1. In the small organization Part 3 – Team Leader Training
Quality Impact Teams
Welcome!
Each of you have been identified as a leader that gets results within (organization name). We hope you will use this investment of your time and leadership skill to make us better than we were yesterday and willing to improve for tomorrow.
Through our partnership with Studer Group, we have learned that a key way to drive culture and strategy is to establish Quality Impact Teams. These teams engage the workforce to embrace and own the change process and provide opportunities for action to create results. When employees see results that positively impact the workplace and the way patient care is delivered, they have a greater understanding of why change is necessary and become more committed to the journey.
Today is all about learning how we can work together to make that happen.
In the small organization
Part 3 – Team Leader Training

2. Celebrating WINS
This screen should note several positive announcements, achievements, or other recognition from the champion to start the training on a positive note.
It could be as simple as recognition for the individuals in the room that day that have committed to lead their individual QIT to accelerate change within the organization and improve results.
© 2013 Studer Group

3. Welcome
Today’s healthcare environment demands greater urgency than ever to improve.
Leadership of your QIT must be high-energy and focused on results!
Inspire a sense of urgency in your team to improve our organization
It’s not enough to accept change; we must be willing to help drive change.
Be courageous, and step out of the box to find solutions!
Develop your team to be the best employees they can be; challenge them to think about the future state of our organization
This screen should be presented by the CEO and reflect two or three takeaways around expectations after words of appreciation are shared.
A few options have been provided to inspire your CEO!
© 2013 Studer Group

4. Session Objectives:
An overview of Evidence-Based Leadership Quality Impact Teams: structure and purpose
Review of Quality Impact Team leader roles/ responsibilities
Review of Quality Impact Teams
How to maximize team meeting effectiveness
Introduction to your QIT toolkit
By the end of today’s session, we will have accomplished the following: (see slide)
© 2013 Studer Group

5. Exercise – 15 minutes Two heads are better than one!
Emphasize the power of team thinking is to conduct a minute icebreaker exercise. Simple icebreakers bring team members together and demonstrate the value and effectiveness of people working together.
(5 minutes)
Provide each person with a marker and piece of white paper.
Instruct each person to individually draw a large circle on each side of the paper.
Each team member should draw the two sides of an item that they have handled and looked at tens of thousands of times: a penny. They cannot look at a penny or the other team members’ drawings.
After they are finished, instruct the leaders to put their work aside and divide them into groups.
Each group is instructed to complete the same exercise, this time as a team.
After each group is given five minutes to draw their two-sided penny, the facilitator reveals a pre-completed drawing of both sides of the penny.
The next step is for the leaders to check their individual drawings for accuracy and then the group’s collective drawings.
It will be found that the collective effort of the group will result in a higher score (accuracy).
Be sure to connect the dots for this exercise — that we can accomplish much more when we work together than when we tried to do things by ourselves!
© 2013 Studer Group

6. Quality Impact Teams
As a best practice, a team structure is used to engage leaders/staff to drive, accelerate, and achieve outcomes in an organization. They are called quality impact teams and represent one of three foundational teams that will support our journey toward a culture of greater accountability and effective execution.
Understanding the foundational teams of Evidence-Based Leadership– structure & purpose

7. Execution Framework Evidence-Based LeadershipSM
Meeting Title Here (on Notes Master)
Rev
Execution Framework Evidence-Based LeadershipSM
Standardization
Accelerators
Must Haves®
Performance Gap
Objective Evaluation System
Leader Development
Foundation
Breakthrough
STUDER GROUP®:
Aligned Goals
Aligned Behavior
Aligned Process
Our partnership with Studer Group is based on something called evidence-based leadership, and this diagram will become very important to our organization as we continue this journey. Evidence-based leadership lays the foundation for a culture of execution and accountability that helps organizations successfully respond to new initiatives and change. And in today’s health care, that’s critical because change has become continuous!
As you can see, there are three major components to Evidence-Based Leadership℠: Aligned Goals, Aligned Behavior, and Aligned Processes.
Aligned Goals: Organizations that implement an objective, measureable, and weighted evaluation system provide leaders the direction necessary to be successful in the ever-changing environment. It provides a platform of accountability to know exactly what needs to be accomplished and defines specifically how a leader will be evaluated.
Aligned Behavior: There are certain behaviors and tactics that an organization must agree to implement in order to achieve organizational goals. These aligned behaviors start at the leadership level and cascade to employees to create consistency. Standardizing leader behavior ensures predictable responses from our employees, and aligning behaviors forces us to deal with performance gaps.
Aligned Processes: Through standardization and alignment of processes, we are able to reduce variance and create consistency across the entire organization. Many of us are familiar with Lean, Six Sigma, the Malcolm Baldrige Criteria for Performance Excellence, and other process improvement strategies, and the EBL framework aligns closely with each of them. These accelerators allow us to respond and adapt to change faster and more efficiently.
It’s important for you to understand this framework, and you can learn more about it in Hardwiring Excellence by Quint Studer.
© Studer Group®

