Ep. 229: How To Turn Everyday Tasks Into Patient Growth
About this Episode
Most urgent care clinics are focused on the big moves. More ads, more locations, more services.
But in reality, growth often comes from something much simpler.
In this episode of Walk-Ins Welcome, Nick and Michael break down a concept that gets overlooked in almost every clinic. Excellence in the ordinary. From how patients are greeted, to how long they wait, to the small interactions that happen every day, these moments shape the entire patient experience.
They share real-world examples from healthcare, restaurants, and even companies like Apple to show how small, consistent improvements can create a lasting reputation. The conversation also dives into how systems, team buy-in, and repeatable processes turn these small changes into real growth.
If your clinic is doing the basics but not standing out, this episode will help you rethink where growth actually comes from.
Topics Covered
📞 Why everyday front desk interactions have a bigger impact than most marketing efforts
🏥 How small improvements in patient experience can drive repeat visits and retention
⭐ What “excellence in the ordinary” actually looks like inside a clinic
📈 How consistency leads to predictability, stability, and profitability
🤝 Why team buy-in is critical when improving processes and patient experience
⚙️ How to build simple, repeatable systems that elevate your clinic over time
💡 Why the smallest details, like communication and personalization, matter most
🚀 How focusing on 1% improvements can compound into long-term growth
“When you build a business and you create a process that can be repeated by other people, you’re building a real business.”
Michael Ray, Patient Care Marketing Pros
PCMP (00:00.942)
Hey, what's going on everybody? Welcome to Walk-Ins Welcome. It is the podcast all about helping you get more patients delivering better care, repeat visits and scaling your clinics. Michael, what's up, buddy? What is happening? Man, it has been a crazy year so far. Trying to change up my energy a little bit because it's been like a full content day. But it has absolutely been a wild year, but it's been a wild content day too. Yeah. And then it's finally hot. It's starting to get warm outside. I rolled my sleeves up. Yeah.
I wore long sleeves the other day. was like, that was a mistake, but is that the dress you wore? Michael comes in. me just tell you, Michael comes in in a moomoo. It was a, what is it? Magellan. It was kind of like a Magellan. It's like the fishing shirt or the Columbia like performance fishing gear shirt type of thing. Just a brand. And my guy here has been on a mission to lose some weight. He works out like every day. He's keeping it up in the app and he's dropped some weight. He's looking good. He's feeling good.
And now he's like in full on dress mode because like that thing look, it was hanging off you, dude. It was hanging off. was awesome. I liked it though. It'll make you feel real good about yourself. I wish I didn't mind. Yeah. And then it will be my, it will definitely be a camping shirt for future stuff. Cause it was so good about passing air through. yeah. So I've got a couple of them. Yeah, they're comfy. Yeah. I got a couple of them and I do like them.
Fortunately for me, this is not one of them. This one is feeling super tight and I keep tugging at it. But in other news, this has not fit me in forever. Okay, cool. So I'm down 22 pounds. This isn't a weight loss, but is that the shirt you wore to one of the talks like original UCA probably maybe? Many, many pounds ago. So it's nice to even be able to put it back on. But you only got a handful of shirts that I'll go do a talk in, which has nothing to do with this episode, by the way. No, not at all. And I do the same thing.
but I'll change up shirts next time. I love it. So we were having a conversation in our in our meeting on Monday. We have our team meetings on Monday and Devin, who is our production manager, maybe. Well, first of all, let me say that we we every every week at least two people will talk about something that they're learning about. Yeah, that's our that's our modified Monday meeting. That's it. That's it. Which much much to your credit and my chagrin.
