4 Critical Phone Scripts You Must Matter  Schedule More (Practice Mastery 6)

Chapter 1 – Master Your Phone Script. Get Them Scheduled.

We can have the best marketing in the world, route our calls to a human, or even an AI agent, and still lose patients if we don’t convert the conversation into a scheduled appointment.

Let me say the point one more time, because everything in this training hangs on it:

THE BEST PHONE CALL IS THE ONE THAT GETS THEM SCHEDULED.

Having a phone script makes this easier. Know what to say and why.
Being polite is important. Being respectful is mandatory. But everything else is fluff if we don’t end with an appointment.

The reason conversions are low in most practices is simple: the call becomes a Q&A, and the patient stays in control. When the patient stays in control, the call has pauses. Those pauses feel awkward. And awkwardness creates the safest exit line in healthcare:

“I’m going to check my schedule. I’ll call you back.”

That’s not interest. That’s an escape.

The national average call – polite, but fails to schedule. 

Pay attention to the script. This is an example of how we think politeness is good. This is a bad phone script and reflects the national standard. 

Front Desk: “Hello, welcome to River Lane Ophthalmology. How can I help you?”
Caller: “Do you guys see kids?”
Front Desk: “Yes.”
Caller: “Do you take Medicaid?”
Front Desk: “Yes, we do.”
Caller: “Are you guys open on Saturdays?”
Front Desk: “Unfortunately, we aren’t.”
Caller: “Okay… and how much is pterygium surgery?”
Front Desk: “Oh, let me look. I have to pull that up. I’m not really sure… maybe around $1,000.”
Caller: “Okay.”

This is “normal.” And it’s terrible. Why? Because every answer ends the conversation. The patient is forced to carry the call, and most patients don’t. The conversation will end and you won’t schedule the patient

The high-conversion version (same patient, different outcome)

This is an example of a high conversion phone script. Pay attention in bold on how driving the conversation leads to a better flow and scheduling. 

Front Desk: “Thank you for calling Atlanta Eye. How can I help you?”
Caller: “Do you see kids?”
Front Desk: “Yes, we do see kids. Do you have any kids?”
Caller: “Yes.”
Front Desk: “How many kids do you have?”
Caller: “Three.”
Front Desk: “How old are they?”
Caller: “Six, twelve, and eleven.”
Front Desk: “Okay, and I’m assuming we’ve never seen you before in our practice, is that correct?”
Caller: “Correct.”
Front Desk: “Are you calling because one of them has an emergency, or are you calling to schedule a checkup?”
Caller: “Checku.”
Front Desk: “Perfect. To get that scheduled, I need some information first. Is that okay?”
Caller: “Sure.”

The shift is subtle but powerful: we answer, then immediately flip the question and take control. 

Chapter 2 — The Phone Script Formula 

The best calls are not the friendliest calls. They’re the most structured calls.

Here’s the formula that drives scheduled rate:

CONTROL → QUESTION → QUESTION → QUESTION → CLOSE

CONTROL: flip the question
QUESTION: ask about the question
QUESTION: first time in office?
QUESTION: checkup or emergency?
CLOSE: “To get this scheduled, I need some information first. Is that okay?”

There are two most common call types: Let’s apply the formula to them and see how it works

1. new patient routine
2. new patient emergency (same formula, brief detour)

Using the Phone Script and Formula for a New Patient Annual Exam

Here is an example of a poor converting phone call. 

Caller: “Do you take Medicare?”
Front Desk: “Yes.”
(pause)
Caller: “Okay… are you open Saturday?”
Front Desk: “No.”
(pause)
Caller: “Okay thanks.”

Every answer ends the conversation. Each pause forces the patient to decide what to do next, and most patients choose escape over commitment. Nothing felt wrong, which is why this failure is invisible.

CORRECT / ROUTINE CALL (formula)

Front Desk: “Thank you for calling Atlanta Eye. How can I help you?”
Caller: “Do you take Medicare?”
Front Desk: “We do. Is that the insurance you have?” (control taken)
Caller: “Yes.”
Front Desk: “Perfect. I’m assuming we’ve never seen you before, is that correct?” (this is a question to steer the patient)
Caller: “Correct.”
Front Desk: “And how did you hear about us?”  (this is a question to steer the patient)Caller: “Google.”
Front Desk: “Perfect. Are you calling because you have an emergency, or to schedule a checkup?: (this is a or question again you are in control)
Caller: “Checkup.”
Front Desk: “Perfect. To get that scheduled, I need some information first. Is that okay?”

