As clinicians, we are in a position to positively influence our patients’ healthcare experiences, while simultaneously improving personal joy and our staff’s satisfaction in medicine. This was made abundantly clear to me in an unexpected way when I recently had a personal medical appointment with a non-Valley specialist. My appointment was at 7:45 AM, and when I arrived, one other patient was waiting for their 7:30 AM visit. I should also add that this office typically runs on time, but not on this occasion.

At 8 AM, my co-patient went to the reception desk to find out how much longer it would be for her to be seen—the conversation was easily overheard. She explained she needed to update the pick-up time with her ride. A very appropriate request, I thought.

Provided with an estimated time without an explanation or apology, she returned to her seat. At 8:15 AM, 45 minutes after her scheduled appointment time, her name was called by the back-office staff. The patient expressed her ongoing concern about her appointment’s end-time in order to update her driver. Unfortunately, she was met with an unsympathetic response in full view of the entire waiting room. “I understand. I don’t know exactly. You have to complete two tests.” She disappeared into the back office. Hopefully when she emerged, her ride home was ready and waiting.

Now 35 minutes after my scheduled appointment time, it was my turn to approach the reception desk. I asked why there was such a wait. The PSR said that all the “techs” were in with patients and the doctor was “probably in his office.” She said it would likely be another 20 - 30 minutes until I was called back (one hour after my original appointment time). I let her know that I would not be able to stay. When she asked if I wanted to schedule another appointment, I suppressed my initial response and instead said that I would call later to reschedule.

As I drove away (and calmed down), I thought about the experience from another perspective. As clinicians, we are leaders in our offices and ORs. When we’re running behind in clinic or delayed in the OR, we can easily collaborate with our administrative colleagues to develop a simple process to successfully manage patient flow.

My experience has led to improvements in how we communicate delays and manage patient expectations in my clinic. I now ask our MAs to touch base with my next patient and let them know they have not been forgotten; that I’m running behind; and to ask if they would like a cup of water. If the patient asks for a time estimate, I overestimate the amount of the expected delay with the MA (better to “under promise and over deliver”). This small change has improved our patients’ experience and has also empowered our staff with more situational control—which is known to reduce stress and anxiety. And when patients become disgruntled, our PSRs, MAs and nursing staff feel better supported by our clinicians with this enhanced communication method. For me personally, this change has resulted in more joy in my practice, as I no longer walk into a room and hear a negative comment like, "I thought you forgot about me.”

What’s next the next step? Our clinic will do 30-second reminders of the process at our morning huddles, which is especially important for any new or fill-in staff.