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Trisha Torrey

Trisha Torrey is the founder and executive director of the Alliance of Professional Health Advocates.

A Rose by Any Other Name Might Ruin a Client Relationship

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Words matter. Descriptions matter. Names matter. And we, as advocates, need to pay attention to words, descriptions, and names – and take steps to use them correctly, and as desired. The problem is – sometimes we don’t know when we’re violating that axiom. I was reminded of this a few times recently, not the least of which caused my husband some consternation. He and I have different last names. We were older when we married, and because I was already professionally known by my maiden name (Torrey), I didn’t want to change my name. Before we married, we discussed my […]

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An Anniversary, Meltdowns, Blessings, and Fuel for Advocates

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Please indulge me today. I’m going to share a very personal experience I rarely think about anymore, in hopes it will propel some good advocacy. Sometimes months go by when I barely give it any thought. Other times, like lately, it seems like everywhere I turn, I just can’t escape it. So here you go:

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Advocates Are Afraid to Do This – Until They Love to Do It

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Earlier this year we hosted one of our APHA Workshop weekends*, with about 30 individuals who are somewhere in the process of growing an advocacy practice. The APHA Workshops were originally designed to support the BUSINESS of advocacy only. The idea was that most advocates have abundant skills and abilities to advocate – they’ve advocated for themselves and loved ones, and sometimes non-family patients for years. What they didn’t know was how to successfully start and run a sustainable business / practice to allow them to do their advocacy work. For five years, we hosted those original workshops all over

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The Most Expensive Business to Start

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It’s entirely possible to start a new business on a shoestring. We know this, because every publication worth the paper or website it’s published on tells us so: Forbes, USA Today, Entrepreneur, all of them. It requires time, grit, determination, attention to detail, great word-of-mouth – oh – and money! More about this in a minute. The truth is – the concept of starting a business on a shoestring depends on the size of your shoes and therefore, the length and strength of their laces. It certainly doesn’t hurt if they are made of solid-gold, and you can sell them

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Are You Too Old? Take this survey.

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It happened again last week. A gentleman called me to discuss becoming an advocate. He has great experience and could be very helpful to patient-clients because he is (mostly) retired from a career in human resources where he assisted employees with their journeys through the healthcare system. He seems so very well prepared to jump in as an independent, professional, health advocate or care manager. Yet – he said he was still hesitating because (and it took me some time to pull this one out of him) – he thinks he may be too old. Too old? I asked him,

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Part IV: The Dirty Dozen Skills, Abilities, and Attributes of Successful Health and Patient Advocates and Care Managers

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And, finally, the fourth and last in our series of skills, abilities and attributes that all successful advocates and care managers must. Find Part I of the Dirty Dozen. Find Part II of the Dirty Dozen. Find Part III of the Dirty Dozen. We’re wrapping up with 3 additional concepts that are important to the success all private advocacy and care management practices. Yes – I know the total will be 16 (and we promised only a dirty dozen!) – see Part I about my inability to count 🙂 ) Which of these describe you and your abilities? Which of

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Part III: The Dirty Dozen Skills, Abilities, and Attributes of Successful Health and Patient Advocates and Care Managers

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Yes, Part III, as promised in our second installment when we continued with three additional attributes of successful advocates. Find Part I of the Dirty Dozen. Find Part II of the Dirty Dozen. This week we are concentrating on marketing skills. Many readers know I believe most assuredly that no advocate can successfully establish an independent, private practice unless he or she effectively markets his or her abilities and availability. Period. Which of these describe you and your abilities? Which of them do not? Where do you go from here? Do your own assessment! 8. Effective marketing begins with good

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