8. Connecting the Dots – EBL Team Structure
Executive Team
Organizational Steering Committee (Team Chairs and CEO appointed members)
Leadership Evaluation (Accountability) Team *
Quality Impact Steering Team *
Leadership Development Institute Steering Team *
Pillar – Based Leader and Content Representatives
Standards *
Inpatient Perception of Care
Curriculum
Communication *
Outpatient Perception of Care
Communication
So if evidence-based leadership is the framework, then it is important to connect the dots around QIT to better understand what the catalysts are that make the framework successful. There are three non-negotiable foundational team structures that must be put in place to engage leaders and staff so they can drive, accelerate and execute effectively. Quality impact teams are one of three foundational teams that make up an essential part of the Evidence-Based Leadership℠ framework, and this model gives a great birds-eye view perspective of how they all work together. You can see the foundational teams outlined in red dotted line: leadership evaluation, quality impact, and leadership development.
Let’s take a look at the overall structure of evidence-based leadership team structures to create a clearer picture in your mind. The executive team makes the decision to begin the partnership, often in conjunction with the board. The organizational steering committee can include the senior executive level, the team chair of each foundational team (The leader evaluation team, quality impact. Steering team, and leadership development Institute team) and anyone else the CEO believes should be there. In smaller organizations, the executive team and the organizational steering committee are often the same group of leaders.
As you can see, each foundational team includes smaller groups of teams. The individual Quality Impact Teams that fall under the quality impact teams steering committee are fully described in Section B of the quality impact teams manual. Let’s take one step further to connect the dots around evidence-based leadership and foundational team structures *
Highly Recommended Teams/Functions
- - -
Executive Sponsorship and/or Leadership Recommended
Measurement *
ED Perception of Care
Social
Physician Collaboration
Medical Practice Perception of Care
Logistic
Workplace of Choice
Reward and Recognition
Linkage
Service Recovery
© 2013 Studer Group

9. Accountability * Reference: The leader evaluation process is
The Leadership Evaluation (Accountability) Team facilitates the implementation of an objective, measureable, and weighted evaluation system. This team includes members who represent key individuals involved in the evaluation process and key pillar-based content experts.
This Accountability team aligns leaders with organizational goals and sets performance expectations based on objective goals, backspace.
* Reference: The leader evaluation process is
defined in detail in the Leader Evaluation Process
Manual located in the Studer Group Learning Lab.
© 2013 Studer Group

10. Alignment
The leader Development Steering Team is responsible for facilitating the implementation of a successful Leadership Development Institute (LDI) to ensure that all leaders have the skill necessary to effectively execute new behaviors/processes to move results.
You can train leaders all day long, but the differentiating factor from any leadership development Institute will be the linkage that tells leaders how you expect them to operationalize what they just learned into their day-to-day leadership over the next 90 days. When that happens, you can call an LDI successful. Training is important, but helping leaders effectively execute by validating that they use what they learned, is even more important to align their skill with performance expectations.
* Reference: Leadership Development Institute Teams/ Functions are defined in detail in the LDI manual located in the Studer Group Learning Lab.
© 2013 Studer Group

11. Action Chaired by an Executive Sponsor & QIT Champion
Composed of Individual leaders from each QIT and the team leader of the Leadership Development Team
Now back to the star of our show!
Quality impact teams have multiple opportunities to support several areas of the Evidence-Based Leadership℠ framework, particularly in areas that align behavior and/or processes. There are 11 team options to choose from, which are described in detail in section B of the quality impact teams manual— and we will discuss them in more detail later today. These are the teams you will lead with Key actions that will improve our organization.
The Quality Impact Steering Team is generally a leader led and executive-sponsored committee, and its membership also includes the leaders of each one of the Quality Impact Teams/Functions. We have often seen representatives of the leader evaluation team engaged in this process to ensure that all work is aligned to organizational goals and priorities.
As a QIT leader, you will be expected to attend and actively engage in steering team meetings.
© 2013 Studer Group

12. QIT Steering Committee Membership
Meets every week for the first 4-6 months of the rollout of QITs and then reevaluates frequency, as appropriate
Service as leader may last 12, 18, or 24 months depending on capacity or leader availability
Co-leaders may be used and considered the leader-in-waiting who will assume the team leader role for the next term
(This slide should be adapted to reflect the parameters that have been defined by the organization before this training covers)
The QIT Steering Committee should primarily meet every week for the first 4 to 6 months of the rollout of quality impact teams and then reevaluate the frequency when the processes is hardwired. Momentum is essential your success, so long delays between meetings will not work.
Team leaders are typically asked to serve for a term designated by the organization, which can range from months, and the same rotation cycle that applies to leaders should also apply to members.
After serving this term, the leader can either rotate off the team completely or become a member of the team. One great idea is to assign co-leaders for each team that will be considered “the leader in waiting” who will assume responsibility for the team at the next term
© 2013 Studer Group

13. QIT Steering Committee Key Actions
Establish a process for recruitment
Oversee and prioritize QIT work to maintain alignment with organizational goals
Coordinate individual team efforts so they do not overlap
Ensure teams have resources to help facilitate implementation of ideas
Hold leaders accountable for consistent, effective execution of individual QIT work
Let’s talk about the why behind the steering team. The steering team has several functions, and they include to:
© 2013 Studer Group

14. QIT Steering Committee Benefits
A forum to share ideas and challenges to maximize learning across teams.
A safe and environment to identify and help resolve the issues of individual teams.
A gauge to manage the rollout of major team initiatives to effectively take on the right amount of change.
The QIT steering committee also provide several benefits to QIT leaders. Most importantly, it provides the opportunity for camaraderie and support for each other throughout implementation.
This slide presents just three benefits.
(Ask the group what other benefits they think the steering team could offer)
Possible responses: feel like a part of the team, opportunity to recommend potential team members to other team leaders, maintain organization, feel less alone/anxiety about expectations
© 2013 Studer Group

15. Nine Principles
Quality Impact Teams (QITs) are also rooted in the Studer Group Nine Principles® and are often at the very core of accelerating change in culture. They serve as the basis for many
processes that demonstrate the communication of values, standards of behavior, and performance expectations.
We used these Nine Principles® to determine where our gaps were as an organization to choose which teams we should roll out to make the greatest impact. Traditionally, these types of teams have been called service excellence teams. Studer Group has been using teams in this way for more than a decade, and they have determined that these teams are more about making an impact on quality.
That is why the organization calls them quality impact teams today.
© 2013 Studer Group