PCMP (02:21.986)
People love it. Right. But this is a good thing. It's what I wanted. But it always hurts your ego when people are like, I would rather him do the meeting than you because you suck. So I got the feedback. It's not fair. You throw money at him every week. And I didn't ever do that. I just want you to know Michael. That's what Michael will bribe you in order for you to that. A bribe goes a long way. I'm just saying, like, there's something to be said about Michael's approach that I did not take into consideration whenever I was doing.
meetings. But that's another story for another time. Devin was going, was Devin's turn to talk and he started talking about excellence. And it reminded me, I'll start with what I wanted to start the podcast with, which was diligence. That I learned from Dave Ramsey, it's not original thought. Okay, nothing is there, right? So, but it also led to excellence as well. So let's just throw this out here. Diligence is excellence in the ordinary. And I loved it.
so much because how many things are you doing in your clinic that are just ordinary everyday things that are just throw away things to you? I'll give you an example. Putting in charts. Doing the coding. Sending off scripts. Sending off scripts, doing the coding, answering the phones, walking people, walking people from the lobby back to the room. Thanking them for coming. Okay.
Here's the thing. When you do those things with excellence over time, you start to build a reputation. Right. I go back to a talk that we heard at the Xperity conference from what's the guy's name? The restaurant guy. Gil Godaro? Godaro. Where he was talking about how can we make this ordinary experience or an experience that isn't fun at all
Right. How can we make this better? And what he said is like, here's an example is dropping the check off at the table, dropping the check off at the table. He goes, instead of just dropping off the check, like, this it became it transitioned from an experience to a transaction. How can we make that excellent? Right. And what he did is they would take the check, they would put it on the table, they would drop a dessert port. Yeah. Right.
PCMP (04:46.242)
And they would pour it in everybody's glass and say the bottle is yours. Enjoy yourself. Take your time. I'll take the check when you're ready. That is excellence in the ordinary. Like that's the most basic transaction you can do. I'm not saying that you need to drop off a bottle of port when you're like maybe maybe some cough syrup. I don't know. But I'm just saying the excellence in the ordinary. And that was the most visceral like visual example I could think of of being excellent in the ordinary.
Yeah. But if you do that, you become a reputation and they're now they were voted the number one restaurant in the world. Yeah, right. And they sat there and broke down every ordinary thing and try to make it excellent. So that and that's what got me about it. And that's why I was so intrigued by this book is because here you have Will Goddard talking about we make excellent food, but everybody, everybody can make excellent food. And they're not going to remember the food.
They're not. And he goes, nobody remembers our food. They remember how they felt while they were there, how they were treated, the experience that they had, the little details. And I'm going excellent. That's diligence. Yeah. Diligence, not the quality of their food, not the creativity. Diligence is what took them from last on the list in the top restaurants to number one. Yeah. That's wild to me. Well, I think about how you take like Apple, you know, Apple just had a CEO or about to have a CEO change, right?
And we think about Tim Cook of where, technically speaking, he wasn't pushing out amazing products. No, he was refining them. He was making them really, really good over time, right? Because the joke was the iPhone hasn't changed in 10 years. No, it's just gotten very, very good. The small things nobody's noticed. And what did Apple become?
I think I read, you know, it went from like a hundred billion dollar profit to four hundred billion dollars in profit worth over a trillion dollar evaluation now. Yeah. And he, you know, product innovation was not there for him. Like they had a couple of products like AirPods, like AirPods and stuff. And then I think the Apple Watch was. I mean, but even still the AirPods are just an iteration and an improvement on the earbuds. Yeah, exactly. So it was just like they just kept focusing on the excellence.
PCMP (07:03.616)
of something that was already there, they're trying to make it better. And so like to me, like that's a grand example of it, right? Because like the iPhone in its core, like yes, huge thing that first came out, but now it's a screen, right? It's always been a screen. And that they just made it really good over time. I just my mind kind of went there for a second where you can become the best at something by being really good at all the little ordinary parts. Because we thought we talked about we joke about iPhones and Android and where
Android will probably come out with a feature first, but iPhone will come out with the smoother version of that feature. And it'll arguably roll out at least in America to more devices, probably not worldwide. But in America it will. And they've made themselves super sticky. And when you think of Apple, you think of premium. But the phone itself is kind of forgettable a little bit. It's been the same design now, like ever. it really hasn't changed. Still the same layout on the screen.