The receptionist answers the question and immediately takes control. We will go over the formula in a bit, but here’s the thing, YOU lead the phone call.  The patient never has to think or decide; they only respond. By the time scheduling is mentioned, the patient is already mentally committed.

Using the Phone Script and Formula for a New Patient EMERGENCY 

Emergency calls are a detour, not a different system. We do quick triage so the patient commits to the problem out loud, then we close the exact same way.

CORRECT / EMERGENCY CALL (formula + detour)

Front Desk: “Thank you for calling Atlanta Eye.. How can I help you?”
Caller: “Do you take Medicare?”
Front Desk: “We do. Is that the insurance you have?” (control with a question)
Caller: “Yes.”
Front Desk: “Perfect. I’m assuming we’ve never seen you before, is that correct?” (question)
Caller: “Correct.”
Front Desk: “And how did you hear about us?” (question)
Caller: “Google.”
Front Desk: “Perfect. Are you calling because you have an emergency, or to schedule a checkup?” (question)
Caller: “Emergency. I have had a stye for a week””
Front Desk: “Okay, I’m going to ask you a few quick questions .Where is it located—upper left or lower right?” (detour + triage)
Caller: “Upper right.”
Front Desk: “So its been about 7 days? ” (onset))
Caller: “Yes.”
Front Desk: “Is it tender to touch?” ( characteristics)”
Caller: “Yes.”
Front Desk: “Does pushing on it aggravate it?: ( aggervating)
Caller: “Definitely.”
Front Desk: “Is the pain constant?” (LOCA Timing ES)
Caller: “Yes.”
Front Desk: “Okay. So it’s about 7 days, it’s tender to touch and the pain is constant worse. We need to see you as soon as possible . But to get that scheduled, I need some information first. Is that okay?”
Caller: “Sure.”

Key Points for “S Tier Phone Scripts for New Patient Emergencies

#1 Have the Patient Convince Themselves:

 The questions force the patient to verbalize severity and time progression. The phrase “so it’s already been a day ”reframes the issue as worsening, not optional. Scheduling feels like relief, not pressure. This is not medical triage. This is psychological commitment engineering. That distinction matters. The front desk is not diagnosing. They are not reassuring.They are not minimizing. They are guiding the patient to say out loud that something is wrong — repeatedly — and then anchoring it in time.

#2 Keep It Simple The Questions Are Binary, Simple, Non-Technical and Easy on Purpose

Try to stick to the LOCATES method and also try to keep it yes no, and you really only need to hit 3-4 

• Location: is it the right or left eye
• Onset: how many days ago did it start
• Characteristics: does it hurt? 
• Alleviate/Aggrevating: is it tender to touch? Does blinking make it worse? 
• Timing: is the pain constant?
• Environmental
• Severity: on a scale of 1 to 10 

Why Keep It Simple? Because easy questions create rapid agreement.The patient isn’t thinking. They’re responding. Each “yes” is a small psychological step forward.By the fifth or sixth question, the patient has verbally committed to multiple symptoms — in their own words.

#3 Assist the Patient Along The Journey. Guide the Patient into Identifying the Urgency. Have Them Talk Themselves Into It

This is the most important insight. At no point does the front desk say:

• “This sounds serious”
• “That could be dangerous”
• “You really need to come in”

Instead, the patient says:

• “Yes, touching hurts”
• “Yes, blinking hurts”

People are far more likely to act on conclusions they reach themselves than conclusions imposed on them.This is why this works without sounding salesy or dramatic.

#4“How Long Has This Been Going On?” Is the Pivot Point

This question changes everything. Pain without time feels optional.Pain with time feels progressive.

When the patient answers: “Since yesterday.” The situation shifts from: “I have pain” to: “I’ve had pain for a while and it hasn’t gone away.” This is where commitment deepens.

#5 Phone Scripts Pearl Try “So It’s Already Been 7 Day?” 

This line is extremely intentional. This is NOT casual language.“So it’s already been a day.” That single sentence does three things at once:

1. Anchors time It makes the duration feel longer than the patient initially framed it.
2. Implies progression “Already” subtly suggests that waiting longer is not neutral.
3. Validates concern without exaggeration There’s no fear, no panic, just recognition.