16. Creating Momentum—Healthcare Flywheel®
Meeting Title Here (on Notes Master)
Creating Momentum—Healthcare Flywheel®
Bottom Line Results
(Transparency and Accountability)
Prescriptive To Do’s
Purpose, worthwhile work
and making a difference
WHY
In the book Good to Great, Jim Collins writes about great organizations benefiting from the flywheel effect where the power of continued improvement and the delivery of results create momentum. Studer Group applied this concept to healthcare and developed the Healthcare Flywheel® to help organizations understand the journey they must make in creating great places for employees to work, physicians to practice, and patients to receive care.
The beginning of this journey is simple recognition that all healthcare professionals must align with the core of the organization: its values driven mission. The majority of people who chose a career in healthcare do so because they wanted to be involved with something with great purpose, they want to be engaged in worthwhile work, and to have the opportunity to make a difference. We have that in health care every day! That’s what spins their flywheel. That’s what brings them back to work every day in a career where plates continue to get more and more full, when change is no longer episodic but continuous and as exhausting as it is exhilarating!
The hub is what drives healthcare professionals, and whenever change is required, the why behind the necessary change must relate to these core values for healthcare professionals to not only believe in, but also execute it. That belief creates the first push in momentum on the journey to excellence.
The individuals who participate on quality impact teams have a greater sense of why change is necessary, so their level of engagement increases and impacts the organization on a deeper level. It’s this higher level of engagement that creates more momentum and keeps the flywheel turning. The more employees you get engaged through QIT, the more critical mass you will develop on the frontlines to accelerate change.
Self-Motivation
© Studer Group®

17. Understanding your role as a QIT leader
Quality Impact Teams
As a best practice, a team structure is used to engage leaders/staff to drive, accelerate, and achieve outcomes in an organization. It’s important to understand why this team structure is successful, so we will use this section to discuss that– as well as what your role and responsibilities involve in making it happen.
Understanding your role as a QIT leader

18. So now you are a team leader…
If you’re feeling like this first guy then we need to do something about that! Your role as a QIT leader is not meant to be overwhelming or stressful, but a celebration that others believe in your ability to effectively lead our organization through change.
We want you to feel like this second guy! We want you to feel proud that you have been selected to lead one of our quality impact teams, to understand that others recognize your leadership ability and want to develop your skill to help you become even more successful in your role as a leader with vision. You were chosen because the senior team believes in you.
© 2013 Studer Group

19. The Why: Quality Impact Teams
Empower to create employee ownership
Engage to show value for employee input
Excite to build momentum in the change process
Before we talk about your role and how to execute your specific QIT, let’s talk about why quality impact teams are successful.
Quality impact teams are designed to combine groups of leaders and front-line staff as culture change agents. By assigning this level of accountability for role modeling, as well as implementing the new behaviors, employees develop a greater sense of ownership in the organization’s success because Now they feel they have skin in the game. They feel in control of change instead of a victim of it – and that changes everything! They are empowered and will manage up change to others.
By engaging employees we’re telling them that their voice is important, that we respect their creativity and critical thinking skills. Organizationally, there are even more benefits. Despite the fact that your organization might be small, and employees may see each other in the hallways quite regularly, that doesn’t necessarily mean employees are interacting or even understand what the other does. This combined structure of employees from multidisciplinary departments improves dialogue, teamwork and provides an opportunity to better understand how they can align their work to achieve common goals that improve the organization.
And although last, it’s certainly not the least important. Exciting employees is not about motivating them anymore. Healthcare professionals need to come to work already motivated because the day is too hard and long to make people want to be there. Instead, we must give employees opportunities to be inspired. And we can do that by giving them responsibility to create action that results in visible improvements they can be proud to be part of.
Once that happens…the momentum is unstoppable!
© 2013 Studer Group

20. The What: The Role of the QIT Leader
Drive the performance of your individual QIT
Serve on the QIT Steering Committee
Model the behaviors expected of all leaders
Practice open and honest communication
Value everyone’s role
Be supportive, but empower team members
Project a positive attitude
Handle and resolve conflict appropriately
Hold effective meetings
There are several responsibilities you will have as a QIT leader. Let’s talk about what some of the most important expectations of your role are. (Refer to slide)
A team leader provides guidance and direction while at the same time brings out the best in each team member. Team leaders must not hesitate to seek advice from other team leaders, the Champion, or the Studer Group coaching team. Leaders also need support and must feel comfortable seeking it.
The leader’s role for each team is to lead their group in such a way that the team members feel that they are:
􀂄 Involved
􀂄 Empowered
􀂄 Focused without being directed to specific action
􀂄 Supported in their efforts
􀂄 Allowed to think outside the box
􀂄 Getting things done
© 2013 Studer Group

21. The How: The Role of the QIT Leader
Be accountable for holding your team accountable to execute
Quality Impact Steering Team Update Form
Each team leader completes a summary report of team efforts since the last meeting
Summaries are sent to the QIT leader before the steering team meeting
QIT leader s highlights from each team to the overall leadership team monthly
Understanding why QITs are effective in accelerating change in an organization, and what your role as a QIT leader is to facilitate that are both important parts of your learning. But the one element that will make the difference between an effective QIT and an ineffective QIT boils down to one word: accountability.
As a QIT leader, your role is not about running meetings or implementing actions alone. The most important part of your role is in getting results that improve the organization in some way.
Communication about your execution as a team is essential to keep all leaders aligned with and aware of work being done by QITs. To assist each QIT individual leader with sharing the work being done by their team members, the QIT champion will provide highlights of each team’s work to the entire leadership team monthly.
Each individual QIT leader will summarize their key actions and complete a summary sheet that should be mailed to the QIT champion before the Steering Team meeting. A sample summary report is included in this light.
© 2013 Studer Group

