Heather L. Rooney

New Article Published in Caring Magazine: The Art of Empathetic Selling

Heather Rooney — Wed, 02 Mar 2011 19:24:55 +0000

http://digitalcaringmagazine.nahc.org/DigitalAnywhere/viewer.aspx?id=21&pageId=40&refid=52877&s=undefined

The Agency of the Future Series: Trend #1…Expect Disruptive Innovation

Heather Rooney — Tue, 01 Mar 2011 20:01:52 +0000

Dear Friends,

As many of you are aware, I have been writing for the last several years about the characteristics that will define the Agency of the Future. It began with my article in January of 2007, entitled “A Defining Moment in Home Care.” This was followed by “The Agency of the Future: Empathy, Innovation, Execution,” and “Transformation through Adversity” (Request articles by clicking this link: http://www.heatherrooney.com/articles.html)

Over the last few months, I have participated in some exceptional conferences that have provided important insight into trends across the healthcare delivery system. Furthermore, I have had the pleasure of working with several leading organizations that are proactively positioning their organizations for a changing healthcare delivery model, including Care Transitions, ACO Pilots, and more.

As I synthesize all of the information that I have absorbed over the last few months, I feel compelled to share a few thoughts with those of you who are looking for ways to evolve your organization into the Agency of the Future. It is with that in mind that I am writing this today. Over the next several weeks, I will produce a series of blog entries that will offer brief synopses of key trends. You can receive automatic notifications of new blog postings via any one of the following:

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Warm Wishes,

Heather

Trend #1: Expect Disruptive Innovation

Recently, I had the pleasure of listening to Clayton Christensen – The architect of Disruptive Innovation – LIVE at HCap (Lincoln Healthcare Events). For years, I have followed Clayton Christensen’s work, beginning with his pair of books entitled The Innovator’s Dilemma and The Innovator’s Solution. More recently, he applied his concepts to the healthcare system in The Innovator’s Prescription. If you haven’t yet read Clayton Christensen’s work, you simply must pick it up and begin digesting the information today!

Below, I have provided a brief summary of the two most important and relevant concepts for healthcare providers (in my opinion).

Disruptive innovation changes the way that businesses fundamentally operate. It’s rather simple – Existing (often large) companies strive to sustain the current market that has contributed to the current growth trajectory. New entrants gain a foothold by focusing attention on areas ignored by the established organizations. If this disruption gains acceptance and momentum, it will alter the landscape permanently. Established companies will experience the impact in all aspects of operations, especially revenue. If you want an example of disruptive innovation, you simply have to look at NETFLIX vs the older Video Store model (i.e. Blockbuster).

Disruptive Innovation occurs on the “periphery.” Clayton Christensen describes this concept through an analogy – the computer. In the beginning, innovation requires significant expertise. Thus, the first computers consumed rooms the size of warehouses, operated by PhD’s, and centrally located. Over time, decentralization began to take hold, as innovation pulls the product or service out to the “periphery” where it can be incorporated into everyday lives and operated by everyday people. Continuing with the computer analogy – my toddler can fully operate my new DROID X with 16 GB of storage capacity, full internet capabilities, social networking, HD videos…and much more that I have yet to discover. Oh, and it is also a phone. Gone are the days of centralized computing – now, sophisticated computers are a part of our daily existence.
How does this apply to healthcare? For some time, healthcare has been centralized in the hospital setting. Now, we are witnessing a movement to bring healthcare out to the periphery – into our every day environments. From mobile radiology to diagnostic testing and clinical care, healthcare is becoming community-based. And this trend will only continue into the future.

If healthcare is moving out to the periphery, how does this affect home health, hospice and private duty?

To consider this question, we first have to recognize that our industry is in the midst of a strategic inflection point – a moment when multiple factors are coming together simultaneously, each with the independent ability to fundamentally change the way that businesses operate.

While our industry has undergone dramatic evolution in the past, this time it is different. Healthcare has risen to the top of our national consciousness, with substantial attention focused on care for the chronically ill. One only has to look at the statistics to understand why – Over 75% of healthcare dollars are spent on patients with one or more chronic condition, and over 133 million Americans have at least one chronic disease. According to the 2009 Obama Healthcare Plan, chronic conditions cost $1.7 trillion every year. Moreover, these statistics are only expected to rise as baby boomers continue to age.

