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Exceptional Patient Experience Conducting Vital Conversations Beverly Begovich Baptist Leadership Group.

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Presentation on theme: "Exceptional Patient Experience Conducting Vital Conversations Beverly Begovich Baptist Leadership Group."— Presentation transcript:

1 Exceptional Patient Experience Conducting Vital Conversations Beverly Begovich Baptist Leadership Group

2 Icebreaker Activity

3 Good to Great: Key Success Factors Level 5 Leaders First Who, Then What Brutal Facts Define Your Hedgehog

4 Good to Great: Level 5 Leader Level 1 Individual Level 2 Team Member Level 3 Competent Manager Level 4 Effective Leader Level 5 Professional Will and Personal Humility

5 Good to Great Level 5 Leadership First Who Then What Confront the Brutal Facts Hedgehog Culture of Discipline Technology Accelerators

6 Change the Common Scenario

7 Vital Conversations Art and Science to retain, develop or discipline Every Leader is a coach of his/her team of employees Vital Conversations – Tools to assess and coach on performance to achieve the goals

8 The “Right” People

9 Performance Management Performance Management is the art and science a leader uses to retain, develop, or discipline their employees. Achieve outcomes Every leader a coach Vital conversations

10 Objectives Upon completing this course, you will be able to: 1.Describe the impact of retention 2.Identify three types of performers 3.Assess your staff 4.Conduct vital conversations

11 Describe the Impact of Retention Learning Objective 1

12 Rethinking Retention “Retaining good workers is the tipping point between success and failure for many organizations.” Richard P. Finnegan in Rethinking Retention in Good Times and Bad

13 Build on Principles Employees quit jobs because they can

14 Build on Principles Employees stay for things they get uniquely from you

15 Build on Strategies Supervisors build unique relationships that drive retention…or turnover

16 The Strategies for Retention Hold supervisors accountable Develop supervisors to build trust Calculate turnover cost Drive from the top WTW with employees Narrow the Back Door

17 What Can You Do for Retention? Identify specific actions you will take to make retention a priority in your department.

18 Identify Three Types of Performers Learning Objective 2

19 Three Performance Groups 30-40% 50-60% 8-10%

20 Who’s Who?

21 Top 10 Attributes of High Achievers 1.Proactive 2.Applied Knowledge 3.Always “We” 4.Positive and Optimistic 5.Team Focused 6.Patient Centered 7.Always “Always” 8.Shared Experience 9.Can-do Attitude 10.Personal Attributes Align with Values

22 Top 10 Attributes of Solid Performers 1.Often Proactive 2.Knowledgeable 3.Usually “We” 4.Generally Positive 5.Team Focused 6.Patient Centered 7.Usually “Always” 8.Experienced 9.Will-do Attitude 10.Personal Attributes Mostly Align

23 Top 10 Attributes of Under Achievers 1.Reactive 2.Minimum Knowledge 3.Always “Me” 4.Generally Negative 5.Problem Focused 6.Self-Centered 7.“Always” is Impossible 8.Minimum Experience 9.“No-Can-Do” Attitude 10.Expert Analysts of “We-They”

24 Assess Your Staff Learning Objective 3

25 Performance Coaching Assessment

26 Assessing Your High Achiever Complete the Performance Coaching Assessment for someone on your staff who you think is a High Achiever.

27 Conduct Vital Conversations Learning Objective 4

28 Coaching High Achievers Reward Recognize Retain

29 How Do You Treat Your High Achievers? Ignore them? Say thank you? Give them more work?

30 Ignore Them? High Achievers are 32% more likely than under achievers to look for a job in the next year: – Lack of recognition – Feeling under rewarded – Are the most unhappy – Even when unemployment is high, have a pent-up demand to leave

31 Thank Them? 55% said they were never or rarely thanked by their boss. Maritz Incentives, St. Louis 2003

32 Retaining the High Achiever Solicit their input and opinions Provide challenging assignments Find opportunities for exposure beyond current role Reward and recognize Manage up


34 15 Most Powerful Words for Leaders

35 Coaching Solid Performers Recognize Develop Acknowledge improvement

36 Retaining the Solid Performer Give feedback on their performance Be candid—Where they excel and where they only meet standards Agree on the development area Spend time with them Reward and Recognize Engage in discussions re: future


38 Coaching Under Achievers Develop or Detach

39 Office Space

40 Coaching Under Achievers Develop or Detach: Use “DESK” Describe behaviors Expect improvement Set timeframe for improvement Know the consequences


42 Under Achiever Video

43 Reality Check In surveys of 32,000 health care workers, the lowest scoring item in the database is how effectively you manage poor performers. BLI Cultural Excellence Inventory Database

44 Are All Under Achievers the Same? Move them up with coaching and skill development Right bus, but wrong seat Wrong bus

45 Human Performance (Technical Skill vs. Behavior) Unacceptable Behavior Acceptable Behavior More Than Acceptable Behavior Technically Proficient Focused attention and disciplinary process Coach/Mentor Development, delegation and advancement Technically Competent Coaching and disciplinary process Coach/Mentor Coaching and mentoring Technically Incompetent Disciplinary process; evaluation of employment Focused training Focused training; Assessment for transfer to more appropriate position Coach Up Coach Out

46 Coaching Framework for Under Achievers Act early Be very specific Ask for their input Agree on a plan Set specific consequences Review frequently Provide encouragement

47 Great Leaders Avoid Common Mistakes Lack of clarity in communicating expectations Procrastination Tolerance Failure to coach

48 Skill Practice Individually prepare for a vital conversation using the Vital Conversation Planner Quickly brief a pair partner on the situation and practice the conversation using the Planner Discuss what went well and what could have been done differently Switch roles and repeat process

49 Leader Tips for Vital Conversations Coach with an attitude of helping Pay attention to your impact Focus on behaviors the employee can change Recognize people’s desire to do the right thing Know your “coaching communication style” Ask great questions and listen attentively New habits take time…but not that much

50 Are You a Leader?

51 Thank You

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