This is the “oh wow” moment. Internally, the patient thinks:“Yeah… it has been 7 days. And it’s not better.” That thought is far more powerful than anything the office could say.

#6 Now Finishing With  “We Need to See You as Soon as Possible” seems obvious

Because of everything that came before, this line does not feel like persuasion. It feels like a conclusion. If this line were said at the beginning of the call, it would feel pushy. Here, it feels inevitable.

#7 Close the Call. Get them Scheduled. 

 The Close Works Because the Decision Is Already Made “But to get this scheduled, I need some information first. Is that okay? At this point:

• The patient has admitted pain
• They’ve admitted duration
• They’ve agreed it hasn’t resolved
• They’ve accepted urgency

Saying “no” now would require reversing their own logic. That’s why the close is so effective. The front desk didn’t convince them. The patient convinced themselves.

Why This Leads to Better Show Rates (Not Just Scheduling)

This script doesn’t just get appointments scheduled — it gets them kept. Because when the patient shows up, they remember:

• they described their pain
• they acknowledged how long it lasted
• they agreed it was important to be seen

They are far less likely to cancel or no-show, because canceling now means contradicting their own words

What This Is Not

This is not:

• emotional manipulation
• fear-based selling
• over-diagnosis
• medical advice

It is structured conversation that removes ambiguity. And ambiguity is the enemy of action.

The Big Takeaway for the Team

When you structure emergency questions this way:

• You don’t need to push
• You don’t need to scare
• You don’t need to oversell

You let the patient walk themselves into the decision.

And once someone commits verbally to a problem, scheduling is no longer a sales action.

It’s a service.

That’s why this script works — and why it must be followed exactly.

Chapter 3- Office Policies: What They Are and Why They Affect Calls

Policies are the realities of how we operate. They determine whether conversion is easy, hard, or impossible.

Policies that matter on phones:

• price (especially private pay)
• hours (Saturday/evenings)
• capacity (how far booked out we are)
• age acceptance
• insurance (in-network vs out-of-network)
• “price shopper” behavior

Each one changes how we handle the call — and each section below includes the transcript-style fake call.

Policy Challenge: Price

Situation 1: Self Pay, First Visit

For self pay, conversion changes dramatically around the first-visit price. Under ~$100 schedules far more often. Over $100 dollar patients often bail. So how do you get the patient to come in? 

BAD / PRICE ANSWER

Caller: “How much is a new patient exam, x-rays, and cleaning?”
Front Desk: “It’s $435.”
Caller: “Okay… thanks.”

CORRECT / PRICE POLICY (coupon concept)

Caller: “How much is a new patient exam, x-rays, and cleaning?”
Front Desk: “For patients without insurance, we do have a new-patient special available on our website. To get you scheduled, I just need a little information first. Is that okay?”

​​Deep Dive: Private Pay Pricing, the $100 Cliff, and the Coupon “Loophole”

This is one of the most important concepts in the entire phone training, and it’s where most practices either lose private-pay patients… or accidentally break the law.

So we need to be very clear about three things:

1. How patients actually behave
2. What the law allows
3. How the coupon solves both problems

The Behavioral Reality: The $100 Cliff

When a private-pay or self-pay patient calls and asks: “How much is a new patient exam, x-rays, and cleaning? Their behavior changes dramatically based on the number they hear. What was shown very clearly in historical data for self pay is

• Under ~$100 → many more patients schedule
• Over ~$100 → a large percentage hesitate, stall, or disappear

This is not about whether the care is worth it. This is about psychological friction at the first visit. Private-pay patients are testing the water. They are deciding whether to take the first step.

Once they’re in the door, case acceptance is a different conversation. But the first visit price is a gate.

Why the “Honest” Answer Kills Conversion

Here’s what most offices do, because it feels honest and straightforward.

BAD / PRICE ANSWER

Caller: “How much is a new patient exam, x-rays, and cleaning?”
Front Desk: “It’s $435.”
Caller: “Okay… thanks.”

This answer is technically correct. It is also a conversion killer. The number is high relative to the first step. There is no momentum, no transition, no control. The patient now has to emotionally justify spending $435 before they’ve met the doctor

Most don’t. They don’t argue. They don’t complain. They just leave.

Why You Can’t Just Charge Self-Pay Less

This is where the legal issue comes in, and it’s critical the team understands this. You cannot simply say:

• “Self-pay patients pay $98”
• “Insurance patients get billed $435”

Why? Because when you submit an insurance claim, the insurer asks: “What are your usual and customary fees?”