In the midst of this defining moment, we must recognize that our market – care for the chronically ill in the home environment – is ripe for disruption. With favorable demographics and a growing national awareness about the challenges associated with a chronically ill patient population, vendors and providers across the continuum and in a variety of settings (hospitals, physicians, LTC facilities, home care, and others) are actively developing novel approaches including pioneering technologies and new models of care. From giants of industry like GE and Intel to small start-up companies, organizations of all sizes are looking to carve their place the home care market.

While the disruptive potential is significant, home care possesses an extraordinary opportunity in the midst of this strategic inflection point. Experts at working with the chronically ill patient population, home care providers are uniquely capable of delivering solutions to our present day problems.

Note that disruption is not limited to new entrants. In fact, the ideal scenario is to have an established company – i.e. an expert home care provider – initiate disruptive innovation. The combination of expertise, resources, established relationships and innovation is a nearly unstoppable force! The key is being willing to cast aside conventional ideas about “the way things have always been,” and be willing to bravely try something new.

Are you among the innovators that will engage in the bold (and sometimes scary) process of transforming your organization into the Agency of the Future? If you aren’t sure how to answer this question, consider this…The market will be disrupted. It is not a matter of “if;” rather, it is a matter of “when.” Just like the book Who Moved My Cheese, winning providers will understand that the “cheese” is changing and the time has come to step out into the maze in search of the next “blue ocean” (Blue Ocean Strategy).

Stay tuned for the next article in the series – Trend #2: Consider a Care Management Model

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Transformation Through Adversity

Heather Rooney — Mon, 25 Oct 2010 17:07:15 +0000

While in Oklahoma recently, I had the pleasure of conducting an opening keynote focused on The Agency of the Future: Empathy, Innovation, Execution (request a copy of the whitepaper). As I was being introduced, a colleague – Lisa James of Encompass – shared a story that she had read earlier that morning. It went something like this…

Take a pot of water and bring it to a boil.

Add an egg to the water, and it will become hard and firm.

Add carrots to the water, and they will turn to mush.

Add coffee grounds, and it will transform the water.

Like the book “Who Moved My Cheese,” I believe that the above parable provides important insight into the current state of the home care industry. The moral of the story centers on how one handles adversity. When placed in the boiling water, some of us may become permanently altered – either becoming “hardened” or turning to “mush.”

Others, however, become transformed. When exposed to harsh conditions, these individuals and/or organizations do not wait for the environment to define them; rather, they recognize that the landscape is changing and they make empowered choices to proactively position for a prosperous future. They lean into the discomfort and hardship, knowing that the challenge will eventually subside…and when it does, it will be today’s actions that define their future reality.

Transformers or Hopeless Optimists?

Am I describing the hopeless optimists? Quite the contrary! There is a significant difference between looking at life through rose colored glasses and making informed decisions designed to yield maximum benefit. They key lies in one’s willingness to truly notice the world around them as a foundation for establishing a vision for the future.

The hopeless optimist may have a tendency to minimize the danger posed by adversity, believing that it will all eventually get better. Like carrots, these folks will probably turn to mush.

The pessimist recognizes that danger is looming, and may believe that there is no way out. Like the egg, these individuals eventually become hardened and inflexible.

The individual I am describing – a Transformer – is a realist; nimble; vibrant; and highly aware of the world around. Like the coffee, Transformers are both defined by the evolving environment, just as they define the environment itself.

Attitude – The Defining Trait

Above all else, transformers are defined by their attitude. It begins with a quiet acknowledgement of that which is outside of their control. In this way, they immediately remove the propensity to become overburdened by continuously pushing against the immovable wall of reality. This exercise in futility is the downfall of many, as it is both frustrating and exhausting. Needless to say, this is the quickest way to create a pessimist.

Once acceptance is in place, Transformers begin to focus on the things that they can control in the midst of a challenging environment: their perspective, attitude, vision and strategy to arrive at the desired end result. They direct their attention toward opportunities for disruptive innovation and initiate the process of Transformative Business Development.

