for your employees, however, we can stop throwing barriers in front of good employees.

The answer is not difficult; however, it does require all to pay attention to a plan to support the implementation with youth’s strengths, and to allow the creativity and abundance of our youth. It is the educational leadership, principals and supervisor’s responsibilities to get the buy in. Refocusing on the youth we serve as opposed to regulatory requirements key. We know that educators want to be able to do this. The job of leadership is to find ways to support the abundance of creativity that is available in employees to achieve these goals.

Staff/student/family loyalty is a distinct strategic advantage for the educational field. It begins with identifying and adopting customer loyalty (internal and external) as a strategy. This strategy requires simultaneously managing and developing internal and external customer loyalty.  Those that do are more likely to succeed and have measureable success.