22. Quality Impact Teams Individual teams
Quality Impact Teams are comprised of high-performing staff and leaders focused on improving systems, processes, and behaviors. They are often at the very core of change in culture, and team members become internal experts who help accelerate the change process, gain engagement from peers, and sustain results in the following areas.
We will walk through each of the quality impact teams available and review key actions they will implement to improve something in the area under discussion. Several books are available through Studer Group that can offer inspiration or additional information about moving results and improving current performance to support your teams.
But first, let’s find out which leaders are leading each quality impact team and learn a little bit about each other.
Individual teams

23. Getting To Know You! Name and leadership role
Years with the organization
Why do you love what you do?
What is your Quality Impact Team?
As the Studer Group coaching team introduces each team and their roles, it is a good idea to introduce the team leader and ask him/her to stand up and share a few things. At the end of QIT REVIEW, the leaders will be expected to participate in an exercise about their specific QIT. (See slide 64)
© 2013 Studer Group

24. The Teams Measurement Standards Communication
Inpatient Patient Experience
Emergency Department Patient Experience
Outpatient Patient Experience
Service Recovery
Provider Collaboration
Medical Practice
Reward and Recognition
Workplace of Choice
(QIT champion should edit this slide to reflect teams to be rolled out before training. Recommend highlighting teams being implemented, but do not delete quality impact teams that might be rolled out at a later date for learning)
There are 11 team options available, and we have chosen the following to rollout.
© 2013 Studer Group

25. To consistently identify and communicate trends in results
Measurement Team
To consistently identify and communicate trends in results
This team is responsible for correctly measuring, interpreting and communicating progress toward patient satisfaction and/or other organizational goals. They become the in-house experts on progress in multiple areas and develop user-friendly, easy to read reports so that all staff know results on a timely basis.
This team works closely with all other QIT to teach them how to read the reports, as well as any members of the leadership team that would like additional skill at pulling results from vendors or internal reports. Through this team, we create opportunities for recognition of those doing a great job and identify opportunities for improvement to establish a greater sense of urgency, when needed
© 2013 Studer Group

26. Measurement Team Membership Success Factors
A mix of leaders and frontline staff
High performers – a reward and recognition opportunity
People who like data analysis and numbers
People who like to teach data interpretation

27. Measurement Team – Key Actions
Analyze relevant data to identify strengths and areas for improvement— become vendor report experts
Educate leaders and staff on interpreting data
Distribute and communicate timely data consistently
Track and communicate trends to appropriate leaders
Provide internal benchmarking information
Communicate with Reward & Recognition QIT to identify departments that are performing well
This team provides information only. Its purpose is not to execute action as a result of the data, simply to provide the data to the appropriate people that should execute action
© 2013 Studer Group

28. Sample Measurement Report
Sample: a more complex version of results for an organization
© 2013 Studer Group

29. Sample –Trending
Sample: a simple trend report to demonstrate improvement.
© 2013 Studer Group

30. Standards Team
Establishing and reinforcing the code of conduct that all employees will uphold.
This team is responsible for developing or updating the Standards of Behavior for all employees. It also rolls out the standards and monitors the utilization of standards by leaders and staff. This team’s goal is to integrate the standards into the organizations culture to support operational goals and support improving the internal and external customer experience.
© 2012 Studer Group

31. Standards Team Membership Success Factors
A single leader and the remainder of frontline staff
High performers – a reward and recognition opportunity
Representative of a multidisciplinary cross-section of staff
Creative, “can – do” people
Collaborative team player; enjoys working with people
People who already live the values of the organization
More than any other team, this QIT must be populated by a multidisciplinary group of employees to ensure greater buy-in of standards once they are rolled out.
© 2013 Studer Group

32. Standards Team – Key Actions
Develop or modify current organizational “Standards of Behavior” to align with and support the values of the organization:
Brainstorm behaviors – what specific actions illustrate our values when people interact in our hallways?
Work with HR to incorporate into the pre-employment and selection process;
Develop a commitment statement for current employees to sign;
Incorporate Standards into new employee orientation and the annual performance review (highmiddlelow®).
© 2013 Studer Group

33. Rollout Standards - Booklet
Assisting leaders with Standards roll-out to integrate new/updated standards into culture and ongoing awareness campaigns I one of the responsibilities for this team.
Here is one example of how a partner organization communicated new standards of behaviors. This is very professional and progressive, but it can be very simple as well.
Sample courtesy of University of Utah Hospitals and Clinics
© 2013 Studer Group

34. Communications Team
Explaining THE WHY when change is necessary , what it will improve and how it impacts employees
The Communication Team’s goal is to ensure that clear, consistent, and accurate information about the organization and its expectations for employees is being cascaded to all levels of staff in a timely manner.
The team helps to improve or build upon current communication vehicles and works closely with other service teams to ensure their work is being shared, as well as develops communication tools that can be used by all other service teams.
© 2013 Studer Group

35. Communications Team Membership Success Factors
A mix of leaders and frontline staff
Leader from the marketing department
High performers – reward and recognition opportunity
Articulate, strong communicators
Able to express ideas in written form clearly
Highly engaged personality

36. Communications Team –Key Actions
Coordinate and disseminate information for employees about the journey
Connect to purpose– explain the why
Encourage a “no secrets” culture
Help coordinate quarterly employee forums
Develop communication tools for other QITs
Create and standardize communication boards around the five pillars
© 2013 Studer Group

37. Communication Board sample
A sample communication board.
Although we recommend using the five pillars, if an organization does not use five pillars then the communication boards should reflect the organization’s preference– but that preference should be standardized throughout the facility.
© 2013 Studer Group