Transformative Business Development

A term coined by Heather L. Rooney Strategy and Marketing, Transformative Business Development is a process of organizational metamorphosis. For some, it builds upon an existing foundation to ensure that the company is positioned for a successful future in the midst of a changing environment. For others, it requires a complete re-evaluation of the organization’s entire reason for existence. How do you know where you fall on this continuum?

It starts with vision. Each organization must begin by describing – in detail – the ideal future that they wish to achieve. Taking a lesson from Jim Collins and Jerry Porras in Built to Last, I often encourage executives to begin with a Big Hairy Audacious Goal (BHAG). Keep it simple – Write a single sentence that captures the essence of your organization in 15 – 20 years. In this way, organizations set forth a stake in the future that is completely independent of today’s operating environment, thereby increasing the likelihood that they will tap into their inherent ability to participate in the creation of their future. From the BHAG, I then encourage executives to cast an incremental vision (18 months to 3 years), with a specific listing of the business of their dreams.

Once the ideal vision is in place, it is then time to evaluate success obstacles. Transformers will evaluate everything that potentially stands in their way of being successful, as it provides exceptional insight into the gaps that exist between today’s reality and their vision for the future. After looking potential problems in the eye, Transformers make an informed decision as to whether or not they believe that their vision is achievable. In my experience, the answer is most often YES.

With the vision and obstacles in place, Transformers will then begin the process of creating a strategy designed to turn today’s challenges into tomorrow’s opportunities. They will have a strong plan to guide efforts across all aspects of the organization – clinical, finance, operations, marketing and more – with systems in place to ensure that everyone is marching in the same direction. After all, Transformers think ahead to recognize that they need to avoid the tendency to “get in their own way.”

But a plan is just the beginning. Transformers recognize that they must remain nimble with the ability to take advantage of trends as they emerge. They recognize that their growth strategy is simply a guiding light, designed to map an initial path to the desired end result with the maximum likelihood of success. Once the strategy enters the realm of day to day operations, Transformers understand that their course will unfold in unexpected ways.

Anticipating that this imperfect process is a natural aspect of unbridled innovation, Transformers consistently re-evaluate their strategy to ensure that it remains the optimal means of achieving the vision. They become “liquid,” in that they are able to stay purely in the present moment as they make conscious decisions each and every day. Note that this does not mean wavering back and forth; rather, it means ensuring that the strategies invoked continue to be the best means of achieving the organization’s goals. And if an aspect of the strategy is no longer relevant, a Transformer is able to adjust and execute.

This level of adaptability requires that transformative organizations possess a bendable infrastructure, with financial and human resources capable of twisting and turning while remaining steadfast through the winds of change.

Definitely Simple – Far from Easy

Although this may sound simple, it is far from easy. There exists a substantial difference between something that is “basic” and that which is “simple.” The latter can often be the most difficult to implement in practice, hence the reason why disruptive innovation is so successful. While the masses are stuck in the fight against change, Transformers lean into it. They focus all of their attention on the longitudinal path that will move their organization through the pain and into prosperity. They possess the leadership required to maintain a collective attitude of “What CAN I do?” They have the energy and perseverance necessary to maintain momentum even when it is difficult. Ultimately, Transformers are those that win not through force, but through consistent and calm persistence.

When thinking of Transformers and Transformative Business Development, it is therefore useful to remember the Robert Frost Poem:

“Two roads diverged in a wood.

And I…I took the one less travelled by

And that has made all the difference.”

“Nothing good happens inside one’s comfort zone.”

Heather Rooney — Mon, 09 Aug 2010 23:19:11 +0000

“Nothing good happens inside one’s comfort zone.” Among my clients, I find myself often conveying this simple yet profound message. I didn’t make it up, and so I will not take credit for it. Rather, it was something that my husband said to me on the day that I jumped out into the terrifying unknown and launched my own business. Leaving behind the comforts of employment and moving into the variable realm of business ownership indeed qualified as “getting outside of my comfort zone.” Over the months that followed my first year in business, I had many opportunities to practice the concept; however, in recent months, it has become a little easier to stay inside of my comfort zone. The draw of the “comfort zone” can be very powerful. The choice to stay there is often intoxicatingly unconscious. It feels good, familiar, and warm. It is the place where people know and/or like you; where you feel like you are successful; and where things just seem easier. It’s no wonder why it is our natural tendency to want to stay there, so why push beyond?