Legally, your “usual fee” is what you charge an uninsured patient. If you routinely charge uninsured patients $98, but tell insurance your fee is $435, that is misrepresentation and that is insurance fraud.

This is true whether you are in-network or out-of-network. This is why most practices feel stuck: With a High price → low conversion, but with a Low price → legal risk

The Coupon: Why It Works (and Why It’s Legal)

The coupon is not a gimmick. It is a legal mechanism. Here’s the rule that makes it work:

You are allowed to offer a discount as long as everyone has access to it, and you honor it whenever it is presented. That’s it. What “everyone has access” actually means

• The coupon is publicly available (e.g., on the website)
• Any patient — insured or uninsured — could use it
• You are not selectively hiding it from insurance patients

What “honor it when presented” means

• If a patient presents the coupon, you must apply it
• If they do not present it, you do not have to apply it

That’s the entire legal framework.

What Happens in the Real World (This Is Key). Here’s the part that surprises people  and why this works so well. Almost no insurance patients bring the coupon. They assume insurance covers the visit. Private-pay patients, on the other hand, do care about first-visit cost  so they use it.

So operationally:

• Self-pay patient shows up → coupon applied → lower first-visit price
• Insurance patient shows up → no coupon presented → standard UCR billed

And when you’re audited, the insurer checks two things:

1. Was the coupon publicly available to everyone?
2. Did you honor it whenever it was presented?

If yes to both, you’re compliant.

How This Shows Up on the Phone Script

Now let’s look at how this is handled on the phone, because this is where conversion is won or lost.

CORRECT / PRICE POLICY (COUPON CONCEPT)

Caller: “How much is a new patient exam, x-rays, and cleaning?”
Front Desk: “For patients without insurance, we do have a new-patient special available on our website. To get you scheduled, I just need a little information first. Is that okay?”  (coupon tip followed by question)

This response does several important things at once:

1. Avoids price shock You don’t lead with $435, which kills momentum.
2. Keeps the conversation moving forward. The question is immediately flipped back to scheduling.
3. References the coupon without debating it. No explanation. No justification. Just availability.
4. Preserves legality The discount exists, is public, and is applied correctly.

The patient doesn’t need a lecture on billing law. They need a path forward.

Why This Dramatically Improves Conversion

This works because it aligns human behavior with legal reality.

From the patient’s perspective:

• “Okay, there’s a lower-cost way to get started”
• “I don’t have to decide everything right now”
• “I just need to come in once”

From the practice’s perspective:

• Conversion goes up
• Compliance is maintained
• First-visit friction is reduced

This is not about “discounting care.” This is about lowering the barrier to entry. Once the patient is in the chair, trust, value, and case acceptance take over.

The Big Takeaway for the Team for Self Pay

This is not optional knowledge. If you quote the full self pay price to every self-pay caller, you will lose them. If you charge uninsured less without a public coupon, you risk fraud. The coupon is the bridge between: how patients behave and what the law allows

Handled correctly, it is one of the highest-leverage phone policies in the entire practice.

And on the phone, the rule is simple: 

1. Don’t debate price. 
2. Don’t explain law. 
3. Don’t stall.
4. Acknowledge the option
5. flip the question, and move toward scheduling.

That’s how private-pay patients actually get through the door.

Policy Challenge:  Hours: Saturday vs Evening

BAD / SATURDAY CALL

Caller: “Are you open on Saturdays?”
Front Desk: “No.”
(call dies)

CORRECT / SAVE ONCE

Caller: “Are you open on Saturdays?”
Front Desk: “We’re not open on Saturdays, but we are open after work on Wednesdays and Thursdays. Would an evening appointment work for you?”
Caller: “Yes.”
Front Desk: “Perfect. I’m assuming we’ve never seen you before, is that correct? …”

If they say no:

Front Desk: “Okay. I understand. If your schedule ever changes, please call us back. We’d love to see you.”

What the Bad Call Gets Wrong

The “No” answer feels honest, efficient, and respectful. It is also catastrophic for conversion. Why?

Because the call ends at the exact moment the patient is still engaged. The patient didn’t call to be told “no.” They called to see if there was any path forward. When the answer is a flat “no,” the practice has effectively said:

“There is no solution here.”

Even if the practice could see the patient at another time, that option was never offered.