38. Inpatient Experience
To continuously find ways to exceed the expectations of our inpatients and their family members
This QIT is responsible for assessing current gaps based on results and removing barriers to providing quality inpatient care. It facilitates the implementation of evidence-based best practices that positively impact quality outcomes and the patient experience.
© 2013 Studer Group

39. IP Team Membership Success Factors
A mix of leaders and frontline staff
High performers – reward and recognition opportunity
People who work in patient care areas; preferably from all shifts
Good cross-section of support and clinical areas
Creative people

40. Inpatient Patient Experience Team – Key Actions
Review current results and develop action plans to address opportunities for improvement
Review complaints and grievances from patients to address specific concerns
Support leaders by providing additional resources to implement evidence-based tactics, such as becoming EXPERTS on the HCAHPS Handbook
Creative problem solving and implementation of projects for priority HCAHPS composites
© 2013 Studer Group

41. Emergency Department Patient Experience
To exceed expectations in emergency situations with quality clinical care and compassion
This team is responsible for removing barriers to providing quality care in the Emergency Department. This team’s role is to assess the current state of care being provided, identify desired practice levels, and identify gaps between their current performance and the ideal performance. This team works to assist leadership to create a system of hardwired tactics to fill the gaps.
© 2013 Studer Group

42. ED Team Membership Success Factors
A mix of leaders and frontline staff
High performers – reward and recognition opportunity
Cross section of all stakeholders that impact the ED patient experience (i.e. Imaging, lab, MedSurg, housekeeping, paramedics, etc.)
Providers

43. Emergency Department Patient Experience Team –Key Actions
Assess current metrics (patient experience results, dashboard results) and identify
Assist with facilitation of best practice Behaviors
Develop implementation plans that include education, communication, monitoring, and validating execution
Partner with Measurement Team to make appropriate performance data available to leaders and staff
Partner with Reward and Recognition Team to celebrate progress of outcomes
© 2013 Studer Group

44. Daily dashboard sample —accountability tool
Sample tool.
The QIT can recommend using this tool provided by Studer, or create a similar tool to accomplish a similar purpose. Many tools are provided by Studer, but you will determine if it works for you or needs to be modified for your organization.
© 2013 Studer Group

45. Outpatient Experience
To exceed expectations in emergency situations with quality clinical care and compassion
The Outpatient Experience is a competitive arena, particularly because patients have a choice about where they choose to have elective tests and procedures completed. This team is critical because engaging this patient’s loyalty must occur during the patient experience in real-time – service recovery is too late!
© 2013 Studer Group

46. OP Team Membership Success Factors
A mix of leaders and frontline staff
High performers – reward and recognition opportunity
Representation of staff from multiple outpatient Depts., including staff from ambulatory surgery and possibly the ED
Depending on the size of the organization, sometimes the ED and OP QIT combine because they have many stakeholders in common. Consolidation of these two teams is up to each organization, with input from your Studer coach.
© 2013 Studer Group

47. Emergency Department Patient Experience Team –Key Actions
Assess current metrics (patient experience results, dashboard results) and identify
Assist with facilitation of best practice Behaviors
Develop implementation plans that include education, communication, monitoring, and validating execution
Partner with Measurement Team to make appropriate performance data available to leaders and staff
Partner with Reward and Recognition Team to celebrate progress of outcomes
© 2013 Studer Group

48. Finding solutions when we fail to execute effectively
Service recovery
Finding solutions when we fail to execute effectively
The goal of the Service Recovery Team is to develop and hardwire a system to provide service recovery to patients and families whose expectations have not been met and to turn unmet expectations into a positive experience
© 2013 Studer Group

49. Service Recovery Team Membership Success Factors
A mix of leaders and frontline staff
High performers – reward and recognition opportunity
People who enjoy interacting with customers
Compassionate, nonjudgmental and engaging
Levelheaded during emotionally-charged situations
A representative from Risk Management
Patient Services Representative, if applicable

50. Outpatient Patient Experience Team –Key Actions
Review current results and develop action plans to address key areas to drive results
Review complaints and grievances from patients to address specific concerns
Share thank-you letters and other stories from patients that recognize employees
Identify best practice approaches
Facilitate implementation of evidence-based tactics
© 2013 Studer Group

51. Provider Collaboration
To improve the level of service to— and partnership with providers
The initial focus of this team/function will be to gather data relating to the current state of physician/provider collaboration within their workplace and the relationship with staff and leadership.
This team is responsible for assisting in providing an atmosphere that makes an organization a great place for physicians and providers to practice medicine. They will assist leaders in identifying ways to improve the experience of physician partners and improving the quality, efficiency, appreciation, and input. In effect, they are the team seeking to meet and exceed the expectations of physician partners, and in turn, their patients.
© 2013 Studer Group

52. Provider Collaboration Team Membership Success Factors
At least one physician and senior executive member or sponsor
High performing staff that work consistently with physicians from multiple disciplines (i.e. nursing, IT, physician liaison, physician recruiter, etc.)