Perhaps best conveyed by Jim Collins, The single greatest barrier to being great is being good enough. When inside the comfort zone, we run the risk of becoming complacent – “Things are going along OK. I am happy with how things are going. They could be going better, but I don’t want to push it and run the risk of failing.” This common mindset is the antithesis of innovation. The quiet fear of failure lurks deep inside as people avoid the process of redefining, retooling, adapting and ultimately growing. If you are like me, perhaps you don’t even know you are doing it. The entire thought process is so hidden that it only emerges in the emotional or physical form of resistance. Note that there is a difference between resistance and opposition. Opposition occurs when someone makes an informed decision to disagree/decide against an initiative, strategy or action. Opposition is very important in the business world, as people must make conscious decisions about their strategic direction. Resistance is an entirely different animal, as it is the unconscious tendency to avoid. When resistance appears on the scene, it deserves our full attention – Why am I resisting this? Is it because I am scared of failing? Is it because I intuitively know that it will not work? One must consider these questions in order to determine if it is genuine opposition/disagreement, or if it is an instance where the saying “feel the fear and do it anyways” applies.

Recently, I had the opportunity to put this philosophy into practice. I had become comfortable in my life and my business. Then, I was given the opportunity to participate in some activities that were well outside of my comfort zone. To say that I was scared was an understatement. I felt the natural resistance that I described above. Although it came with some very good rationalizations, I intuitively knew that my resistance was not opposition; rather, it was my fear of failure rising up and attempting to prevent me from growing. A client then reminded me how often I encourage him to step outside of his comfort zone. And with that final nudge, I made the conscious choice to feel the fear and do it anyways. I mustered up my bravery and confidence, authentically shared my fear with some trusted friends, and then boldly jumped beyond the boundaries of the familiar. I not only averted failure, but I was amazed at the world of opportunities that opened in front of me with this simple action – none of which would have happened had I not been willing to take the risk.

And this is how it often works when stepping outside of one’s comfort zone. There is the moment when the fear and resistance is the most powerful, and it seems so easy to just say “I’m not going to do it.” That is precisely when one must take action. As the old saying says, “It is darkest before the dawn.” The same applies here – right when fear is barking the loudest, step outside of your comfort zone and become open to the new world of opportunities that lie just a little further down the road. Although I have certainly failed, and I am cautious when doing it, I have never regretted my choice to step beyond.

ANNOUNCING 2010 HOME CARE MARKETING AWARD WINNERS

Heather Rooney — Thu, 29 Apr 2010 16:29:15 +0000

April 26, 2010—SEATTLE—Heather L. Rooney Strategy and Marketing (formerly H2 Marketing) today announced the winners of the 2010 Home Care Marketing Awards. Sponsored by Heather L. Rooney, this awards program recognizes the achievements of organizations and professionals in the specialized field of home care sales and marketing. Home Health, Private Duty and Hospice agencies were eligible to participate, with a special category for industry vendors.

“Across the country, home care providers are engaging in exceptional efforts to enhance quality and raise awareness about the value of home and community based care,” stated Heather Rooney. “The Home Care Marketing Awards provide a vehicle for honoring exemplary performance. Please join me in congratulating the winners of the 2010 Home Care Marketing Awards.”

Sales/Marketing Manager of the Year: Joseph P. Mooney, Executive Vice-President Sales & Marketing and Owner of Residential Home Health

Joe Mooney has led Residential Home Health’s sales and marketing team of 30 professionals across the company’s operation in Michigan and Illinois since 2004. Under Joe’s leadership, Residential has averaged a 40+% compound annual growth rate in referrals. Furthermore, total sales and marketing expenditures are very cost effective at approximately 8% of revenues.

There is no hiding on Joe’s team; twice daily he sends out a referral log that reports to everyone on the sales team who generated referrals. According to David Curtis, President, “Joe has established a sales culture that is uncompromisingly ethical, urgently responsive to referral source needs, and performance driven.”

Joe’s team is fiercely loyal to him and Residential because they recognize that he is uniquely committed to the success of everyone on his team. Joe’s team knows that Joe wants them to be successful and exceed the goals they set for themselves.

