Leadership

1. May 29, 2013 Scotland Leadership http://www.experiahealth.com/ Martha Donovan Hayward Lead for Patient and Public Engagement Institute for Healthcare Engagement

2. Why Are We Here? Is there anything else we would truly rather be doing? At the end of the day, everything every one of us does somehow impacts the people who use our services. The person and family is at the center of all we do.

3. Exceptional Experiences • Not about being nice • Not an educational program • They result when: • Mission, vision, values align • Leadership team commits • Discipline is instilled • Infrastructure, education, expectations, and core processes are complimentary • Behaviors are clear • Experiences are consistent across the continuum

4. It is about… • Intentionally designing a culture of excellence. • Creating a culture that oozes a sense of care, compassion, respect and concern. • Being clear about our goals and intentions. • The goal is to see beyond our walls • The goal is to see care through the eyes of each person • The goal is partnership and collaboration with all parts of the system that touch each person

5. Expected outcomes Experience and loyalty Improved quality and safety Improved community perception and reputation Increased market share/volume Financial Health Decreased dissatisfaction and associated costs Decreased claims/losses Better health outcomes

7. Essential skills for leaders Developing relationships outside your four walls Naming the experience for each person Holding self, peers and team accountable Label and link Stop List PFA’s Rounding and Observation

8. 3 Key Steps • Executive Leadership Alignment • Level set expectations for everyone in the organization. • Focus on infrastructure, targeted processes and development.

9. Culture • What is it? • The total learned, shared, taken-for-granted assumptions that a group has learned throughout its history; base of daily behavior • Deep, broad, stable • Schien, Corporate Culture Survival Guide, 1999 • Seen in behavior • Changed over time by working on behaviors that eventually shift mental models – not the reverse

10. How Culture is Embedded Primary Secondary Organizational design and structure Organizational systems and procedures Organizational rites and rituals Design of physical space and buildings Stories, legends and myths about people and events Formal statements of organizational philosophy, values and creed • What leaders do, pay attention to, measure and reward on aregular basis • How leaders react to critical incidents and organizational crises • Deliberate role modeling, teaching and coaching • Observed criteria by which leaders allocate rewards and status • Observed criteria by which leaders recruit, select, promote, retire and terminate organizational members E. Schein, Organizational Culture and Leadership,1994

11. Whose Job Is It? • All in • Utilize Change Package • HR connection • Leadership essentials • Engaged partners: staff, physician and PFA’s

12. Hire for Values • Clarify the values you are hiring for. • What do the values look like in action? • Position descriptions; performance reviews • Develop behavior-based interview questions; use scenarios. • Involve patients/families in interviews. • Orient to the values. • Systems in place to listen and learn from new employees

13. Key Change Ideas: Leadership • Leaders take ownership of defining purpose of work and modeling desired behaviors. • Purpose • Label and link • “All in” behaviors • Storytelling • Leadership rounding • Leadership behaviors • Champions

14. Identifying Patients and Families • Ask clinicians “Do you know a patient/family member that comes to mind as a potential members?” • Are there patients/family members who have contacted healthcare leaders about concerns and who were highly effective in communicating their requests? • Are there Patients/Families with unique perspectives as previous patients or family caregivers for a project? • Use your internal and external network of Board members, faith community, volunteers to cast a wide search

15. Developing Health Care Team Members • Remember – it is not just Patient/Family Partners who need development to work with healthcare team members! • Most healthcare team members are not skilled in working in true partnerships with patients/families. We are used to being “in charge.” • Specify listening behaviors to use in activities with Partners to assure their talents are being used effectively.