53. Provider Collaboration —Key Actions
Remove barriers for physicians to providing quality service to patients and their families
Identify opportunities to strengthen a sense of partnership with physicians
Open communication channels between physicians/providers, admin leaders, nursing and administration
Help develop additional tools for the organization to use to reward and recognize physicians
Promote the value of physicians to the organization
© 2013 Studer Group

54. Provider recognition and feedback tools
The four things physicians want most are quality for positive patient outcomes, efficiency for greater productivity, input to have a voice with administration and appreciation to know that their efforts are respected and valued.
Sample one on the left is a recognition thank you note that could be published internally.
Sample two on the right is a template to harvest input from the providers about concerns they may have and/or opportunities that we can improve upon.
There are several other examples in the manual to work with, or you can create your own!
© 2013 Studer Group

55. Building patient loyalty with exceptional clinical experiences
Medical Practice
Building patient loyalty with exceptional clinical experiences
© 2013 Studer Group

56. Medical Practice Team Membership Success Factors
A mix of leaders and frontline staff from multiple disciplines (i.e., nursing, reception, housekeeping, valet services, volunteers, etc.)
High performers – reward and recognition opportunity
High-energy, solution focused employees
Providers, nurse practitioners, and/or medical assistants

57. Medical Practice Patient Experience Team –Key Actions
Review current results for trends
Identify best practice approaches to address gaps
Facilitate training and rollout of best practice tactics
Assess the effective execution of tactics
Partner with Measurement Team to make appropriate performance data available to leaders and staff
Partner with Reward and Recognition Team to celebrate progress of outcomes
This team’s role is to implement best practice tactics that positively impact quality outcomes and patient experience within their medical practices to improve and sustain high quality patient outcomes, as benchmarked against other medical practices throughout the nation.
© 2013 Studer Group

58. Reward &Recognition
Behavior that gets positively rewarded and recognized gets repeated
The Reward and Recognition Team’s responsibility is to reinforce desired behaviors and results by providing opportunities for reward and recognition of staff members for physicians that are executing effectively and demonstrating a positive attitude toward the work they are doing.
© 2013 Studer Group

59. Reward & Recognition Team Membership Success Factors
A mix of leaders and frontline staff to represent multidisciplinary group of employees
High performers – reward and recognition opportunity
High-energy, creative people that enjoy celebrating others
Out-of-the-box thinkers

60. Reward and Recognition Team – Key Actions
Assess organizational recognition programs already in place, make improvements as needed
Develop or enhance a hospital-wide reward and recognition process that enables real-time feedback about specific, desired behaviors (Legends, Champions, Heroes etc.)
Ensure Reward & Recognition is happening at all levels and locations of the organization
© 2013 Studer Group

61. Workplace of choice
Organizational performance that successfully blends culture with strategy
Under the direction of the Senior Team, the ‘goal of the Workplace of Choice Team is to coordinate standards and processes that create a sustainable workforce culture that promotes high engagement, continuous improvement, and strong operational performance.
Essentially, the team helps to elevate employees’ feeling of worth within the organization. There are three key “must-have” tactics that assist with this effort, specifically to improve employee recruitment and retention: rounding for outcomes, thank-you notes, and peer interviewing. This QIT can play a big role in assisting with the implementation of these tactics, when appropriate
© 2013 Studer Group

62. Workplace of Choice Team Membership Success Factors
Under the direction of the senior team
A mix of leaders and frontline staff that represents all levels of employment
High performers – reward and recognition opportunity
Human resources representatives
Employee recruiters
© 2013 Studer Group

63. Workplace of Choice Team –Key Actions
Review of existing policies and procedures that affect employee recruitment, selection, and retention
Implementation and follow-up communication for the employee engagement survey
“Bright Idea” program development
Tool development to support an effective employee orientation system
Complete applications for Best Places to Work Awards at the local, state, and national level.
© 2013 Studer Group

64. Exercise– 10 minutes
What type of environment would you like to help create by this time next year, and what is your specific QIT’s role in helping to create that environment?
Each leader will be given a partner
Each leader should spend 5 minutes thinking aloud and brainstorming ideas about the proposed question
Be prepared to take notes and report out what your partner said about the type of environment they would like to help create and what their team will do to accomplish that
Ask each team leader to hypothesize what type of environment they would like to create a year from now and their role in helping to create that environment through their teams.
The idea is to think through the things they have learned, not to come up with a commitment statement.
The exercise builds listening skills and breaks down silos
The exercise is designed to help leaders prevent duplication
© 2013 Studer Group

65. BREAK!
© 2013 Studer Group

66. Quality Impact Teams Recruiting Your Team
Strategies to populate teams with leaders and staff members to ensure success and ongoing performance will be determined by the QIT steering committee as a unit. Once the steering committee has determined the method to be used, you will have a key role in choosing the best candidates for your team.
Recruiting Your Team

67. Team Development
What is a Team?
A collection of individuals guided by a common purpose, striving for the same results.
Goals of a Team:
Foster togetherness in the workplace while creating a better work environment for all
Use the talents of a diverse group of people to solve problems
As you begin thinking about who would be an asset to the work you are about to do, consider how we define what a team is and what your goals are. The most important objective is to lead this group to be successful. Together.
© 2013 Studer Group

68. Recruitment Strategies
Ensure diversity and representation from all affected departments
Roll out to managers first to ensure middle management alignment and support
CEO delivers introduction message to demonstrate importance of role
Middle manager signs commitment letter to support member’s participation on team
© 2013 Studer Group

69. Options for Recruiting Team Members
Method
Recruitment Process
Pro
Con
Hand Selection
Managers are asked by the Steering
Committee to “hand-select” team members by submitting 3-5 names of top performers in their areas from various shifts and explain the “why” behind the choice. The Quality Impact Team Steering Committee identifies which employees they would like to serve on a particular team based on
strengths (i.e., communicator, numbers oriented, great attitude, etc.)
Engages managers in the
process
Quick option to fill team
Recruits winners because candidates are hand selected by leaders who know the employees’ capabilities and strengths
Eliminates low performer
involvement
May generate skepticism about selection process
People feel obligated because they did not volunteer
Risk of asking the same “go-to” people; potential for burnout
“NFL” Draft
Committee to submit 3-5 names of top performers in their areas from various shifts and explain the “why” behind the choice. The names are placed on sticky notes based on strengths; for example, communicator, numbers-oriented, great attitude, etc. The team leaders take turns selecting members based on strengths for their team through an NFL draft format, including trading
Engages managers in the process
Quick and FUN
Recruits winners because candidates are hand-selected by managers who know the employees’ capabilities and strengths
Eliminates low performer involvement
Volunteers
A communication is sent to staff members letting them know that the organization is actively seeking volunteers to join identified teams. A short explanation of the different teams, their requirements and time commitments, and guidelines on how team
members will be chosen must be provided. Also communicate that just because one volunteers does not mean they will automatically be chosen to join a team. There may still be a selection process, a set
of criteria that must be met, and/or an application to complete. An example of criteria might be that an employee is “free of corrective action.”
Quick option to fill team dedicated, driven, and passionate team members (because they volunteered and were not pressured to join)
May generate diversity of skills and talents
May not receive enough volunteers
Removes recommendation from
managers, meaning they may not agree with or approve of
certain staff participating
© 2013 Studer Group