Little things, right? But I'm just I can still remember every single time I open up a box. Yeah. And just like I pulled a little cellophane and then the box makes this little weird like, I don't know, suction cup thing when you pull the box open. Yeah. Kind of like it's like it's like perfectly pieced together. Even the experience of open the box the one time you'll open the box. Yeah. That experience is so next level. Everything is elevated about it by
that ordinary experience that's just going to be a one off experience. My last talk on the tech piece and we'll get back to the we're saying because I'm a PC Android person and everybody else here is Mac iPhone. Not Kimberly. She's iPhone PC I guess. But in the PC world one thing every time I got a new laptop a new Windows laptop I would try to do what Macs do and lift the lid.
and it just flips over or like picks up and drops. a MacBook, ever since I can remember, you would lift that lid, it would open like butter and be perfect. And like that's a small thing, but every time I get one, even the one I have right now, it's first thing I try, I like, it will work. And then like almost it. So close. And then you get a little, yeah, it's like 20 years. Like, come on, like, why can't everybody else figure this out? Yeah. So.
PCMP (09:24.352)
Anyway, it's just like the little things right because there's like there's a quality aspect that comes with that where you're confident when you open that it's real smooth and you close it smooth all the things in between. So it's it's the little things that really do matter. And it's the little things but doing the little things at a high level. that that is really the differentiator because everybody's doing the little things everybody is checking you in. I can get a mobile app to check me in. Yeah, I can. And they're good. They are. They're all and they're all kind of looking and feeling the same too.
Right. They're getting real close to each other. But the next level is three peaks out of Colorado that says, Nick, yeah, I got you in the system. Come on back. It's a little thing, right? That. But they called me by my name. And then they took me immediately back. what they did is they took the ordinary thing they purchased, which is the app that I use to give them all of my information, and they elevated it by personalizing it when I walked through the door. 100%. Do you see the difference? Oh, yeah.
See what I mean? And anybody can get solve or Xperity or clockwise or whatever. You can get any of those that you want, but that is not what they come there for. Yeah, because. And at this point, that's zero. That's ground zero. that is the we joked when we first started working at Urge. You needed an online schedule, need an online schedule. And then like now it's weird if we come across one that's never had one before. Right. And it's super rare. Like it's still out there, but it's super rare. But now it's more of, all right, what are you doing when they do schedule?
Right? What's the next phase? There's no longer just online scheduling. You got to, are you even calling them after they schedule to make sure they are coming in? Right? know, that type's like that's the next step. mean, just imagine if you schedule something online and you got a phone call or a voicemail or anything that just said, Hey, want you to know that we got you in the schedule for three o'clock. We'll see you then. As shows that you have this issue. I'm so sorry about that. I know we can take care of you. Do you know how to get here? And when you get here, please come see me and I will take care of you. Right.
And the only thing that I would argue on that is the HIPAA violation you just created. Don't do that. The intention was amazing, but you don't know that that's their cell phone. They could have put it anybody's cell phone. That's true. That's true. That's a great area. anyway, but no, the idea of like, I'm a person I'm going to take care of you. You're already being taken care of beyond just filling out something. And it is a little thing, right? Because what is that? A phone call? How long did it take?
PCMP (11:45.742)
45 seconds. What did that mean to that person a whole lot more than that? So it's just, it sounds so silly. now, so open your mind a little bit. So we imagine like the idea of somebody booking online, you have a conversation, what's the experience when they walk into your clinic? How smooth is all those things? And then go a little bit further. Like what is a standard you can create in your clinic that no other standard like that standard doesn't exist in other clinics?
