From Retail to Rehab: How "See a Need, Meet a Need" Transforms Patient Care

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This week, I have the pleasure of welcoming a guest author to share a smart perspective learned early on working in retail that applies directly to healthcare.

Cody Lee, PT, DPT, is an early career physical therapist I’ve gotten to know because of his thoughtful, value-packed outreach to me.

He has the wisdom and depth of knowledge about how healthcare works of someone who’s been in a leadership role for years. The way he practices is the way I would want to be treated and I advocate for—truly whole-person, coordinated care.

value-based or “trust based”

vs.

fee-for-service or “transactional” care

I hope you enjoy this as much as I did!

All the best,

Dana

My journey in service didn't begin in a hospital or clinic. It started at a local retail store selling clothing and outdoor gear, where I learned fundamental lessons about servant leadership that would later transform my approach to healthcare.

The store culture emphasized a powerful principle: "See a need, meet a need." This meant:

• Actively listening to understand what customers truly wanted

• Sometimes recommending they shop elsewhere if we couldn't provide the right solution

• Prioritizing their best interests over our immediate sales goals

• Building relationships based on trust rather than transactions

At first glance, this approach seemed financially counterproductive. Why send customers to competitors? But the leadership understood something profound: trust is the ultimate currency. When customers knew we genuinely wanted what was best for them even when it meant no immediate sale for us they became loyal advocates who returned again and again.

Years later as a physical therapist, I realized this retail wisdom perfectly aligns with the principles of value based care and servant leadership in healthcare:

A Real World Example: The Power of Presence and Appropriate Referral

Recently, I evaluated a patient referred for chronic right hip pain with an acute exacerbation after slipping in the shower two months prior. Within 15 minutes of our evaluation, he paused and said something that stopped me in my tracks: "I can tell that you care."

My actions to earn this trust so quickly were nothing revolutionary:

• I created space for him to tell his story without interruption

• I listened attentively to understand both his physical symptoms and his concerns

• I acknowledged the psychosocial factors (yellow flags) influencing his experience

By the end of the evaluation, my clinical impression suggested an anterior labral tear with high pain irritability. This presented a crossroads in treatment planning:

Option A (Traditional Approach): Schedule him for the standard 6-8 visits regardless of appropriateness, focusing on billable units.

Option B ("See a Need, Meet a Need"): Have an honest conversation about what PT could realistically accomplish given his condition, while simultaneously coordinating with his primary care provider about potential orthopedic referral.

I chose Option B. Through shared decision making, we established a limited two visit plan to address immediate symptoms while I contacted his physician to relay my findings. This approach:

1. Respected his time and resources

2. Acknowledged the limitations of my intervention given his condition

3. Expedited access to potentially more appropriate care

4. Built tremendous trust through transparency

The result? A strong therapeutic alliance based on honest service rather than unnecessary utilization.

The Four Pillars: How These Concepts Connect

The connection between servant leadership, value based care, meeting people where they are, and "see a need, meet a need" isn't coincidental. They're different expressions of the same underlying philosophy:

1. Servant Leadership places others' needs above your own and focuses on their growth and well being as the primary goal.

2. Value Based Care prioritizes patient outcomes over volume, emphasizing the right care at the right time by the right provider.

3. Meeting People Where They Are acknowledges each person's unique circumstances, beliefs, and readiness for change rather than imposing a standardized approach.

4. "See a Need, Meet a Need" combines these principles into an actionable approach identifying what's truly needed and delivering it, even when it means referring elsewhere.

Practical Applications for Your Practice

How can you implement this philosophy in your daily work?

1. Evaluation Excellence

• Create space for patients to tell their story without rushing

• Listen for needs beyond the referral diagnosis

• Be honest about what your specific expertise can address

2. Treatment Planning With Integrity

• Involve patients in shared decision making

• Set realistic expectations about outcomes

• Be willing to recommend fewer visits when appropriate

• Consider whether another provider might be better suited

3. System Coordination

• Develop relationships with providers across specialties

• Create efficient communication channels with referring physicians

• Follow up on patients you've referred elsewhere

4. Outcome Focus

• Track meaningful functional outcomes, not just visit counts

• Regularly reassess whether your approach is working

• Celebrate appropriate discharges as successes, not lost revenue

The Bottom Line: Trust as Your Greatest Asset

Reflection Questions

As you consider your own practice, I invite you to reflect:

1. When was the last time you referred a patient elsewhere because you recognized another provider might better meet their needs?

2. How do you balance productivity expectations with appropriate utilization?

3. What systems have you developed to help patients received coordinated care when multiple providers are involved?

4. How do you measure the trust you’ve built with patients beyond satisfaction surveys?

I'd love to hear your thoughts and experiences. How do you "see a need, meet a need" in your practice? My email is [email protected].