Team Member Testimonial: “I have never worked for a man who leads by example better than Joe Mooney. He is a role model beyond the office. He strives for perfection, while leading those below him in a respectful, well though manner. As I continue to develop professionally, I continue to ask myself – How would Joe handle this situation? I am honored to know Joe Mooney and I am proud to work for him.”

Company of the Year: Alternate Solutions Healthcare Systems, David Ganzsarto and Tessie Ganzsarto President and CEO

Headquartered in Kettering, OH, Alternate Solutions Healthcare System, Inc. (ASH) is a leading provider of high-quality, multi-disciplinary home healthcare services to the elderly throughout the greater Dayton, Cincinnati and Columbus areas. ASH provides coordinated home healthcare services to seniors to help them age with grace and dignity in their own homes. Innovation and focus on continuous improvement in patient care has been ASH’s passion since inception. In addition to more traditional approaches to home health care, ASH has been responsive to its referring physicians and developed a number of disease-specific programs to address high cost or high morbidity diseases and afflictions, primarily of the elderly.

The ASH commitment to excellence is demonstrated in their outcomes and revenue growth. The company’s revenue has grown 220% since 2004, while maintaining margins that not only exceed the benchmark national averages, but exceed the top third benchmarks as well. According to Medicare.gov, the ASH outcome scores are also significantly above both state and national averages for both the Dayton and Cincinnati offices. Finally, ASH has accumulated numerous awards in recognition of their achievements, including: 2009 Home Care Elite Award (top 1% of agencies nationally), 2010 Best Employers in Ohio Award, 2010 Dayton Business Journal Best Places to Work, 2010 Inc 500 and 2010 Winning Workplaces finalist.

Referral Source Testimonial: “Alternate Solutions makes a difference in every life they touch. Whether it’s the stress of a client of the life of a patient, Alternate Solutions is always there to help! You will never find a team of people working so hard to make people happy. They really do care about all of their clients.”

Vendor of the Year: Homecare Homebase, April Anthony, CEO

Homecare Homebase provides agency automation software to home care and hospice agencies across the country. With a mission to be 100% dedicated to the success of their clients, Homecare Homebase consistently invests all R&D dollars into enhancements and improved functionality. By providing tools that deliver, staying dedicated to the industry, and continuously focusing on product improvement, Homecare Homebase reports that they have a 100% “reference-able” customer base. In fact, their awards application was accompanied by several exceptional letters of recommendation from leading providers across the country:

“In the last five years, we have not only grown together, but we have become partners in every sense of the word. Homecare Homebase is more than our software vendor; they are a trusted partner in our business and help us achieve our mission of providing high quality, diverse home health and hospice services across all of our 26 branches.” – Susan Freeman, Alacare Home Health & Hospice.

“The Homecare Homebase sense of customer service permeates the company, as evidenced in encounters with everyone from customer support to the CEO. In addition, the knowledge base present in their employees inspires confidence.” – Rick Griffin, President & CEO, CareSouth Homecare Professionals.

As illustrated by the above quotes, Homecare Homebase partners with clients to help support and grow with them. According to April Anthony, CEO, Homecare Homebase, “Our customers are not just companies who ‘purchase our product,’ but are partners in the continued development of an outstanding software tool that improves the clinical, financial and operational effectiveness of this industry. Our customers’ ability to grow, and grow quickly, is something we promise to each and every agency that joins our team and they have our full commitment to ensure that happens.”

ABOUT HEATHER L. ROONEY STRATEGY AND MARKETING

With an innate ability to forecast future trends, Heather L. Rooney Strategy and Marketing is among the most respected providers of marketing and growth strategy in the home care industry. Clients work directly with the firm’s Founder and CEO – Heather Rooney. Recognized for her innovation, inspiration, empathy and execution, Heather offers an exceptional track record built upon a foundation of highly satisfied clients. From coaching CEOs to strategic planning, sales force development to graphic design and marketing plan implementation, our firm approaches each client engagement with enthusiasm and tenacity. We inspire change, deliver practical guidance, and help organizations execute through a special combination of motivation, empowerment and accountability. Immediately upon initiating your work with us, you will realize that our award-winning firm is in a class by itself. www.HeatherRooney.com

A New Name!