And it's something like, well, we all do this. Well, do you do it at a level that matters? It's just, it sounds silly, but because I remember because he said, what 275 touch points with a person coming into the restaurant. Right. And like even to the point of what the soap the Spencer was putting out in the bathroom, like looking at that. It's just like some of the stuff we're talking about sounds crazy. It does. It doesn't when you think about it. I'm just, I'm just trying to think of a time if I walked into an urgent care and they knew it was my first time.
They have my information. It's either in there as a first timer or it's not. Imagine if they handed me something, anything. I don't even care what, a koozie. I don't care. But something that would make them feel...
what's the word I'm looking for? Seen. I hate to use that because it's such a weird term to me. But yeah, but but kind of like, hey, hey, this is your first time with us. And I know you don't feel good. But I did want to give you a little something as a thank you for coming in today. Yeah, just imagine. And imagine if they're a repeat visitor to your clinic, and you just send them a thank you card that is signed by the entire team that says thank you for trusting us with your help. Welcome back or
Thank you for coming back to us or just imagine Yeah, or I've seen non pediatric urgent cares, they'll have built in color sheets ready to go. I think we even sent some to somebody wants like a design. Right? I see you have a kid, would you like to here's a color sheet and some crayons for them to do something to entertain them? Because I know that it can be hard, you know, just these like little things or here's suckers like suckers like the classic bank thing from the bank background, you know, but the way always made me laugh was, you
PCMP (13:51.554)
when you think of a bank drive thru they send suckers into the thing and go to your kids. Well, then one of our brand or most of our branches, they also had a bag of dog biscuits. If they saw a dog in your thing, they would include dog biscuits in the tube as well. That's good. You know, this is so stupid. But I got better tips. There was a day where I delivered pizzas for Domino's. I just get into sales. Yeah. And I wasn't making any money. Not yet anyway. And I had to feed my family while I was trying to feed my family. Yeah.
One, the pizza was half off. My kids like pizza. And they were babies at the time, young, right? But I would always carry dog biscuits with me. Okay, so when I delivered a pizza, I would say, Hey, so you have a dog, can I give him a dog biscuit? Yeah, my tips would double. Yeah, it was, I mean, alternative motive. We talked on a previous podcast about how I don't care about which motive is just you gotta, you know, I think even will it touch Tom when you add the little breath mints and you're sitting
Thanks for dining with us with your name on this check. Your tips went up dramatically. Everybody knows Olive Garden is going to give you an 80s mint or whatever their brand name is. All right. Like I even love Sonic's mints and stuff. That's true. you know, it's one of those, it's the little things that really make the biggest difference because there's an expectation of what I'm going to get when I go to an urgent care. my baseline expectation should be I check in online, I show up, I sit in the lobby for 10, 20 minutes, they call me back.
They weigh me and they do all the things. They check my blood pressure and then they want me to a room. And then they said, well, doctor will be in soon. And I sit in that room for 10, 20 minutes. Doctor comes in. I said, we got this, this, this going on. Let me check that, that, that. Five minutes later. Okay. We're going to give you this prescription. You're good to go. Right. He or she disappears. Just imagine for a second. All right. We've already talked about the little welcome. Hey, we're glad you're here. We know you don't feel good. Yeah. You know, that kind of thing.
And then I'm just gonna I'm using a random name here. I'm just gonna say Stacey comes up to the world. Mr. Hoard. Come on back. My name is Stacey. I will be taking care of you until the doctor sees you. All right. Here's what we're gonna do. I'm gonna get your weight real quick and then I'm gonna take you back here and get you set up in a room. All right. Great. Got it. I know Stacey. I got Stacey's name. Yeah. Right. I'm in the room. Hey, doctor has held up for about 10 minutes seeing another patient.
