Everyone has had the miserable experience of waiting in a doctor's
office for hours, to the point we have all come to expect it. You know
the drill, sit in an ugly, sterile waiting room for an hour before you
wait in an exam room for another hour where you shuffle through a stack
of five year old magazines. God forbid you ask the unfriendly staff
member why it is taking so long, for fear they may make you wait longer,
or, more than likely you will get that blank stare, which is to say,
"So what's the problem, everyone has to wait a couple hours to see a
doctor?" Probably like me, you have thought or even said out loud, "If
I ever get in the medical business I am going to change this."
That uncomfortable scenario is exactly what we are trying to avoid at LSI. Here, we talk about ways to improve service at LSI every day. My passion for helping everyone who walks through the doors of LSI was magnified with my wife's breast cancer diagnosis. The news of her cancer devastated our family. She was our rock and the model of health and consistency. No one deserves cancer, but she deserves it less than anyone I know. She is a beautiful, caring human being, but, thanks to Dr. John Cox and Dr. Rand Altomes, she is a breast cancer survivor. Though it is a continuous battle, the care, positive attitude, and service from the medical team helps to alleviate both the physical and emotional pain that patients and their families experience during these difficult times.
Through this experience, I have always wanted her to receive the best care and service that could be provided. I did not want her to experience any pain. I wanted maximum display of sympathy, quick responses, very tactful delivery of bad news, uplifting encouragement, and a miracle outcome. I wanted it all! And, while I was going through this with her, I had an epiphany. While I feel like I have always been committed to good service, I had never been able to clearly articulate my vision for good service. I've always asked our staff to go Above and Beyond the call of duty and to provide an experience that is unique in the medical industry, with amenities like complimentary breakfast, lunch, and shuttle service to airports and pharmacies. But, through this experience with my wife, my vision for good service became clearer, and I am better able to describe it to my staff. The philosophy that I encourage my staff to adopt is simple, but profound- treat everyone who comes through the doors of LSI like they are your family, like your sick mother, or child, or in my case, my wife.
With this in mind, I also realized that the first step to excellent service is the selection of caring employees. After careful selection, we screen, test and train staff to share and achieve our service goals. In addition, we provide them with all the necessary tools to give great service. As part of this incentive, we recently created the CEO Service Awards, which gives recognition and cash bonuses to employees who consistently go above and beyond the call of duty. We have doubled our commitment to provide the best service in the medical industry. It is my passion, my commitment, and LSI's core principle.
That uncomfortable scenario is exactly what we are trying to avoid at LSI. Here, we talk about ways to improve service at LSI every day. My passion for helping everyone who walks through the doors of LSI was magnified with my wife's breast cancer diagnosis. The news of her cancer devastated our family. She was our rock and the model of health and consistency. No one deserves cancer, but she deserves it less than anyone I know. She is a beautiful, caring human being, but, thanks to Dr. John Cox and Dr. Rand Altomes, she is a breast cancer survivor. Though it is a continuous battle, the care, positive attitude, and service from the medical team helps to alleviate both the physical and emotional pain that patients and their families experience during these difficult times.
Through this experience, I have always wanted her to receive the best care and service that could be provided. I did not want her to experience any pain. I wanted maximum display of sympathy, quick responses, very tactful delivery of bad news, uplifting encouragement, and a miracle outcome. I wanted it all! And, while I was going through this with her, I had an epiphany. While I feel like I have always been committed to good service, I had never been able to clearly articulate my vision for good service. I've always asked our staff to go Above and Beyond the call of duty and to provide an experience that is unique in the medical industry, with amenities like complimentary breakfast, lunch, and shuttle service to airports and pharmacies. But, through this experience with my wife, my vision for good service became clearer, and I am better able to describe it to my staff. The philosophy that I encourage my staff to adopt is simple, but profound- treat everyone who comes through the doors of LSI like they are your family, like your sick mother, or child, or in my case, my wife.
With this in mind, I also realized that the first step to excellent service is the selection of caring employees. After careful selection, we screen, test and train staff to share and achieve our service goals. In addition, we provide them with all the necessary tools to give great service. As part of this incentive, we recently created the CEO Service Awards, which gives recognition and cash bonuses to employees who consistently go above and beyond the call of duty. We have doubled our commitment to provide the best service in the medical industry. It is my passion, my commitment, and LSI's core principle.




