Engaging Key Audiences: Senior Leader Engagement, Employee and Physicians

1. Engaging Key Audiences: • Senior Leader Engagement, • Employee and Physicians • Presented by • Katie Owens

2. Challenge Questions Rate your senior leaders’ commitment to patient centered excellence 1 Little Urgency 5 Significant Urgency Score: ______ 2 3 4 Rate your leaders’ commitment to patient centered excellence 1 Little Urgency 5 Significant Urgency Score: ______ 2 3 4 Rate your employees’ and physicians’commitment to patient centered excellence 1 Little Urgency 5 Significant Urgency Score: ______ 2 3 4

3. Challenge Questions 1 Little Urgency 5 Significant Urgency 2 3 4 Senior Leader Score: ______ Employee/Physician Score: ______ Leader Score: ______ What gaps exist? Why do the gaps exist?

4. Senior Leader

5. Senior Leaders Achieving patient centered excellence through: • Adopting a management strategy aligning all leaders to achieve excellence • Integrating new behaviors • Engaging all levels of the organization • Executing new tools to reinforce these key behaviors We will know we are there when every patient, every time has an excellent experience.

6. If Senior Leaders are not role modeling, setting the tone and championing your desired culture, then who will?

7. Key For Your Organizations • Culture Deep Dive - Non-Negotiables, Journey Speech • Senior Leader Visibility and Rounding

8. Culture Challenge Questions What are top three words or phrases you would use to describe your current culture? What are three words/phrases you would use to describe your desired culture? What is the degree of personal change and the degree of organizational change that has to occur to support that culture?

9. Culture Will Eat Strategy for Lunch Culture Drives Strategy

10. 9 Barriers to Cultural Change

11. What Will Be Most Challenging For You?

12. Exceptional Organization Average Organization • Analysis paralysis • Try to perfect the plan before implementation • Make sure everyone is comfortable with the plan • Change the plan or message when people resist • Avoid monitoring progress • Revert to the old, comfortable way of doing things • Give empty and meaningless recognition • No consequences • Clear picture of success – by when? • Identify barriers • Identify effective behaviors • Describe desired behavior • Measure effectiveness • Recognize the impact that eliminating negative behaviors has on achieving desired outcomes • Link recognition of individual’s efforts to measurable improvement

13. Non-Negotiables Behaviors defined by the Senior Team as Expectations of a Senior Leader at your organization

15. Example Non-Negotiables I’ve Got Your Back No Blackberry, texts or emails during meeting No meetings after the meeting No phone usage in the hall Abide by the 5’ – 10’ rule

16. Journey Speech Best when they answer four questions: • What is it? • Why is it necessary? • What will success look like? • What do I need from you?

18. Senior Leader Rounding

19. Can YOUR Employees Pick You Out of a Police Lineup?

20. WHAT: Purposeful planned visit from an executive leader with staff and department manager to build relationships, trust and provide a forum for meaningful sharing of information • WHY: To help staff move from “renters to owners” in an organization they need to know their leaders, and believe their leaders know and understand what they are doing to help the organization achieve goals in their own setting

21. Senior Leader Rounding BLG Focused Traditional VS.

22. Example Alignments to Patient Centered Excellence • Reward and recognize Quality or HCAHPS Achievements • Inquire about unit specific patient centered action plans • Garner Reward and Recognition for Physician/ Support Services

23. Challenge Questions • How will senior leader rounding help your organization? • What challenges might you anticipate?

24. Best Practice • History • Devastated with broken senior team • Unclear Vision • Challenge • Hardwired Senior Leader Rounding • Set Calendar • Focused Inquiry • Shared Findings

25. Follow Up Is Key!

26. Outcomes Introduced Senior Leader Rounding

27. Employee and Physician Engagement

28. “People often say that motivation doesn’t last. Well, neither does bathing – that’s why we recommend it daily.”-Zig Ziglar

29. Four Key Rounding Techniques Senior Leader Rounding • Create urgency for Patient and Family Centered Care • Clarify Organizational Goals and Objectives • Reward and Recognize Achievement Leaders Rounding on Employees and Physicians • Build trust • Create Department Level Patient and Family Centered • Care focus • Reward and Recognize Achievement Leaders Rounding on Patients • Action plan with staff for improvement • Verify staff actions with patients Support Services Rounding • Support internal direct patient care customers to achieve Patient and Family Centered Care • Create mission critical staff for Patient and Family Centered Care

30. Employee Engagement YOU HAVE NO IDEA WHAT I WANT, DO YOU?

31. WHAT: • A purposeful process for leaders to connect in a planned way with employees to solicit engagement and improve • Provides an means for leaders to listen, reward and recognition and opportunities to improve • WHY: • Building trust, loyalty and ownership is critical to a culture of excellence • Employees need an opportunity to have sacred time with their leader and be heard

32. Employee Rounding • Video

33. What Do Employees Want From Their Jobs? Managers 1 2 3 4 5 6 7 8 9 10 Good wages Job security Promotion/Growth Opportunity Good Working Conditions Interesting Work Personal Loyalty Tactful Discipline Full Appreciation for Work Done Sympathetic to Personal Problems Feeling “in” on things

34. What Do Employees Want From Their Jobs? Managers Employees 1 5 2 4 3 7 4 9 5 6 6 8 7 10 8 1 9 3 10 2 Good wages Job security Promotion/Growth Opportunity Good Working Conditions Interesting Work Personal Loyalty Tactful Discipline Full Appreciation for Work Done Sympathetic to Personal Problems Feeling “in” on things

36. Leader Rounding on Employees BLG Focused Traditional VS.

37. Example Alignments to Patient Centered Excellence: • Is there a physician that I can recognize that always communicates well with the patients and their families? • Are there any process opportunities to partner and improve patient perceptions of discharge OR pain control? • Do you experience any challenges with our Words that Work? • How are you using our white board to hourly round with patients?

39. Tools, Tactics, Best PracticesEmployee Engagement Daily Line-Up™ Thank You Notes Moments of Truth™ Reward and Recognition Service Team Development and Coaching Standards of Performance, Measurement, Communication, Employee Satisfaction, Leadership Development

40. Every Life Has a Story • Video

41. Employee Engagement 290 Bed Hospital Location: Waterbury, CT

42. Physician Engagement

43. State of The Union • In a 2011 study of 800 hospital executives, 25% of cited “lack of support physicians” as a top roadblock to improving the patient experience • 2011 Beryl Institute • The State of the Patient Experience in American Hospitals

44. Remember This? Yet, next to going home, patients have the most favorable perceptions of their doctors.

45. Challenge Questions • How does the physician know what the patients are saying about their experience? • How informed are physicians about performance with your patient experience survey? • How are they recognized or held accountable? • How are they engaged in solutions to improve?

46. Tools And Tactics • Physician Deep Dive • Physician Development and training • Leaders Rounding on Physicians

47. Conducting a Physician Deep Dive

48. Physician Development and Training • Medical Staff Leader Rounding - Hospital Senior Leaders Rounding on Physicians - Medical Department Leaders Rounding on Physician - Medical Department Leaders Rounding on Patients • 10 Simple Steps for Physicians and Physician Extenders • Physician Education (e.g., HCAHPS, Patient Centered Communication, Physician Standards of Behavior)

49. Managing Up While Rounding

50. Managing Up • Makes you better • Makes others better • Makes your organization better • Makes the patient better