This is not a scheduling problem. This is a failure to attempt.

Why the “Save Once” Script Works

The correct response does three very specific things.

1. It Acknowledges the Policy Without Arguing It → “We’re not open on Saturdays…”

There is no apology. No justification. No over-explaining. The policy is stated clearly and confidently. This matters because uncertainty in the voice signals weakness. Patients trust confident boundaries more than apologetic ones.

2. It Immediately Offers the Only Possible Save → “…but we are open after work on Wednesdays and Thursdays.”

This reframes the conversation from: “We can’t help you” to: “Here’s the alternative”

This is critical. The patient’s real need is not Saturday. The real need is not missing work or school. Evenings solve the underlying problem.

3. It Forces a Binary Decision → “Would an evening appointment work for you?”

This is not open-ended. It is not “let me know.” It is not “what works for you.” It is a yes/no gate.

At this moment, one of two things happens:

• If they say yes, the call is immediately saved and flows back into the normal intake script.
• If they say no, the call is not salvageable.

And that clarity is the point.

Why You Do Not Keep Trying After “No”

This is where most teams sabotage themselves. They think being helpful means continuing to talk. It doesn’t. If the patient says → “No, evenings don’t work.”

That means:

• their availability truly conflicts with your hours
• the policy cannot be changed
• no amount of talking will create Saturday

At that point, staying on the phone does nothing except:

• waste staff time
• block another inbound call
• increase frustration on both sides

This is why the lecturer is blunt:

“Why would I stay on? I can’t create a Saturday. Every moment I stay on the phone is now a lost moment to answer a different call.”

That line is not rude. It is operational discipline.

Why the Exit Script Is Important

“Okay. I understand. If your schedule ever changes, please call us back. We’d love to see you.”

This exit does three things:

1. Preserves dignity – The patient doesn’t feel rejected or dismissed.
2. Leaves the door open – Schedules change. Life changes. This invites future contact.
3. Ends the call cleanly – No lingering. No awkward silence. No wasted time.

A clean exit is just as important as a clean close.

The Bigger Lesson About Hours and Availability

This example is not really about Saturdays. It’s about availability as a growth lever. The beauty of learning from dentistry is that they did the home work for us. Here is what they learned. 

• Opening earlier (7am) helps existing patients
• Opening earlier does not meaningfully increase new patient conversion
• Opening later (after work) dramatically increases conversion

Almost no one calls and says: “My mouth only works from 7–8am.”

Many people call and say: “I can’t miss work.”

Evenings solve that. That’s why the “save once” script always offers evenings, not mornings.

Why Late Hours Don’t Mean Burnout (Leadership Perspective)

This is where leadership has to think creatively. Late hours do not automatically mean: longer weeks, more exhaustion, worse lifestyle

They can mean:

• Longer days, fewer days: Work three or four longer days (e.g., 7am–7pm) instead of five shorter days, creating more availability for patients while gaining extra full days off.
• Rotating coverage: One team or provider works late on certain days while another covers earlier hours, so evening access exists without everyone staying late.
• Compressed schedules: Concentrate clinical hours into fewer days (e.g., Monday–Wednesday extended hours), leaving the rest of the week free.
• One-week-on / one-week-off: Providers alternate weeks of extended-hour coverage, giving patients broad access while allowing full recovery weeks.

These models increase access without increasing total work, which is why late hours don’t have to mean burnout. But none of that matters if the front desk doesn’t attempt the save.

Here’s the hard truth: behavior doesn’t change because we trained once. Behavior changes only when there is pain and accountability.

The rollout:

• Start with data (missed calls, conversion rate) and leadership owns it
• Train the formula and post a cheat sheet at every phone
• Go live and reinforce daily in huddles
• Daily: pull calls and review 1:1
• Weekly: play the best and worst calls as a group
• Long-term: use scoring/AI to monitor adherence

And to prove how common bad phone performance is, calling multiple offices showed recurring failure modes:

• long time to pick up (abandoned calls)
• broken phone numbers / routing
• staff give a price but never close to schedule
• staff answer questions but have no strategy
• some offices don’t even accept kids and don’t attempt to save the call

Most practices don’t lose patients loudly. They lose them politely.

Policy Challenge: Capacity: Booked Out More Than 2 Weeks

This is a policy problem that kills conversion even when staff do everything right.

