Think Like a Patient: Creating a Culture of Exceptional Customer Service Laurie K. Baedke, FACHE, CMPE President LIFEworks Healthcare Group, Inc. Nebraska Optometric Association Fall Convention 2011 September 23, 2011

Learning Objectives Understand the anatomy of patient centered experiences Recommend strategies for employee selection, recognition and retention that foster a culture of patient focused service Learn best practices, ideas, and techniques from successful patient focused organizations Unleash the power of employee and patient loyalty

Patient Centered Care Patient-Centered Care is defined as “health care that establishes a partnership among practitioners, patients and their families (when appropriate) to ensure that patients have the education and support they need to make decisions and participate in their own care.” National Health Quality Report 2004

Practical Patient Centered Care Patients have a good place where they can receive quality care Employees have a good place to work Doctors have a good place to practice optometry

Consumer Driven Healthcare Transparency and technology are effecting the healthcare market Consumerism and availability of data Expectations for service and quality The internet is a force multiplier Patient Centered Care is a process of: Targeted clinical process improvement Systematic organizational culture development Employee engagement Doctor buy-in Ultimately, patient loyalty

What do patients want? High quality clinical care Ease of access Follow through Respect and courtesy Affordability

What do our organizations often look like? Overworked and overwhelmed Rude and unfriendly Silo approach to work Leadership turnover Low skill level in staff Culture of “it’s not my job” and finger-pointing Reluctance to change Lack of accountability No follow through

Organizational Culture Employee Engagement Financial Returns CULTURE Doctor Engagement Patient Loyalty

Driving Employee Engagement Employee selection Effective and thorough training and orientation Defined performance expectations Timely and meaningful feedback Organizational investment in ongoing development

Rule # 1 – Put the Right People on the Bus “First who, then what.” Jim Collins, “Good to Great”

The 12 Elements of Great Managing I know what it expected of me at work. I have the materials and equipment I need to do my work right. At work, I have the opportunity to do what I do best every day. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person. There is someone at work who encourages my development.

The 12 Elements of Great Managing (Continued) At work, my opinions seem to count. The mission or purpose of my company makes me feel my job is important. My associates or fellow employees are committed to doing quality work. I have a best friend at work. In the last six months, someone at work has talked to me about my progress. This last year, I have had opportunities at work to learn and grow. Source: “12: The Elements of Great Managing”, 2006, Gallup Press

Cross Industry Best Practices

Hardwiring Excellence – Studer’s Principles Commit to Excellence Measure the Important Things Build a Culture Around Service Create and Develop Leaders Focus on Employee Satisfaction Build Individual Accountability Align Behaviors with Goals and Values Communicate at All Levels Recognize and Reward Success Source: “Hardwiring Excellence”, 2003, Fire Starter Press

Patient Centered Care Scripts Begin with a greeting Identify yourself Listen Ask a clarifying question Always make an offer of assistance Follow through

Roadmap Define the vision Design the structure for the change process Align culture and vision Identify processes, policies, operating standards, and performance metrics Measure progress Celebrate wins Continue to evolve as the organization changes

The 5 Phases of Organizational Change Phase 1 – The Honeymoon What to Expect Sense of excitement Right “to do” list “Things will get better” Hope reigns Easy, quick fixes are implemented Key Action Steps Build the emotional bank account (rounding, thank-yous) Start to hardwire key behaviors Reward and recognize Introduce a new accountability system Roll out behavior standards

The 5 Phases of Organizational Change Phase 2 – Reality Sets In What to Expect We | They Inconsistency Bigger than I thought This will impact me Some are getting it. Some are not. Key Action Steps Evaluate and focus training Increase substance of communication to staff Continue to implement hardwiring

The 5 Phases of Organizational Change Phase 3 – The Uncomfortable Gap What to Expect The Wall Appears (more employees are really getting it – some obviously are not and it becomes intolerable) Tougher decisions must be made Process improvement increases Need for standardization becomes evident Inconsistencies become more obvious Key Action Steps Evaluate and focus training Continue to re-rerecruit high performers Increase substance of communication to staff Finalize hardwiring Promote | recognize your winners Ensure that the “right people” are in the “right places”

The 5 Phases of Organizational Change Phase 4 - Consistency What to Expect Organization-wide high performing results Right leaders are in place Everyone understands the keys to success Disciplined people and disciplined processes Proactive leadership Key Action Steps Push for innovation Standardize and repeat key behaviors

The 5 Phases of Organizational Change Phase 5 – Leading the Way - Results What to Expect Employees have purpose Patients choose your practice over others Doctors and employees want to work at your clinic We are changing eye care for the better What seemed to have been impossible is being achieved Key Action Steps Keep it up!

Assessing Your Staff Inspiring the High Performers Tell them where the organization is going Thank them for their good work Outline why they are so important Ask is there anything you can do for them

Assessing Your Staff Developing the Middle Performers Reassure – Let them know they are valued Support – Describe good qualities Coach – Cover development opportunities Support – Reaffirm good qualities

Assessing Your Staff Isolating Low Performers Describe what has been observed Evaluate how you feel Show what needs to be done Define consequences of continued same performance

Lessons Learned True transformation takes time. You cannot skip steps to get there! Behavior change requires training, reinforcement, and reward | recognition. Training must be uniform and consistent. Turnover and drifting off course will occur if you train once and expect people to get it.

Lessons Learned Key leadership, including doctors, must be on board for the transformation process to occur in good time. It can occur without them, but it takes a lot longer and is more at risk. Your message must be multi-generational. What has meaning to the middle aged employee may have no meaning whatsoever to the millenium employee.

Lessons Learned Compare all new “initiatives” to your core mission and values. If they don’t further your mission or connect to your values, don’t do them! Connect the dots for doctors and employees by coming back to the heart of who you are and what you stand for with new programs. Patient centered care should be at the core of all you do.

Lessons Learned Devote resources to communication, rewards, and recognition. If these things happen as an afterthought, you will slow or even endanger the change process. Continuity is paramount. If you have the right people on the bus, work hard to keep them there. When new employees join your organization, have a planned approach to their orientation to patient centered care.

Lessons Learned Patient centered care connects to the deepest aspirations people have for working in healthcare. Capitalize on this and don’t lose sight of it. It can be your best source of energy and creativity, and motivation becomes easier. Explain “what’s in it for me” to doctors. Identify how patient centered care benefits them and their patients. Find a doctor leader to champion the process, who is credible and influential, and reward them for their time and effort.

Questions | Comments

Bibliography “Hardwiring Excellence”, Quint Studer, 2003, Fire Starter Publishing “12: The Elements of Great Managing”, Rodd Wagner & James Harter, 2006, Gallup Press “If Disney Ran Your Hospital”, Fred Lee, 2004, Second River Healthcare Press “Strengths Based Leadership”, Tom Rath & Barry Conchie, 2008, Gallup Press “Good to Great”, Jim Collins, 2001, HarperCollins “Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success”, Kevin Freiberg and Jackie Freiberg, 1997, Broadway Books

Laurie K. Baedke, FACHE, CMPE President LIFEworks Healthcare Group, Inc. 1150 Westridge Drive Blair, NE 68008 402.680.3311 baedke@elifeworks.com www.lauriebaedke.com/blog