70. Recruiting sheet with short description of each team
***Other resources/ details for teams
available in the Quality Impact Team Manual

71. QIT Participant Qualities
High Performer
“Out of the Box” Thinker
Positive Attitude
Trustworthy
Reliable
Committed/Loyal
Enthusiastic

72. Expectations of QIT Members– change agents
Model new behaviors; manage-up the benefits of change to coworkers by explaining why it is necessary
Work to improve communication and teamwork between departments
Perpetuate a culture of appreciation and recognition
Be empowered, creative, engaged and an “owner”
Seek ideas and solutions from peers
Facilitate training of new behaviors
There are several expectations of QIT members, just as there are QIT leaders. This slide provides some of the expectations you should have for your team members to be successful.
© 2013 Studer Group

73. Recruiting Tips Select members for talent, retain based on performance
Set expectations by clearly defining what you want your team to achieve
Role model the behaviors you want to see in your team members

74. Too Many Volunteers? Screen for best fit
Ask other leaders if they need team members
Engage all to be on and consider job sharing, especially for shift and clinical workers
Select your team and send each person that was not chosen a letter from the CEO recognizing their interest and commitment to help improve the organization

75. Quality Impact Teams
Welcoming your team

76. Demonstrate Appreciation
Ask the CEO for a welcome letter to your team members
Provide a celebration gift/continental breakfast for the group
Personally say “thank you” to each member privately
Have Fun…..

77. Training Your Team
Print your individual team section from the QIT Manual and provide a copy to each team member
Connect the dots between your team’s purpose and how it will improve the organization
Set clear expectations for their participation
Create a sense of excitement for your team by being excited yourself
Engage senior leaders to participate in your training
Purpose: not all staff have been on teams, so education regarding team functioning, behaviors, and processes is crucial to success of the teams (you can find the tools you need in Sections A5, A6 of QIT Manual)
© 2013 Studer Group

78. Maximize effectiveness of your meetings
Quality Impact Teams
As a quality impact Team leader, you will be directing your team in the development and implementation of solutions that drive organizational improvement. To help you accomplish that, let’s discuss five tips that will help you maximize your effectiveness.
Maximize effectiveness of your meetings

79. 5 Tips to Maximize Effectiveness In Meetings
Purpose: develop a detailed team charter
Action: execute a rollout/90-Day Plan
Focus: follow a clearly written agenda
Accountability: follow-up and follow through
Assess: evaluate meeting value in real-time
© 2013 Studer Group

80. 1. Team charter– purpose Number of members and membership criteria
Length of commitment
Team meeting frequency
Team’s mission
Team’s objectives/goals
Measures of effectiveness
Team charters will help each team define their purpose, membership criteria and expectations, how often they meet, how they measure success and what their decision-making process and boundaries are.
It’s extremely important that the leader does not present this as done deal. You want your team to be a part of this development process because they will have greater ownership and it as a result.
*See Tool A6.1 for a blank charter template and
A6.2 for team charter sample.
Tool: Team Charter (Section A6- pg. 56)
© 2013 Studer Group

81. 2. Roll Out Plan– action
Align goals to the hospital’s priorities to improve
Focus on 1 or 2 core activities to execute
Clearly define action steps
Focus on outcomes: what should improve as a result of your action?
Implementation or rollout plans will be instrumental in creating a roadmap for the work each team will implement to get results. This tool may also be referenced as a 90 day plan. Each organization is different, so don’t get caught up in the verbiage. The most important thing to understand is how to use this tool as a roadmap to get you from assessment of where your gaps are to action to results.
To be effective, it is essential that every team leader and team have a game plan for the next 90 days to prepare for and implement one or two key accomplishments. It’s also important not to overload team. We want this additional responsibility to be one that is rewarding. Set major events to hit milestones for the quarter you are working in. By setting milestones, you and your team can see incremental success that you can build on.
The manual provides a great template, but there is also assistance with understanding what each individual team should be doing at a foundational level quarter to quarter once it is launched in section B of the manual. This particular tool is available in section A—4 of the manual, but the deeper dive into quarter to quarter details will be found in section B of each quality impact team’s details.
The key is to keep it simple!
Tool: Rollout Plan (Section A6- pg. 58)
© 2013 Studer Group

82. 3. Team Agenda– focus Delivered 24-48 hours prior to meeting
Includes team members’ names next to assigned agenda item
Includes time allotment for each topic
Includes ground rules
Team agendas will prepare members for the meeting, and keep the team focused for a productive use of everyone’s time. It will also help drive the team’s performance through greater accountability for action items and keep the team clear on next steps.
Tool: Team Agenda (Section A6- pg. 57)
© 2013 Studer Group

83. 4. Meeting Behaviors– accountability
Assign members the following tasks at each meeting:
Facilitator – Team Leader
Timekeeper – Stay on time
Weed whacker – Stay on track/target
Scribe – Provide minutes; prepare agenda for next meeting
© 2013 Studer Group

