1. Purposeful Senior Leader and Team Member Rounding Overview
Beverly Begovich, Practice Leader

2. Session Objectives Why we are here?
Review Best Practice Tools for Creating Alignment and Engagement to Achieve Goals
Senior Leader Rounding
Team Member Rounding

3. Baptist Leadership Group
Our Mission is to help healthcare organizations improve the quality of the patient experience.

4. Patient Centered Excellence
Keeping the patient at the center of everything we do – every patient, every time Understanding and managing what the patient sees, feels and experiences

5. Vision: To Be the Best Health Care
Why are we here today?
Vision: To Be the Best Health Care
System in America

7. Mission Driven Values Centered Customer Focused
Transition to 5 pillars

8. Great cultures are built on…

9. Four Methods of Purposeful Leader Rounding
Type of Rounding
Goals of Purposeful Rounding
Senior Leader Rounding
Create urgency for a culture of excellence
Casts vision and clarifies organizational goals and objectives
Reward and recognize achievement
Builds trust and relationships
Leader Rounding on Team Members
Build trust to create Always behaviors
Create department level focus
Identify process improvement
Leader Rounding on Patients
Develop relationship with patients
Improve the patient experience
Verify staff actions and consistency with patients
Reward and Recognize achievement
Support Department Rounding
Support direct patient care to achieve results
Create mission critical staff alignment for patient centered excellence
Identify OFIs and work on mutual solutions
Reduce silos

10. © Baptist Leadership Group, MMXIII. All rights reserved.
Steps to Rounding
© Baptist Leadership Group, MMXIII. All rights reserved.

11. Purposeful Team Member Rounding
Tools and Tactics that Engage Team Members and Drive Patient-Centered Excellence

12. Purpose of Leader Rounding on their Team Members
Primarily to address top priorities identified from Employee Engagement Survey
Mechanism to identify team members who should be recognized for demonstrating the standards of behavior in their daily work.
The communication method to gain input from the employees and solicit information for process improvements in the department.
Opportunity to feedback to the team members what the leader has heard and acted on from the rounding session with a Stop Light Report

13. What Do People Want from Their Jobs?
Personal Loyalty
Good wages
Job security
Interesting Work
Good Working Conditions
Promotion/Growth Opportunity
Tactful Discipline
Full Appreciation for Work Done
Sympathetic to Personal Problems
Feeling “in” on things

14. What Do People Want from Their Jobs?
Managers 1 2 3 4 5 6 7 8 9 10
Good wages
Job security
Promotion/Growth Opportunity
Good Working Conditions
Interesting Work
Personal Loyalty
Tactful Discipline
Full Appreciation for Work Done
Sympathetic to Personal Problems
Feeling “in” on things

15. What Do People Want from Their Jobs?
Managers Team Members
1 5
2 4
3 7
4 9
5 6
6 8
8 1
9 3
10 2
Good wages
Job security
Promotion/Growth Opportunity
Good Working Conditions
Interesting Work
Personal Loyalty
Tactful Discipline
Full Appreciation for Work Done
Sympathetic to Personal Problems
Feeling “in” on things

16. What Engagement Means
Engaged Team Members are committed to their organization (or to something/someone within it), and are thus willing to work hard to see their organization succeed

17. Pillars: Balanced approach that places people first

18. How Turnover Improves Outcomes

19. © Baptist Leadership Group, MMXIII. All rights reserved.
Team Member Rounding
Traditional
Management by Walking Around
When possible chat with staff in group or individual
Walk Through and Wave
Assessing Work Flow Activity
Assessing Environment
With a “Regulatory” Eye
With a Clinical Focus
BLG Focused
Scheduled- not by surprise
Staff are Prepared and anticipate what you are asking
Not just once a year
Looking for the “Good”
Information Harvested is Documented and Shared with Team Members and Leaders
Role Models Behaviors VS
© Baptist Leadership Group, MMXIII. All rights reserved.

20. Rule of Thumb: Frequency of Rounding
Number of Team Members
Recommended Frequency
<30
Round on all Team Members monthly
> 30 but < 60
Round on all Team Members every other month
>60
Round on all Team Members quarterly

21. Preparing for Team Member Rounding
Planning to Round
Use Results to Set Up Rounding Log
examples: Team Member Engagement results, Pillar results etc. 21

22. Conducting Team Member Rounding
3. Conduct Rounding and Document 4. Highlight and Take Action 22

23. 23

24. High Gain Questions Tell me what’s working well today
Tell me about team member who consistently demonstrates living our standards?
Are there any of your co-workers you would like to recognize?
Tell me about someone from another department who’s a role model for our values or living our standards.
Are there any opportunities for improvement in your department? How can we solve for them?

25. Ineffective Rounding Questions
How are things going?
How are you doing?
And other examples of what not to say when your goal is to receive meaningful feedback

26. Team Member Rounding Log26

27. Team Member Rounding Follow Up
Build Stop Light Report
Share Stop Light Report with Team members and Supervisor
90-Day Action Plan 27

28. 28

29. Highlight and Take Action29

30. Stop Light Report 30

31. Final Thoughts on Rounding:
Rounding is a commitment to your Team Members, patients, physicians and customers.
Through the practice of rounding, accountability becomes hardwired throughout the organization.
A major factor in engaging staff is clear and consistent communication of information, which is accomplished through rounding.
Rounding is an uncompromising commitment to service and operational excellence.
Bear in mind that rounding can be critical to your success as a leader of people. Effective leaders know that productive and valued relationships are based on mutual respect and accessibility. It is your interaction with Team Members during rounding that builds these types of relationships. Plus the process can be used to role model and build a strong team founded on trust, pride and loyalty. But perhaps more important, you will find yourself focusing on the needs of your Team Members as customers; and consequently Team Members will focus on providing “best” service to your patients. The end result is higher performance and customer loyalty. 31

32. Purposeful Senior Leader Rounding

33. Purpose of Senior Leader Rounding
Access to the Senior Officers/Vice Presidents
Opportunity for all leaders to manage up their High Performers to their Senior Leaders
Management alignment on the goals and focus for the team members

34. Senior Leader Rounding
Traditional
Regulatory
Problem-focused
Drive-by
Wave and greet
Cafeteria line inquiry
Touring a visitor
Spontaneous
BLG Focused
Scheduled with leader
Staff are expecting you
Recognize high performers
Staff are prepped with questions in advance
What is working well?
Consistently, not just annually VS

35. Preparing for Rounding
Schedule senior leader rounding with the department
Have pre-rounding huddle with the department leader
Obtain recognitions and department accomplishments
Practice journey speech
Provide an overview of senior leader rounding

36. Conducting the Rounding
Gather Team Members
Use Rounding Log
Reward and Recognize
What is working well
Who has been helpful to your team? Someone I can recognize?
What actions should we take to make this a better place?

37. Senior Leader Rounding Log

38. Rounding Follow Up Share your key learnings with the senior team
Follow up with findings such as sending Thank you notes or manage up to other leaders.

39. Client Website:
Go To Enter the following User Name: BHC0113 Enter the following Password: excellence 39