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| Hello everyone,
This is Dan. I am sharing 3 things with you because they are so incredibly important and applicable to all of you. After reading and corresponding with a great number of providers just this morning, these three messages could not be more applicable.
The first message is an email we received this morning from a client-provider who Joel prepared a contract for. Wow, their message could not be more applicable to many of the foolish "Do you have a contract template" questions we receive almost daily.
The second message is an email we received yesterday from a client-provider who was being screwed out of reimbursement by you guessed it, ModivCare.
The final and long message below the two emails is a duplicate message that Joel sent out not too long ago, but it is so applicable and important for so many of you.
Especially when you read all three messages in total, if you can't see the value and understand the importance of leveraging Joel, there really is nothing more any of us could offer you.
Please read and study below. It is to your benefit.
Thank you.
Best wishes,
Daniel M. Murphy Online Manager |
| | | Hello to all my Million Dollar Peeps! As always, I hope this message finds you all doing well, and business is booming!
What I'm about to share is VERY important because its applicable for everything from liability and risk management related issues to various points of negotiations, and more.
Inspiration for this message comes from a client-provider who I've been literally working with for 3-years, and because he's continuing to grow and scale, he's continuing to learn as he encounters new issues.
One of his drivers was recently involved in an incident while loading a patient, and when contacted about the situation, being the "good little eager beaver boy scout" that he is, he fires off a quick response via email that, although well intentioned, was spiced full of verbal diarrhea that, honestly, makes things a bit more "precarious."
When I said "Please tell me you didn't send that email," he confirmed he did. I then went line-by-line itemizing my concerns and new/existing potential issues.
After reading my itemized message, part of his honest response to me was "....I have a lot of learning to do! Nonetheless, I am extremely grateful that I can consult with you. Second, let's say you were not in the picture, then I would have sent this email off assuming it was rock solid and never learning from it. Just naively continuing as a white walker...I am impatient. I've spent a few mornings, while drinking coffee and planning for the day / week, recognizing this fault....The worst part, I knew better! Hopefully I don't have to pay the tuition of learning from this mistake, and it remains a no harm no foul incident."
I absolutely appreciate and agree with his honest assessment because he's actually spot on. He's very impatient, but the good news, as I shared with him, "I'd rather be in the position where I have to pull back the reins versus having to continue to poke and prod someone to move forward and take action."
Needless to say, this "issue" with his driver, if not handled correctly could "go sideways" rather quickly, so we need to be very prudent in how we move forward, but again, in using this situation as inspiration, let me now share with you some very, very, very important tips and strategies:
Trust me, I know what I'm about to share can be very difficult when you're a small startup, and you're literally serving all different roles as the business owner - driver, dispatcher, marketer, account manager, etc. (speaking from firsthand experience), but pay attention to each point.
1.0. As you grow, and you hire a dispatcher/office manager and drivers, YOU, YOU, YOU, the business owner, MUST "insulate" yourself from easy accessibility. That doesn't mean your business isn't accessible! To the contrary, you want to be easily found, people to call for quotes, ask service-related questions, schedule transportation, offer feedback, etc., BUT NOT YOU personally!
Again, I know this is MUCH more difficult when you're a small startup serving all different roles, but as you hire staff, they need to serve as "barriers of access" to help protect you, your work, and your schedule.
1.1. I know some people will disagree with me and think being personally accessible at the whims of others is ideal, but it's impractical and insane. YOU CANNOT HAVE patients, brokers, facility staff, solicitors, and others readily contacting you, asking/blindsiding you with questions, presenting you with issues, situations, and/or requesting/demanding your prompt attention, action or response, etc.
1.2. As I always say, STAY OFF THE PHONE! Make it policy that people need to contact you via email. Very, very few people should have your cell phone number. Otherwise, those who do have your number can contact you at their convenience which may not be convenient for you, and thus, you can be distracted and derailed from existing work/focus.
This is literally how I manage and operate everything regarding my personal life/schedule. If I answered the phone and took everyone's call, I'd NEVER, NEVER, NEVER get anything done - NOTHING!
1.3. I know my schedule is all over the place - many of my one-on-one clients find me emailing them at crazy times in the middle of the night and a million times throughout the day, but the good news is that if you require everyone to contact you via email, it gives you time to read and prepare a CALCULATED AND STRATEGIC RESPONSE - that's HUGE!!
Note, the key words there are "Calculated" and "Strategic!" We're not doing anything impulsively, and we certainly are NOT, NOT, NOT going to allow someone else to rush/demand our response, push our timetable, or ill-position us via their "perceived" demands.
1.4. If there's an emergency, as in the police/911 is warranted, then by all means, do what's necessary and call the police/911, but thereafter, ONLY IF YOU ARE AN ACTIVE ONE-ON-ONE client, contact me BEFORE, BEFORE, BEFORE you share ANY information, issue statements, share Incident/Accident Reports, etc. with ANYONE!!
1.5. Ok, here's my disclaimer. I'm not an attorney, I'm not an insurance agent, I'm not an accountant, and I didn't stay at a Holiday Inn Express last night or play one on TV, but with that being said, how much experience do you think I've gathered on what is moving close to 3 decades in this industry? My review and advice could offer the "strategic moves" we need to limit your liability, exposure to risk, and cost.
Seriously, outside of calling police/911 for an emergency situation, if you're an ACTIVE one-on-one client (and no, being an active UMTPG member is NOT a one-on-one client - please don't play stupid!) BEFORE YOU SHARE ANYTHING WITH ANYONE (verbally, in writing, text, video, etc.,) let me see it so we can take all the broken pieces and put the best possible puzzle together to position you in the best possible manner - EVEN BEFORE speaking with your attorney who 99% of the time knows nothing about NEMT/home care.
1.6. The same thing holds true with contract/agreement negotiations. As you've heard me say in my videos, when someone tries to corner you on price and/or terms, pause the situation by "blaming your CFO (me)!" Seriously, tell them you have to "Run it past your CFO to get approval and confirmation," so it always positions you as the "good guy" and makes me the "bad guy (I LOVE playing the role of the "bad guy, so no worries!")."
Seriously, we have many clients who literally create a separate company email for me that I use when assisting with negotiations. I email the Administrator, Director, legal team of the facility, etc., directly as though I am literally the CFO of your company. This is another reason why our media team suggests using Google Workspace, so it's even easier to create company email accounts.
You're paying me for one-on-one, so use me accordingly. To quote Jerry McGuire, "Help me....help you!" (Some of you might be way too young for that movie!)
In summary, outside of the police (and even that's debatable - different topic, different day!), ANYONE, ANYONE, ANYONE demanding/pressing you to take action or make a decision "right now," 99.99% of the time it's to their advantage and not in your best interest. If "cornered" and pressed to make a decision, always default to "I'm sorry, I'll need to speak with our CFO" or "I'll need to run that by our legal team" to get confirmation/clarification."
See you at the Top!
Joel E. Davis
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