Presentation on theme: "Taking You and Your Organization to the Next Level"— Presentation transcript:
1 Taking You and Your Organization to the Next Level
2 Studer Group Mission and Vision To make healthcare a better place foremployees to work, physicians to practicemedicine and patients to receive care.Vision:To be the intellectual resource forhealthcare professionals, combining passionwith prescriptive actions and tools, to driveoutcomes and maximize the humanpotential within each organization andhealthcare as a whole.
3 Execution company focused on achieving and sustaining! Exceptional clinical, operational & financial outcomes.Work with over 800 healthcareorganizations in the US andbeyond.> 50 Coaches and SpeakersEducational Resources – Books,Training Videos, Webinars andInstitutes.Web-based software solutionsfor operational alignment andprocess efficiency/ improvement.Recipient of the 2010 MalcolmBaldrige Quality AwardRanked #5 Great Small Workplace in AmericaEvidenced-Based tactics thatproduce:Accelerated rate of improvementand efficiency in clinical quality (core measures, hospital acquiredconditions, and readmissions)Favorable HCAHPS resultsMaximized reimbursementIncreased physician loyaltyImproved ED flow, operationalmetrics and patient experience
5 External Environment Conclusions Physicians and Senior leader team feel the external environment will be more difficult in the future.31% feel if an organization stays the same, they will be the same, better or much better.If 3 out of 10 people do not recognize urgency, the organization will never achieve outcomes and too much pressure is put on the other 70% of the people.
6 Top Ten Challenges in Execution 1. Leaders / Othersunderperforming and stillreceiving a good evaluation (Accountability)2. Change not connected to why (Alignment)3. Lack of necessary urgency4. Leaders do not have the skills toassure a solid implementation. (Action)5. Too many changes -- too soon6. Push Back by leaders, staffand physicians (Accountability)7. Not familiar with what “right”looks like (Action)8. Lack of frequency9. Inability to transfer bestpractices10. Poor processes
9 Must Haves!! It depends on the diagnosis-DIAGNOSIS TREATMENT Employee Engagement Leader Rounding on EmployeesResponsiveness to Patient Hourly RoundingNo-Shows Pre-CallsReadmissions Post-Calls with frequency, dependent on patient conditionPhysician Engagement Quadrant Exercise Physician RoundingSide Effects of Medication Bedside Shift ReportUrgency Toolkit to explain the external environment
29 1 physician in 3 receives any data about performance. 1 physician in 5 receives data pertinent to clinical outcomes.1 physician in 4 receives patient survey data.
30 We have learned that the reluctance to address low/sub-par performance keep an organization from being the best.Quint Studer
31 Definition H=HIGH PERFORMER Professionalism TeamworkKnowledge & CompetenceCommunication Safety AwarenessComes to work on timeGood attitudeProblem solvesYou relax when they are scheduledUse of peer interviewsPillar ownershipBrings solutionsGood influenceAdheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.Demonstrates high commitment to making things better for their team and organization as a whole.Eager to change for the good of the organization. Strives for continuous professional development.Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff.Demonstrates the behaviors of safety awareness in all aspects of work.
32 Definition M=MIDDLE PERFORMER Solid performerGood attendanceLoyal most of timeInfluenced by high and low performerWants to do a good jobCould just need more experienceHelps manager be aware of problemsProfessionalism TeamworkKnowledge & Competence CommunicationSafety AwarenessUsually adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.Committed to improving performance of their team and organization. May require coaching to fully execute.Invested in own professional developments. May require some coaching to fully execute.Usually communicates organizational information. Occasionally uses we/they language. Provides some feedback to staff.DefinitionM=MIDDLE PERFORMER
33 L-LOW PERFORMER Knowledge & Competence Communication Safety Awareness DefinitionL-LOW PERFORMERKnowledge & CompetenceCommunication Safety AwarenessPoints out problems in a negative wayPositions leadership poorlyMaster of “We/They”Passive aggressiveThinks they will outlast the leaderSays manager is the problemDoes not communicate effectively about absences from work. Handles personal phone calls in a manner that interferes with work. Breaks last longer than allowed.Demonstrates little commitment to their team and the organization.Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked.Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback.Performs work with little regard to the behaviors of safety awareness.