84. Meeting expectations– accountability
Ground Rules – established by the team
50 Minute Meetings: start /end on time
Come prepared; do homework
Be Present (actively engaged)
Each gets their say, not necessarily their way
Silence equals agreement
Members respect confidentiality of team
No sidebars
Once we agree, we will speak with one voice
Setting clear expectations/ground rules is an important part of maximizing your meeting’s affect, and the most effective way to accomplish that is by engaging your team in setting up with those expectations are.
© 2013 Studer Group

85. When Bad Meetings Happen…
What makes a meeting ineffective?

86. No Accountability

87. Minutes – accountability
Review decisions, and put assignments by name in the minutes so the team has a historical record.
Establish your “next step” from the rollout plan to decide how to implement decisions made and what communication is necessary.
List who was present and who was absent (excused/unexcused)
Note the next meeting’s time and location
Deliver minutes within 2 business days to each member
© 2013 Studer Group

88. 5. Evaluations – assess Evaluations
Align to the organization’s patient satisfaction tool for numbers and/or key words
VERY Good (5)
Good (4)
Fair (3)
Poor (2)
Very Poor (1)
One of the best ways to ensure an effective meeting is to measure it! Before you adjourn, have the participants rate each meeting on a one-to-five (or one-to-ten) scale regarding their perception of its value.
When a team member assigns a rating of less than four (or eight), have him suggest what would make it better. This provides you with immediate feedback on the value and effectiveness of your meetings.
This is a recommendation only, so each organization should choose which scale they will use to evaluate meetings — but whatever scale is chosen should be standardized across all QITs.
© 2013 Studer Group

89. www.studergroup.com © 2013 Studer Group

90. Quality Impact Teams
Your toolkit

91. Quality Impact Teams Manual Articles, tools, videos
Every tool you need to roll out your individual QIT is available to you on the Studer Group website. Be sure to take advantage of them, as needed.
© 2013 Studer Group

92. Quality Impact Teams Manual
Your responsibility
Read your section
Understand how your individual QIT aligns with the other QIT
Clearly communicate the purpose of QIT to your team members
The quality impact teams manual offers clear direction for each leader to execute a successful QIT. Each leader should thoroughly review their section of the manual, as well as all other content to better understand how these teams work together to drive change through the organization and avoid duplication of actions.
What makes the QIT structure effective is the alignment of each team leader with organizational priorities, regular communication updates as a team through the steering committee to share what action is currently being taken, and frequent rotation of membership to engage fresh ideas and perspectives.
© 2013 Studer Group

93. Quality Impact Team Manual – OVERVIEW
Section A
Quality impact OVERVIEW and foundation A
Section B
Quality impact function and teams B
Section c
Studer group resources & glossary C
Section A1
Studer Group Foundation
Section B1 Standards *
Section B6
Inpatient Perception of Care
Section C1
Studer Group Resources
Section A2
Quality Impact Overview
Section B2 Communication *
Section B7
Outpatient Perception of Care
Section C2
Studer Group Glossary
Section A3
Quality Impact Leadership
Section B3 Measurement *
Section B8
ED Perception of Care
Section A4
Recruiting Frontline Staff for Teams
Each section of the manual offers a clearly written content to help you lead your team effectively.
Section A gives you an overview of where QITs fit on our journey to a more accountable organization, the purpose of QIT, leadership, recruiting team members, how to train your team and maximize the effectiveness of team your meetings.
Section B gives detailed information about each individual QIT, including purpose, key actions, key roles.
Section C provides an organized list of resources and a glossary of terms to help you with definitions of language that you might not be familiar with.
Section B4 Physician Collaboration
Section B9
Medical Practice Perception of Care
Section A5
Training for Teams
Section B5
Workplace of Choice
Section B10
Reward and Recognition
Section A6
Maximizing Your Team’s Effectiveness
Section B11
Service Recovery
© 2013 Studer Group

94. Expectations Mandatory Assignments (Due by x)
Review all of Section A and your specific team’s section in the Quality Impact Teams manual
Train your Team (example training agenda – pg. 43) *must practice/review your training with steering team leader before implementation
Schedule recurring Team meetings (standardized form on pg.45)
Create a Team Charter (standardized form on page 55)
Create a Meeting Agenda (standardized form on pg.57)
Create your 90 day/rollout plan (standardized form on pg.58)
Mandatory Assignment (recurring)
Quality Impact Steering Team Update form
*must send completed form to QIT steering team leader 24 hours before meeting
Recommended Assignment:
Review the complete QIT manual
This expectations slide should be completed by the QIT champion before the training. Set clear expectations, with deadlines to engage your QIT leaders, and create a sense of urgency to complete tasks.
© 2013 Studer Group

95. “Culture outperforms strategy every time, and culture with strategy is unbeatable!” —Quint Studer
Quint is fond of saying that culture outperforms strategy every time, and culture with strategy is unbeatable!
There is no question that a thoughtful strategy creates a strong foundation to move forward, but if the culture of an organization has not matured to a level of consistently effective execution for every customer, every day---than any positive momentum you achieve will be difficult to sustain over time.
But the good news is that we have time. Culture change is not a sprint race. It should be considered more of a marathon that with the right pacing, preparation and training – you can successfully accomplish.
© 2013 Studer Group

96. Meeting Title Here (on Notes Master)
“Always bring it back to values . . .”
Quint Studer
The work you will do on quality impact teams is setting the stage for the organization we want to be. As Quint says, culture with strategy will make this organization the preferred healthcare provider for patients to receive care, physicians to practice medicine and employees to work!
Thank you for accepting this incredible role as a team leader for your quality impact teams!
© 2010 Studer Group