PCMP (16:17.626)
Can I get you a water while you're waiting? I've never been offered a water for the 10 to 20 minutes I was sat in a room. Interesting. You could get the little ones from Sam's for like nothing. It's like three bucks for a thousand of them, right? Yeah. Or if you want to take an extra step and get them branded. I'm just saying that like here's a small bottle. Do you like it cold or room temperature? What do you prefer? I got both. And you know what? A lot of people will have their kids with them. Do you have a little thing in there for the kids to mess around with?
going to be in there for 10 minutes, probably gonna be on their phone. I get that. I'm not stupid. But just to have something in there for them. This is elevating. And that brings me to excellence. Excellence is doing an ordinary thing at a very high level. Right. The highest level you're capable of doing. And consistently. Yeah. Consistently. That's the key. Because if you can't do it consistently, they're one offs. One offs feel great for that moment, but you can't repeat it. And if it's not a repeatable process, it's a waste of time. Right.
because it's not going to benefit you because I mean, when you build a business and you when you create a process that can be repeated by other people, you're building real business. That's right. Not the back of some person that's really good at this random thing that they left, it would all go to crap. So yeah, thinking about like, it's like that the water bottle thing. Anybody can do that. There's nothing complicated about that. You get yourself a little mini fridge and fill it up. And then the members walking them back just grabs one on the way and said, Would you like to have this while you wait?
Right. The next thing would be, you know, simply thinking about the doctor when they take the time to say, I'm gonna prescribe this, but then they go a little further. I need to explain to you why I'm prescribing it and how you take care of it and what you're looking for, not so much the direction on the bottle. That's right. So how does this math out a little bit? I don't know. Let's just do a little bit of math on this first. Let's just say for a second that I take some time and I level up.
I get the Super Mario Brothers mushroom. That's it. And I power up a little bit. And now I'm putting in some excellence in the ordinary over time. How is that going to affect things? Well, just imagine, Nick, I'm already seeing patients. This is a waste of my time. This is not what we do. We're here to care for them and get them out of the way. I've got to see 23 patients just to break even. I need to make money, all this kind of stuff. Okay. Well, there's a saying that we have around the office and that
PCMP (18:42.296)
Consistency leads to predictability, leads to stability, leads to profitability. So if you increase any one of those levers, you're going to make more money. if I am consistently doing excellent things and people can predict that that's what's going to happen when they come in here, my business is then going to stabilize on patient volume and I'm going to make a profit. But I'm already doing this at a mediocre level. Well, if you want to make more money, level it up. Level it up.
Yeah, there's some cost involved to it, but the ROI is very, very apparent. You're going to get more patients and more importantly, they're going to come back. Well, and then, we've heard the phrase and said getting 1 % better can make the biggest difference. It can. Because that 1 % over time becomes a whole lot more than that. Yeah, Devin's really good. Devin, our production manager, is really good about saying, I just want to get 1 % better every week. And then after 52 weeks, I'm 52 % better than I was before. Which is massive. That's a huge gain.
My mentor Josh says people overestimate what they can do in a year and underestimate what they can do in three. Yeah. Right. So what that translates into the clinic world is you're probably going to overestimate how many patients per day you're going to grow over the next six months or even a year. You're going to overestimate how much money you're going to make. You're not going to hit that goal. But over three years by doing this diligence, which is excellence over time, over that period of time, you're going to be
way past what your original goal was. And that ultimately is the real win. Yeah, because I you know, there's the overnight successes are very rare. Right. And like Dave Ramsey said, overnight success took me 20 years, whatever. And it's real because when you hear about these stories where they went in six months or nine months, they went from zero to whatever. And everything's amazing. Well, that's like the only like one of 1000 stories that
you know, was real. The rest of them were like, they used a closed shop or didn't work out. You know, people forget that very quickly. But you then you find the quiet ones that, well, they got their crap together. But they don't sit in there being promoted like, Oh, you've been for 20 years. Well, yeah, but we spent 20 years making this really good for you. And so when we plug in, because I think too, I think about the process part. If it's a truly repeatable process, when you bring in a new person to do it, it shouldn't have a bunch of question marks, right? It should just be this is how we do it.