34 Rounding with Employees Employee Thank You Notes PatientsPhysiciansRounding with EmployeesEmployee Thank You NotesPeer Interviewing 30 and 90 DayMeetings (Input)Employee Attitude SurveyEmployee Forums Bright Ideas StandardsLeader Rounding on PatientsPost Stay/Visit Calls Hourly Rounding Individualized PatientCareBedside Shift Report AIDET®Pre Visit CallsPhysician Performance Feedback SystemGot ChartPhysician Preference CardPhysician Code Patient Agenda andVisit GuidePhysician Note Pads Rounding forOutcomesAIDET
35 Rounding for OutcomesEmployee RoundingTell your staff about roundingDo rounding with the prescribed frequencyUse a rounding logGive feedback
36 Align Questions to fit Desired Outcomes of the Organization Align Questions to fit Desired Outcomes of the OrganizationConcern and CareWhat is Working WellPeople to RecognizeSystems to ImproveTools and EquipmentFollow-up
39 Increases Senior Leader Visibility Reassures and Engages StaffConnects the Dots for Staff Regarding Organization Decisions/OutcomesValidates Department/Unit Leader Rounding Eliminates We/They MentalityImprove Physician Integration
40 Areas of focusRound on direct reports the same way all leaders round on their employeesRound in departments with other leaders using a scouting report
41 Link to department leader rounding logs Supply important information about a given department Focus on external environment Identify tough questionsAllow you to reward and recognize the right peopleAcknowledge which systems have been fixedPoint to tools and equipment that have been purchased and those that still need attention
42 To sustain the culture, selection is paramount.
43 CURRENT PRACTICE EFFECTIVE APPROACH � Department Meetings � Employee Conversations� Employee R&R� Staff Selection and Orientation� Staff and Patient Retention� Staff Policy� Patient Conversations� Pre Phone Calls� Post Phone Calls� Staff and Leader Evaluation� Only new itemEFFECTIVE APPROACHConsistent AgendasRounding for OutcomesThank You NotesPeer interviewing and 30/90 Day MeetingsIndividual Employee MeetingsStandards of BehaviorKey Word at Key TimesPre Phone CallsPost Phone CallsStaff and Leader EvaluationLeadership Training
44 Rounding on Areas Served – Example Rounding on Areas Served – ExampleAcknowledgerelationship /clarify expectations“Your dept is very important to us & our patients…”Rounding, Why & Duration“Our goal is to provide excellent service. I will berounding on you each month…..”Review Accomplishments“Since I rounded with you last month, I wanted tohighlight the following items/systems we have put intoplace based on feedback….”Working Well“What is my department doing well?Recognition ‐ Individuals“Is there anyone specific I can recognize for doing greatwork? What have they done?”Opportunities for Improvement“What 1‐2 things can my department do better? Anyideas on how we can improve?”Identify specific areas of focus from survey process“We want to respond in a timely manner”, “Can youexplain a time when you had to wait for response fromour department”, “When we did not respond in a timelymanner, what do you typically wait to receive….?”Is there anything I can help youwith?“Is there any other questions you have or anything else I can help with right now?....”Thank you and Appreciation“Thank you for your time …..”Establish next rounding date“I will be back in next month to talk again….”