BAD / CAPACITY RESPONSE

Caller: “I’d like to schedule.”
Front Desk: “Our first availability is three weeks out.”
Caller: “Okay… I’ll call back.”

The reality: farther than ~10.5 business days increases no-shows and reduces scheduling.

CORRECT / CAPACITY AWARENESS (script stays same, policy must change)

Front Desk: “We can get you scheduled. To get that scheduled, I need some information first. Is that okay?”

This is a challenging case because there is NOT much a phone script can do. You have to increase your availability. The goal is important get in under 2 weeks. 

Why This Example Is Still Critical to Teach

This example is not about “fixing” the call. It’s about assigning responsibility correctly.

It teaches the team:

• Don’t take these losses personally
• Don’t over-explain
• Don’t argue with reality
• Don’t think a better script will fix everything
• The front desk must follow the script, attempt to schedule, dont sabotage the call. 

And it teaches leadership:

• Phone scripts conversion is capped by access
• Phone scripts cannot compensate for lack of availability
• If we want higher conversion, we must create capacity inside two weeks
• Leadership’s job is to: create access, adjust hours, add capacity, protect the two-week window

Policy Challenge: Age Acceptance

BAD / AGE POLICY CONFLICT

Caller: “Do you see kids?”
Front Desk: “Only 8 and older.”
Caller: “Mine is 3.”
Front Desk: “Okay.”
(call dies)

CORRECT / TRY ONCE THEN EXIT

Front Desk: “We don’t see children that young here. I understand. If your situation changes, please call us back. I wish you the best of luck.”

This is a difficult one. You wont schedule this person, but you must get off so you can pick up the next call. 

Policy Challenge: Insurance: In-Network vs Out-of-Network

Key: yes, technically you can accept out-of-network insurance and submit claims — but that’s not what the patient means. They mean “are you in network?”

BAD / TECHNICALITY

Caller: “Do you take BCBS?”
Front Desk: “Yes.”
The situation. Your office accepts BCBS but you bill as an OON provider. If you say you take BCBS, you aren’t lying, but patients believe that you are IN. 

CORRECT / HONEST + ATTEMPT

Caller: “Do you take BCBS?”
Front Desk: “We are out of network, but we have many BCBS patients. We submit the claim for you and wait for payment.”

This “yes” is technically true but practically misleading. When patients ask if we “take” an insurance, they are almost always asking if we are in-network, not whether we submit claims. Answering with a simple “yes” creates a false expectation, which leads to cancellations, frustration, and distrust later in the process. The correct approach is to answer honestly, then attempt to save the call once by explaining how out-of-network claims are handled — this creates a real yes or a real no, instead of a fake yes that collapses later.

SAVE ONCE OR GET OFF.

“We’re out of network, but we submit claims and wait for payment.” If they won’t proceed, end it politely. The goal isn’t to “win every call.” The goal is to avoid wasting time on calls that cannot convert.

Policy Challenge: Price Shoppers How Much is Your Dry Eye Treatment? 

These callers are not bad leads. They often already know they need work. The problem is refusing to give a price creates fake appointments and no-shows. Your dry eye treatment may require different tiers of treatment so it can be challenging to explain at first. 

BAD / PRICE SHOPPER HANDLING

Caller: “How much is your dry eye package ?”
Front Desk: “We can’t quote fees over the phone. You need an exam.”
Caller: “Okay, schedule me.” (fake yes, but then no-show later)

CORRECT / RANGE + CONTROL

Caller: “How much is a dry eye treatment?”
Front Desk: “Depending on what is needed, it ranges from $850 to $1,250. Has an eye doctor told you that you have dry eyes?” (control)
Caller: “Yes.”
Front Desk: “How long ago?”
Caller: “A couple weeks.”
Front Desk: “We need to get you in as soon as possible. But to get that scheduled, I need some information first. Is that okay?”

Detailed Analysis: Why “Price Shoppers” Are Often Great Leads (and Why Offices Lose Them)

First: These callers are not bad leads.

A person who calls and asks, “How much is a dry eye care?” is often doing something important: they already believe they need eye care. In many cases, another eye doctor  has already diagnosed the problem, or they’re already in discomfort and trying to understand what solving it costs. That is not a tire-kicker — that is someone with intent.

The real problem is not that they asked about price.
The real problem is what happens when we refuse to answer.