Heather Rooney — Tue, 30 Mar 2010 20:10:54 +0000

Dear Friends,

With the arrival of 2010, I am now celebrating my 5^th year in business. It was 5 years ago that I sat in Starbucks for two weeks and wrote about the future of my dreams. Intuitively, I allowed my ideas and ideals to flow from my fingertips. I evaluated my success obstacles, locked down a concrete vision, and developed a brand promise that felt in line with my goals. Then, a calm sense of certainly emerged inside of me, and I jumped into the big unknown. That was the day I started H2 Marketing and Vision-Driven Strategy™ was born.

Since that time, life has taken so many twists and turns. I am both amazed and humbled at the way that things have unfolded over the last 5 years: a business that expanded beyond my wildest dreams, a new baby (who is now 18 months old), the loss of my dad, and so much more. The last 5 years have been transformative for me, and it is with that in mind that I am writing you today.

I just completed my own Vision-Driven Strategy for the next 18 months. As I delved into my brand, I realized that my company name did not suit me any longer. My experiences over the last 5 years have changed me – I believe for the better. It has expanded my capacity for empathy, innovation, and insight. It has made me more inclined to share my humanity with others so that I may inspire them to do the same. It has helped me to deepen my relationships with clients and colleagues; friendships that I cherish every day.

After a great deal of reflection, a new calm sense of certainty has emerged inside of me once again. Today, I am pleased to announce that I am changing the name of my company – H2 Marketing is now Heather L. Rooney Strategy and Marketing. My firm has always been a reflection of me in every way. Clients work directly with me; they aren’t handed off to an associate. People have my direct dial contact information, a rarity in today’s information age. I approach each engagement with genuine excitement and pure tenacity as we strive to manifest growth.

My own personal transformation has been a process that occurred on the inside. Now, it is time to reflect this evolution on the outside and bring my brand more directly in line with the promises that clients have come to know so well. Using my own strategic processes to define my brand, I leveraged the power of the Shiver Effect (see below) to capture the essence of my firm. My new brand driver is near and dear to my heart: Empathy. Innovation. Execution. The content that describes my business is more reflective of my spirit and style. Graphically, you will notice that my logo has changed, but the general design remains the same, as I believe that it continues to reflect my structured yet intuitive approach to business.

You will note that I now have a new website address: www.HeatherRooney.com. My phone number stays the same (206.355.6278), but my email address will be HLR@HeatherRooney.com from this point forward.

Most importantly, I want to say THANK YOU to all of my friends, clients and colleagues. You have helped me to grow so much over this last 5 years. Words cannot express my gratitude.

The Shiver Effect™

Heather Rooney — Tue, 30 Mar 2010 19:39:39 +0000

Have you ever felt the Shiver Effect? Maybe you have, but you didn’t recognize it when it happened. It is the moment that your hair stands up on end, goose-bumps spread across your arms and you feel a slight shiver. You aren’t experiencing a shiver because you are cold; rather your body is telling you that have come into contact with something genuine, authentic and real.

As an illustration, let me give an example from popular culture. In 2009, an unknown and awkward looking woman ventured bravely onto the stage of Brittan’s Got Talent. Most people were expecting disaster. Then, she opened her mouth, and the voice of an angel emerged from this most unassuming candidate. It was like her very heart was singing, as her unique sound swept across the live audience and the millions of people watching. Do you want to see it again? Here is a link to the performance: http://www.youtube.com/watch?v=RxPZh4AnWyk

Perhaps you can remember the moment that you first heard Susan Boyle sing. Did you get the chills? Do you feel a shiver now recalling that day? Did you feel it when you watched the YouTube video above? I certainly did. Her performance was powerful, and it produced dramatic results. Just a short time after her television debut, she launched her album. The following is an excerpt from an article on CNN.com:

“Susan Boyle’s dreams continue to come true. Boyle’s “I Dreamed a Dream” album is on top of the Billboard 200 albums chart with 701,000 copies sold in its first week… ‘This is a big deal considering some of the superstar acts that came out this year that couldn’t get to that number,’ said Billboard’s director of charts Silvio Pietroluongo. Boyle, a 48-year-old churchgoing celebrity who lives in a modest government-owned home in Scotland with her pet cat, captured the world’s attention and hearts eight months ago when she performed on the British talent competition. Now Boyle is competing against two “American Idols” for sales this holiday season. And, when it comes to album sales, Boyle is even fiercer than Rihanna, whose fourth album, “Rated R,” is in the No. 4 slot on the charts with 181,000 albums sold during the first week.”

