Presentation on theme: "Pam Beitlich, RN, MSN Studer Group September 16, 2010"— Presentation transcript:
1 Pam Beitlich, RN, MSN Studer Group September 16, 2010 Hardwiring ExcellenceA Foundation to Get TherePam Beitlich, RN, MSN Studer GroupSeptember 16, 2010
2 Commit To Being An “Excellent” Adult Learner Silence cell phones/beepersBe totally present; engageListen as if you were going to teach itWrite/draw/diagramParticipate: laugh, snort, questionRelate vs. compareOwn it
7 Nine Principles® Commit To Excellence Build Individual Accountability Measure TheImportant ThingsAlign Behaviors With Goals And ValuesBuild A CultureAround ServiceCommunicateAt All LevelsCreate And DevelopGreat LeadersRecognize AndReward SuccessFocus On EmployeeSatisfaction
8 Must Haves® Aligning Leader Evaluations with Desired Outcomes Rounding for OutcomesEmployee Thank You NotesEmployee Selection and the First 90 DaysPre and Post Phone CallsKey Words at Key Times
9 Purpose, worthwhile work and making a difference Healthcare Flywheel®Bottom Line Results(Transparency and Accountability)WinningExecutionPrescriptive To Do’sPurpose, worthwhile workand making a differenceSelf-MotivationCourage
14 physicians to practice, and patients to receive care Creating a great placefor employees to work,physicians to practice,and patients to receive care
15 A Culture of Excellence Attracts and retains talentAchieves excellent clinical outcomesSparks employee generated ideasPerception of care high level – “would recommend”Grows according to planFinancially outperforms competition
16 The Knowing – Doing GapThere is a huge gap between knowing the importance of operational excellence - and doing it every day. What kind of culture do you really want to create and keep at your organization?” Now there is not that much “new” and exciting in this. In fact, there are over 9,000 articles on the internet about customer service. But as one of my favorite CEO’s says hereThere is a huge gap between knowing or believing in something and doing it every day.
17 “To be the best health care organization in the country” Strategic Direction“To be the best health care organization in the country”
18 choice decisions are based on word of mouth 66% of healthcarechoice decisions are based on word of mouthAHA Reality Check II, AHA, 1998
19 A Simple Concept“If the other guy’s getting better, then you’d better be getting better faster than that other guy’s getting better or you’re getting worse.”-- Tom Peters The Circle of Innovation
21 Integrating system / Forming a provider network CEO’s Top Issues- 1998Upgrading technology / Information systemsIntegrating system / Forming a provider networkDeveloping new services / Diversifying business linesRe-engineering business processesRecruiting physiciansRe-engineering clinical servicesForming a physician-hospital organizationControlling costsDeveloping a medical services organizationMerging /ConsolidatingBuilding / Expanding /RenovatingAHA News, March 9, 1998
22 CEO’s Top Issues – 2003ReimbursementPersonnel ShortagesCapacityCare for the UninsuredPhysician/Hospital RelationsMalpractice InsuranceGovernmental MandatesQualityTechnologyPatient SafetyPatient SatisfactionAmerican College of Healthcare Executives, Nov 26, 2003, CEO Survey Reveals Top Issues Facing HospitalsBiodisaster Preparedness
23 CEO’s Top Issues – 2008 Constant for years Moves up and down Financial challengesPatient safety and qualityCare for the uninsuredPhysician-hospital relationsPersonnel shortagesMoves up and downGovernmental mandatesPatient satisfactionCapacityTechnologyIssues about not-for-profit statusDisaster preparednessAmerican College of Healthcare Executives, 2008, Annual CEO Survey of Top Issues Confronting Hospitals
30 Standards of Behavior Always Make a Positive Impression Make Communication EffectivePractice Professionalism/ TeamworkDevelop and Use Service RecoveryIn 2006, added:Patient Safety Standard for ALL staff