45 A D E T Studer Group Five Fundamentals AIDET® Acknowledge Introduce Studer Group Five Fundamentals AIDET®AAcknowledgeEye contact, smile and acknowledge everyone in the room.IIntroduce“Hello Mr. Clark. My name is Jackie and I am your nurse today. I have been a nurse for 20 years and have worked in this hospital for over 8 years. I have done this procedure thousands of times and I go back for training each year….”DDuration“This procedure will take about 10 minutes to perform and then about one hour for the results….”EExplanation“Let me explain some more about the procedure.” (Explain why performing the procedure, what will happen and what they should expect, understanding of side effects, and answer any questions.”TThank you“Thank you for choosing us ….Thank you for waiting… Thank you for coming in today…What otherquestions do you have?”
47 The Results!!! Reduce Tardiness by: 60-70% Increased Patient Satisfaction:25-30 Percentile PointsReduce No-Show’s by: 70%Reference: Pre and Post Procedure Calls; Scott A. Strong, M.D., The Cleveland Clinic, 2003
48 Best Practice Contact Rate Best Practice Contact RatePATIENT TYPEATTEMPT %CONTACT %INPATIENT100% patients discharged home/home with home healthcare70-80%CRITICAL CARE100% of patients discharged home and home with home healthcare100%EMERGENCY DEPARTMENT100% of eligible patients discharged patients to homeIf unable to attempt 100% start with specific patient groups based on acuity (e.g. chest pain) or risk factors (e.g. AMA's)Non-eligible patients are admissions, transfers, deaths, psych patients and those with no current phone number(i.e. homeless)50-60%OUTPATIENTSCath-lab 100%,GI 100%,Radiology certain populations (e.g. 100% invasive procedures; specific number/day)MEDICAL PRACTICESet number – 5 per staff per week or 20 per week per personOUTPATIENT SURGERY100% of patients discharged home
50 Core CompetencyTools & ResourcesAccountabilityDate CompletedService and Operational Excellence IntroductionHardwiring Excellence, Chapters 1-3Evidence Based Leadership graphicComplete ReadingsRounding on StaffHardwiring Excellence, Chapter 7The Nurse Leader Handbook, Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of StoplightVideo: Rounding on Direct ReportsLeader rounds on you to role model practiceCompletion of rounding on 100% of staffCompletion of Stoplight ReportThank You NotesHardwiring Excellence, Chapters 7 & 11The Nurse Leader Handbook, Chapters 3 & 4Send TY notes to direct reportsManage up thank you notes to leaderCommunicationHardwiring Excellence, Chapter 10The Nurse Leader Handbook, Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader – The Power of Aligned Messages webinar (2009)AIDET® Five Fundamentals of Patient CommunicationBuilding Patient Trust with AIDET®highmiddlelow® Performer ConversationsInsight and Video: Overcoming Resistance to ChangeInsight and Video: The Power of Our WordsInsight and Video: Spinach in your Teeth Messages: The Art of Giving (and Receiving) Honest FeedbackUse Agenda by Pillar for staff meetingsUpdate Dept Communication Board
51 Objective EvaluationHardwiring Excellence, Chapter 9The Nurse Leader Handbook, Chapter 15Leader Evaluation Manager℠Leader Evaluation Manager℠ tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar: Accountability Tools and Tactics Webinar (2008)Leader to review and set your goalsObtain Leader Evaluation Manager℠ trainingComplete 1st 90-day planUpdate monthly report cardMonthly Meeting ModelThe Nurse Leader Handbook, Chapter 22Video: Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group websitePrepare for and complete MMM with your leaderSenior Leader RoundingScouting ReportInsight and Video: Senior Leader RoundingPrepare scouting report for your senior leaderRound in your dept with senior leaderEffective Meeting ManagementThe Nurse Leader Handbook, Chapter 21Agenda by PillarsWebinar: Leading Effective Meetings webinar (2009)Complete readings and videoDelegationThe Nurse Leader Handbook, Chapter 23Complete readingChange ManagementThe Nurse Leader Handbook, Chapter 25Measurement ToolsHardwiring Excellence, Chapters 4 & 9The Nurse Leader Handbook, Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group WebsiteComplete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement toolRounding on PatientsThe Nurse Leader Handbook, Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding℠ Training VideoA Rounding on Patients “AHA” MomentVideo: Leader Rounding on PatientsObserve colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentor/coachFollow up with staff post rounding