If ever there was a perfect demonstration of the Shiver Effect, it is Susan Boyle. Look at the power of an authentic brand; the results that one can achieve when the real heart of a person shines through and touches us beyond the surface.

I coined the term Shiver Effect shortly after founding my business. As I worked with home care and hospice providers, there was one common theme – everyone was trying to achieve competitive differentiation, and they were looking for a way to resonate with their targeted audiences. As we worked together on a series of branding exercises, I found that providers often said the same thing: “We deliver compassionate care,” or “We are patient-centered,” or “We are committed to quality care.” Over time, it became clear that these statements are just “catch-all” phrases to describe something so much deeper.

Because it is often difficult to touch people beyond the surface, providers ended up relying on summary phrases to describe their services. The problem is that everyone uses these statements, and it has become noise in our industry. Everyone says that they deliver compassionate care. That is like saying “I have two arms and two legs. I am a human being.” Ok, so you have two arms and two legs, what makes you different?

This is the question that we must all address if we are to attain the level of market penetration that we desire. We work in an industry where referral sources are beginning to commoditize home care. It is up to us to demonstrate how we are different from all of the other agencies in the community. It is up to us to dig beyond the word “compassion” to capture the very heart of what we are trying to communicate. When you have hit the nut of it, you will feel shivers…and that is the Shiver Effect.

Allow me to give you an example – A few years ago, I helped to launch a private duty business here in Seattle/Bellevue. The gentleman was starting from scratch and had a tremendous vision for his company. As I wrote his marketing collateral, I enjoyed discussing the heart of his business grounded in exceptional service, compassion, and care.

Last fall, when my dad was facing the end of his life, we realized that he was in need of a live-in caregiver. Immediately, I called my friend and former client for help. Within minutes, he was on the case. I felt so cared for, and like I had an advocate working to help me and my family in our time of need. It was amazing to experience first-hand the exceptional service that we had discussed a couple of years before.

Then, the Shiver Effect happened to me in a very personal way.

On the day my dad died, there was a new caregiver in the house. She worked hand in hand with the hospice team as they provided amazing care to my dad and the entire family. After he passed, and everyone had said goodbye, it was time to prepare his remains for transport to the funeral home. Emily went to dad’s bedroom and offered to help. A short time later, he was wheeled out and the family had one last chance to part ways. At that moment, her incredible action became clear – she had tenderly wrapped his body in the custom blanket that friends had made for him. It was a woven blanked with the picture of Big Mike (dad) kissing his one and only grandbaby, my daughter Caitlyn. She was his heart, and Emily knew that. His body was literally enveloped in the love that he had for his grand-daughter, and the love she had for him. Emily knew exactly what to do, and how to be on that day. Later, we learned that she had lost her own baby just a few months before. She was giving us the gifts that she knew we needed, because she had been there before.

This is compassion – and it is something that we do every day in home care and hospice. It is more than just a word; it is a feeling. And as I am writing this, I feel shivers up and down. This is the Shiver Effect. This is what I now think of when I use the word compassion.

If you want to grow, you must help your audiences experience the Shiver Effect. They need to feel the heart and soul of your organization. It must be real, genuine and authentic. It must touch people and resonate deeply inside of them.

How do you get started?

It’s simple…gather together a group of people and brainstorm the words that describe your agency. Let the words flow without criticism or judgment. Be creative! There will be 50, 100, 200 words that emerge from your team. After you get it all out there and can’t think of another single word, it is time to dig deeper. Ask your team to pick 10 words that resonate most, and then discuss real life experiences that illustrate these words over the last few months. For example, many agencies choose the word compassion. Have your nurses or caregivers offer examples of compassion from their recent visits. Ask them to tell their stories and make it real. When they do, everyone will feel the shivers because we connect on a human level. While there is more to branding, this is an essential place to start as it is the first step toward manifesting the power of the Shiver Effect.