Refusing to give price does not protect the practice. It creates:

• Fake appointments
• no-shows
• wasted chair time
• frustrated staff
• and a broken belief that “price shoppers are the problem”

BAD / PRICE SHOPPER HANDLING (Refusal Creates a Fake Yes)

Caller: “How much is an eye procedure?”
Front Desk: “We can’t quote fees over the phone. You need an exam.”
Caller: “Okay, schedule me.” (fake yes)
(no-show later)

This is how practices create their own no-show problem.

When the office refuses to give even a ballpark number, the patient is stuck in an uncomfortable moment:

• they still need the answer
• they don’t want conflict
• they don’t want to argue
• they don’t want to be told “you have to come in” without knowing if it’s financially possible

So they do the easiest human thing: they schedule to get off the phone.

That “yes” isn’t commitment.
That “yes” is escape.

And then what happens next is predictable: they keep shopping elsewhere until someone gives them an answer, and they end up at the office that gave them clarity — not the office that hid behind policy.

That’s why the no-show happens.
Not because they’re flaky — because we forced them into a fake decision

CORRECT / RANGE + CONTROL (Range Creates a Real Yes or a Real No)

Caller: “How much is your dry eye package?”
Front Desk: “Depending on the type, it ranges from $850 to $1,250. Has an eye doctor told you that you need a dry eye care?”
Caller: “Yes.”
Front Desk: “How long ago?”
Caller: “A couple weeks.”
Front Desk: “We need to get you in as soon as possible. But to get that scheduled, I need some information first. Is that okay?”

Why this works (in his exact logic):

1. A price range removes the hidden-needle feeling. The patient gets enough transparency to know whether this is even in the realm of possible.
2. It turns the call from “shopping” into “diagnosed patient intake.”
   The question “has a patient told you that you needed dry eye procedure?” is not small talk — it’s a control move. It separates casual curiosity from real need and immediately positions the call as a clinical next step.
3. It creates a real decision instead of a fake appointment. Once the patient hears the range, they either can proceed or they can’t. And that’s good — because a real “no” today is better than a fake “yes” that becomes a hole in our schedule later.
4. It preserves momentum and closes the same way every time. After the range, we do not pause. We immediately regain control and run the same close:“But to get that scheduled, I need some information first. Is that okay?”

What To Do If They Say The Range Is Too High?

• Front Desk: “I completely understand. If I suddenly needed an eye procedure, I don’t think I could afford it either. We’re really good about simple payment plans. Would that help?
• If no, exit cleanly:
• “I understand. If your situation changes, please call us back.”

Chapter 4 — Implementation: Making This Stick (and Proof the Market Does This Poorly)

Here’s the hard truth: behavior doesn’t change because we trained once. Behavior changes only when there is pain and accountability.

The rollout:

• Start with data (missed calls, conversion rate) and leadership owns it
• Train the formula and post a cheat sheet at every phone
• Go live and reinforce daily in huddles
• Daily: pull calls and review 1:1
• Weekly: play the best and worst calls as a group
• Long-term: use scoring/AI to monitor adherence

There are many offices who struggle with this, so it is okay to feel overwhelmed. The mistakes you should not make. 

• long time to pick up (abandoned calls)
• broken phone numbers / routing
• staff give a price but never close to schedule
• staff answer questions but have no strategy
• some offices don’t even accept kids and don’t attempt to save the call

Most practices don’t lose patients loudly. They lose them politely.

Recap of the Phone Script: The Takeaway 

• The Phone Script Pearls
  • The Formula: CONTROL → QUESTION → QUESTION → QUESTION → CLOSE
  • A good script is when you drive the Conversation.
  • A bad script is one where every answer ends the conversation
  • The only goal is to book patient 
• Specific Cases
  • New Patient – Drive the conversation
  • Emergency – have the patient convince themselves
  • Policies
    • price (especially private pay) – consider a coupon for selfpay
    • hours (Saturday/evenings) – if you arent open Saturdays, redirect to evenings. Dont stay longer. 
    • capacity (how far booked out we are) – this is a systems issue
    • age acceptance
    • insurance (in-network vs out-of-network)
    • “price shopper” behavior – give a range. Because the worst possible outcome isn’t the patient saying “no.” The worst outcome is the patient saying “yes” when they don’t mean it, then they no show. 
  • Price Shoppers – Give a range. You want quality patients. 
• When those two roles are aligned, conversion improves.
• When they aren’t, the phone will always look “bad” — even when it’s being answered correctly.