52 The Nurse Leader Handbook, Chapter 8 Patient rounding log Rounding on PatientsThe Nurse Leader Handbook, Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding℠ Training VideoA Rounding on Patients “AHA” MomentVideo: Leader Rounding on PatientsObserve colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentor/coachFollow up with staff post roundingRounding on Internal CustomersInternal Customer Rounding logInternal Customer Preference CardVideo: Rounding on Departments ServedObserve colleague rounding on customersRound on your customersComplete customer rounding validation with mentor/coachAIDET®The Nurse Leader Handbook, Chapter 13Video: AIDET® Five Fundamentals of Patient CommunicationVideo: Building Patient Trust with AIDET® videoAIDET® Observation FormVideo: AIDET® and Support Services Leader RoundingVideo: AIDET® Coaching, Food and NutritionVideo: AIDET® for PhysiciansComplete readings and videoDevelop your own AIDET®Practice your AIDET®Complete AIDET® validation with mentor/coachKey words at Key TimesHardwiring Excellence, Chapter 5Develop your own KWKTPractice your KWKTService RecoveryThe Nurse Leader Handbook, Chapter 14Webinar: Service Recovery – I’m Sorry to Hear That (2009)
53 Selecting TalentHardwiring Excellence, Chapter 8The Nurse Leader Handbook, Chapter 6Video: Selecting TalentWebinar: Selecting Talent – Peer Interviewing Works (2009)Behavioral Based Interview QuestionsComplete readings and video30 & 90 day meetings30 & 90 day rounding logRound on new staff using 30 & 90 logsPerformance ConversationsHardwiring Excellence, Chapter 6The Nurse Leader Handbook, Chapters 3, 5 & 7Behavioral StandardsPerformance EvaluationHighmiddlelow® Performance Conversations videoConducting highmiddlelow® Performance Conversations webinar (2009)highmiddlelow® Tools Tab on Studer Group websitePre and Post Visit CallsHardwiring Excellence, Chapter 5The Nurse Leader Handbook, Chapter 9Video: Post Visit Phone CallsWebinar: Centralized Discharge Call Center and Physician-Led Post-Visit Phone CallsHourly Rounding℠The Nurse Leader Handbook, Chapter 10Hourly Rounding℠ ToolkitWebinar: Hourly Rounding℠ webinar (2009)Video: Hourly Rounding℠ Training VideoBedside Shift ReportThe Nurse Leader Handbook, Chapter 11Best Practice video on Bedside Shift Report
54 Video: Individualized Patient Care Cards The Nurse Leader Handbook, Chapter 12Video: Individualized Patient Care CardsComplete readings and videoFinancial Impact & Productivity ManagementThe Nurse Leader Handbook, Chapters 16 & 17Video: Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar: Time and Energy Management webinar (2009)Complete readings and videosCollaborating with PhysiciansThe Nurse Leader Handbook, Chapter 20Engaging PhysiciansVideo: The Art of Physician Courtship: Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar: Engaging Physicians webinar (2009)Webinar: Studer Group Physician Webinar Series (2008)HCAHPSHCAHPS - It's All About QualityThe HCAHPS HandbookIt Starts in ED: Why Patient’s “First Impression” Sets the Stage for HCAHPS SuccessWebinar: HCAHPS: Hardwiring Your Hospital for Pay-for-Performance Success WebinarWebinar: HCAHPS – Part 2: Pay for Performance is HereInsight and Video: Are you holding leaders accountable for only 1/8 of the HCAHPS pie?Video: The First Performance Period Is Over. What Now?The Age of HCAHPS: Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
55 Ask your Supervisor to find out more about these resources and many more!