Presentation on theme: "Leadership May 29, 2013 Scotland"— Presentation transcript:
1Leadership http://www.experiahealth.com/ May 29, 2013 Scotland Martha Donovan HaywardLead for Patient and Public EngagementInstitute for Healthcare Engagement
2Why Are We Here?Is there anything else we would truly rather be doing?At the end of the day, everything every one of us does somehow impacts the people who use our services.The person and family is at the center of all we do.IHI - TRANSFORM - Oct 2011
3Exceptional Experiences Not about being niceNot an educational programThey result when:Mission, vision, values alignLeadership team commitsDiscipline is instilledInfrastructure, education, expectations, and core processes are complimentaryBehaviors are clearExperiences are consistent across the continuumIHI - TRANSFORM - Oct 2011
4It is about… Intentionally designing a culture of excellence. Creating a culture that oozes a sense of care, compassion, respect and concern.Being clear about our goals and intentions.The goal is to see beyond our wallsThe goal is to see care through the eyes of each personThe goal is partnership and collaboration with all parts of the system that touch each personIHI - TRANSFORM - Oct 2011
5Expected outcomes Experience and loyalty Improved quality and safety Improved community perception and reputationIncreased market share/volumeFinancial HealthDecreased dissatisfaction and associated costsDecreased claims/lossesBetter health outcomesPPT Demonstration_CA_050508*
7Essential skills for leaders Developing relationships outside your four wallsNaming the experience for each personHolding self, peers and team accountableLabel and linkStop ListPFA’sRounding and Observation
83 Key Steps Executive Leadership Alignment Level set expectations for everyone in the organization.Focus on infrastructure, targeted processes and development.
9CultureWhat is it?The total learned, shared, taken-for-granted assumptions that a group has learned throughout its history; base of daily behaviorDeep, broad, stableSchien, Corporate Culture Survival Guide, 1999Seen in behaviorChanged over time by working on behaviors that eventually shift mental models – not the reverse
10How Culture is Embedded PrimarySecondaryWhat leaders do, pay attention to, measure and reward on a regular basisHow leaders react to critical incidents and organizational crisesDeliberate role modeling, teaching and coachingObserved criteria by which leaders allocate rewards and statusObserved criteria by which leaders recruit, select, promote, retire and terminate organizational membersOrganizational design and structureOrganizational systems and proceduresOrganizational rites and ritualsDesign of physical space and buildingsStories, legends and myths about people and eventsFormal statements of organizational philosophy, values and creedE. Schein, Organizational Culture and Leadership,1994
11Whose Job Is It? All in Utilize Change Package HR connection Leadership essentialsEngaged partners: staff, physician and PFA’sIHI - TRANSFORM - Oct 2011
12Hire for Values Clarify the values you are hiring for. What do the values look like in action?Position descriptions; performance reviewsDevelop behavior-based interview questions; use scenarios.Involve patients/families in interviews.Orient to the values.Systems in place to listen and learn from new employeesHR leaders should be expert in these – if not, have them do the research on tools that work for youWhat happened in first month that did/did not match what they heard in interviews and orientation?
13Key Change Ideas: Leadership Leaders take ownership of defining purpose of work and modeling desired behaviors.PurposeLabel and link“All in” behaviorsStorytellingLeadership roundingLeadership behaviorsChampionsWhat would people in your organization say about your leadership“We have a new 2-day orientation – a cultural indoctrination of what we are about and what we expect. But if we lack the culture to nurture it once they are in the work setting, it is even worse than never talking about it. It sets us back because we say one thing and do another.”“As leaders, we need to pause occasionally and become more educated; it has taken different forms, e.g., ‘How do we really help staff understand what it means to treat a patient with dignity and respect? What is a truly collaborative partnership?’ We all have to learn since this is not necessarily intuitive.”“There is no one bullet“You cannot put patient experience in a separate bucket. It is part of everything we do” – it is incredibly multidimensional”
14Identifying Patients and Families 1414Identifying Patients and FamiliesAsk clinicians “Do you know a patient/family member that comes to mind as a potential members?”Are there patients/family members who have contacted healthcare leaders about concerns and who were highly effective in communicating their requests?Are there Patients/Families with unique perspectives as previous patients or family caregivers for a project?Use your internal and external network of Board members, faith community, volunteers to cast a wide search
15Developing Health Care Team Members 1515Developing Health Care Team MembersRemember – it is not just Patient/Family Partners who need development to work with healthcare team members!Most healthcare team members are not skilled in working in true partnerships with patients/families. We are used to being “in charge.”Specify listening behaviors to use in activities with Partners to assure their talents are being used effectively.