PCMP (21:04.911)
Right. And it's super obvious. That's good. So I because I see that from time to time like, well, that person left and that's a big giant hole right there though. I don't know how to fill that one. If you have a good process, hey, we got a possible plug you right into this. And if you find some opportunity to make it better, we're always for that. But this is our baseline. Yeah. So and it's fun to reward people who find ways to do excellent things in the ordinary there. You don't have to be the one to invent all of this. No.
turns out you can just have a meeting with your team and say, what's one part of our experience that sucks that we need to improve? Yeah, I literally had a great way to start. I literally had that conversation with my people a few weeks ago. It's like, want to improve every department, but I don't want to improve a million things. I want to improve one to three things each. And what are they? And then we're coming back to like, what did you find out that you like, I wish this was better. Let's work on that. So I'm gonna tell you another secret of just being a business owner in general is
If it's their idea, it'll get done. If it's your idea, it will not. Or yeah, or it'll be forced and then it'll never reach the potential you thought it could. It'll never have the buy in. Right. It may get done because you like, you're going to do this. Like that's part of it and you can change practices and stuff like that. But if you go to your team, mean, an extra next level business owner will have the idea already and find a way to plant that seed in their team and let it be their idea and they get what they want anyway. Yeah. And it's peak.
And then you have the occasional Victor, which was completely one of the rare, like, here it is. I couldn't believe that. I was for sure. I was like, people are going to hate me for this. They love it. They love it. And Victor loves burning your tokens. Let me tell you what, Victor wasn't the culprit on that. Just for those who want to know, Victor is an AI that we've been working on integrating into our AI coworker. It is an AI coworker and it is outstanding, but that's not the point. I spent so much time trying to develop.
exactly what Victor did. somebody else did it and I'm just like, well, that was a lot of money. But at the same time, the end goal was the same. I got what I needed at a high level and my team is using it, which is the most important part. It doesn't matter if I like it. It matters if they'll use it.
PCMP (23:21.914)
And y'all can relate to this. It doesn't matter what AI tools scribe any of it. It doesn't matter what you put into your company. It matters if it gets used. Oh, 100 % because there's lots of like in our world, we're in software cemeteries, right? Where like there's some software that's been hanging out there. It's just at the tombstone on it, but we haven't quite killed it because nobody's
using a we've forgotten about it. absolutely. And I'm sure for urgent cares, there's probably some software or something you bought some machinery that you like equipment that you just aren't using. Because nobody was bought into using it. think because we joke about x rays and there's a shortage of x ray text out there. But there's x ray machines just aren't used because your people like I don't want to make the effort to make it happen. Is your x ray available? Now we don't have to but you did. they're literally saying it on the phone calls. We know
Look at me on the camera. We know. We know. We see. We see what you're doing there. We know what you're doing. It's funny that you bring up, Victor, though, from the AI perspective is for us, excellence in the ordinary. Well, ordinary for us is checking on our accounts and making sure that we have all the information. Well, I want my team focused on you, the client, not the data. The data. I've got a team of people that look at the data. They just.
don't have time to get that data to our client success managers. And I'm like, I want to elevate that. want my team talking to our clients about how to help them grow, what they're not seeing, what's working, what's not, how can we help you grow, all of that. Well, if they're just looking at data for what you're paying us to do already, I mean, that's good because it needs to be done, but that's not the.
best and most efficient use of their time. So that was the whole point is again in a pursuit of excellence. Yep. 100%. There you go. In the pursuit of excellence, we need to get more reviews on this podcast. Small little ask, right? We keep asking one thing. I'm going to ask again, if you listen to us regularly and you like what you hear, two things. One, leave us a review, subscribe to our YouTube channel if you're consuming us there. follow us. Spotify, whatever it is. But leave us a review and then share it with somebody that may be in the clinic space. Because we know you're out there.
PCMP (25:28.947)
We know you're listening. But help us. And also thank you. Thank you for listening. We don't take this lightly. We value your time and you've given it to us. So we appreciate it. And we'll see you on the next one. See you. All See you.