31 It’s all about the leader… Every single one of them“If you want to change the world,you have to start with yourself.”
32 Great Organizations -Have leaders who model behaviors that positively influence employee perceptionsConstructively coach others to increase their skill levelMentor new leadersShare lessons learned
33 What differentiates your organization from your competitors? Good or Great?What differentiates your organization from your competitors?Rude – Good - Memorable
35 Let’s look at Service – 4 vs 5 Top Box Loyalty99thPercentileHospital64th1’s2’s3’s4’s5’s1%2%7%24%66%8%34%55%36%52%35th PercentileReference: Sample distribution of inpatient satisfaction score responses to achieve excellence, Press Ganey and Associates, March 2007
36 HCAHPS Recommendations HCAHPS CATEGORYTACTIC TO MOVE OUTCOMEDoctors always communicated wellPhysician Note PadNurses always communicated wellHourly RoundingPain was always well controlledPatients always received help as soon as they wantedStaff always explained about medicines before giving them to patientsKey Words at Key TimesYes, patients were given information about what to do during their recoveryPost Visit Phone CallPatients who gave a rating of 9 or 10Leader Rounding on patientYes, Patients would definitely recommend the hospital
38 Must Haves® Aligning Leader Evaluations with Desired Outcomes Rounding for OutcomesEmployee Thank You NotesEmployee Selection and the First 90 DaysPre and Post Phone CallsKey Words at Key Times
39 What is Rounding with Outcomes? Proactively, engaging, listening to, communicating with, building relationships with and supporting your most important customers (employees, family, patients, physicians, and other departments)
40 Rounding for Outcomes is NOT… The proverbial waveManagement by wandering aroundFocused on “what’s wrong”Being “out there”Happenstance
41 Rounding WorksRounding will have the biggest impact on your employee and customer satisfaction resultsBuilds the team – elevates performanceBreaks down barriers, fixes systems, ensures right tools and equipment are in placeEmphasizes the positive instead of negative
42 Turnover and Vacancy Rate New updateSource: Florida Hospital System, Admissions=69,107 Total beds = 1,218
44 When leaders provide follow up on rounding at their staff meetings, they should say: “During the past 30 days, I have rounded on 32 employees.As a result of my rounding we have been able to acquire 3 blood pressure cuffs, 2 key boards, as well as rework the supply cabinet. I also was able to recognize 10 individuals that you suggested receive recognition. Thank you for your help.”
45 Round With Patients Set clear expectations Focus on key questions Outline what to do ifproblems are discoveredClosing statementReward and recognize staff
46 Questions for Patients Do you know your nurse’s and CNA's name today?Do you know your schedule?How has your nursing care been?Have we managed your pain well?Do you have any concerns or questions?
49 Must Have #6 - Key WordsThings said and done to “connect the dots” and help patients, staff and physicians understand why we do things and what is going on
50 Studer Group Five Fundamentals - AIDETSM AcknowledgeIIntroduceDDurationEExplanationTThank You
51 Managing Up Positioning Others in a Positive Light . . . Makes you betterMakes your organization betterAligns everyone
52 The Great Erasers “We’re short-staffed” “Can’t; But; No; Our policy” “That’s not my patient”“You know how Administration is around here”“That’s not my job (problem)”“I can’t believe they kept you waiting so long”“No one told me you were here”“We have real emergencies ahead of you”“We can’t get good help”
53 Health Care Initiatives Have Not Been Sustained . . .
54 Why Organizations Do Not Achieve Desired Results Rev 3.08Dots are not connected consistently to purpose, worthwhile work and making a differenceDo not achieve critical mass - Lack of balanced approachAbsence of an objective accountability systemLeaders do not have the training to be successfulToo many new behaviors introduced at once – need for sequenced approachNo process in place to re-recruit the exceeding and achieving performers and address low performers (HML)Inability to take best practices and standardize across organizationFailure to have leaders “always” do desired behaviors
55 Studer Group – Lessons learned Since 2000 This is a lot harder than anyone thought – Why?Trying to align behavior of more people than other initiativesAs your organization improves, inconsistencies become apparentNon-documented performance issuesIt is not a patient satisfaction/service excellence program. It is putting into place an operational framework for:Alignment of resourcesAccountability of peopleExecution/Implementation of plans and processesObjective evaluation is the sustainerSequencing of tools are vitalOne should not move on to the next tool/tactic if the preceding tool/tactic is not hardwiredSMDifference between cookie-cutter approach and evidenced-based leadershipSM
60 Consider… What do you want to be known for? Do you create memories for your patients?Can you be exceptional or extraordinary?
61 Leaders capture the hearts and minds of their staff… “You cannot lead by hitting people over the head –that is assault,not leadership.”– Dwight Eisenhower
62 You must keep raising the bar – everyone else is
63 Connect to Purpose…Our patients depend on us and we depend on you. Yours might be the first face they see when they come through our door. Yours might be the voice they hear right after a surprise diagnosis. Yours might be the eyes they look into as they are pushed in a wheelchair to a frightening procedure. Your attitude reflects us and everything we are proud of in this organization. You have chosen to help serve our patients and we appreciate you. Thank you.
64 Never Underestimate the Difference You Can Make ~ Quint Studer ~