Chapt 11- Dec

Reward & Recognize

Reward success in employees with specific examples. There should be 3 compliments at least to every one criticism.

KEY POINT
Keep it going & don't back off.

• Recognition Team
• Thank you notes

Hope you all enjoyed the book and this summary blog. Keep up all the great work you do!

Chapt 10- Nov

How to Communicate

• Manage Up
• Employee Forums- quarterly around goals. Leaders must ensure employee attendance
• Communications Boards- monthly progress and goal specific information
• Storytelling

How to manage up:
-Manage up your boss
-Manage up your staff
-Manage up your yourself
-Manage up your co-workers

Chapt 9- Oct

Leader Eval Tool
Goals created from Pillars & weighted. Use 5 point scale to rate results. Should be no suprises because leaders know exactly what the goals are! Goals should be cascaded and senior leaders should share what their goals are.

Tools
Monthly Progress Report- set up to track same metrics on leader eval.

90 day plan- Everybody has full plate with to many "to do's". Helps prioritize.

Support Service Eval- way to provide feedback to support areas pt care relys on. If rated <5 must follow up with note or phone call.

Chapt 8- Sept

How to create the culture of owners versus renters?

Ideas
Peer Interviewing- leaders screen candidates and then allow the team to interview and select.

Sign agreement forms about values/behaviors before getting to application.

Use a decision matrix. Select key attributes of job/person and evaluate. Questions should be behavior based.

30/90 Day Follow up
Questions to ask:
1. How do we compare to what we said?
2. What are we doing well? What people have been helpful to you?
3. What did you see at your previous job that could make us better?
4. Is there anything here that you are uncomfortable with?

Bright Ideas- encourage from ALL employees. Find a way to acknowledge the idea even if not used. Provide some type of encouragement/prize. Leaders must encourage for this to be successful!

How to Implement
1. Set clear goals & communicate
2. Establish a process for reviewing
3. Reward & recognize for innovation
4. Train leaders how to respond
5. Define metrics for tracking & accountability
6. Launch & continuously refine with focus on goals.

Chapt 7 - Aug

Employee Satisfaction tied to:

• right purpose
• worthwhile work
• make a difference

Action to Drive Employee Satisfaction- Rounding for Outcomes

• tell me what is working today?
• who should be recognized?
• any physicians whom should be recognized?
• anything we can do better?
• tools & equipment to do job?

Patient Rounding

• who has done a good job (then share with staff members & other management)
• offer assistance before leaving room

Length of time for rounding decreases over time. Use logs.

Employee Survey

• ask the employees what they think
• share results
• take action

Chapt 7 -

Chapt 6- July

Great organizations must have great leaders. You must train & develop leader skill sets. "Any other gains in the organization will not be sustained with leaders who are continuously trained. "

5 phases of evolutionary change:

• Phase 1- Honeymoon
• Phase 2- Reality sets in
• Phase 3- The uncomfortable gap (the WALL appears)
• Phase 4- Consistency
• Phase 5- Leading the Way

Must have the high/middle/low performers conversation.

Create Leadership Development Institute LDI
Quarterly off site training. Training needs to revolve around the competencies necessary to acheive organizational goals & strategies. Critical to have CEO review, provide input & support curriculum.
Role LDI Team

• Curriculum
• Communication
• Social
• Logistics
• Accountability

Chapt 5- June

Principle 3- build culture around service

Teams

• Service- front line staff harvest good ideas.
• Standards- develop standards of behavior for all employees.
• Begin here. Look at questions on your employee, pt & physician surveys. Hold employees accountable to the "standards of behavior"
• Pt Satisfaction- responsible for ensuring highest level of service
• Physician Satisfaction- responsible for ensuring highest level of service to physicians
• Determine what they want & what they are most frustrated by
• Focus
• Fix
• Follow up
  
• Employer of Choice- help the organization become employer of choice.
• Measurement- digs into pt satisfaction measurement & makes easy to read reports.
• Service Recovery- develops service recovery policy & educates staff.
• Communication- responsible for ensuring employees understand a culture of service & organizational excellence
• Reward & Recognition-responsible for developing processes & ideas to reward & rccognize employees.

Key Words at Key Times
Let patients know why you're doing things. Develop your own key words based upon survey results.

AIDET
A-acknowledge the pt
I- introduce yourself
D- duration
E- explanation
T- Thank you

Discharge phone calls

• empathy
• clinical outcomes
• recognition
• service
• process improvement

Chapt 4 - May

Measure the Important Things!

• Define specific targets
• Measure progress against those targets
• Align necessary resources

Why measure? Holds individuals accountable for results & determines if things are working. This data also leads to process improvement.

Key Point- measure often enough so you can reward and recognize soon after the behavior.

Remember

• Focus on opportunities to create desired behaviors- not on measurement
• Act fast
• Put the data to use
• Push for results- not excuses

Chapt 3 - April

Wow, it is really great to read every ones comments from last month. I see a common theme running through most of the posts. Now we need to take it to the next level raising the bar for Service excellence and making AHS a great place to work!

Enough digression on to Chapt 3 overview :)

How to Align an Organization
The five pillars provide the foundation for setting organizational goals and direction for service and operational excellence. These pillars also provide the framework for an evaluation process.

• People
• Service
• Quality
• Finance
• Growth

The nine principles provide a road map to achieve goals under the five pillars.
Principle 1: Commit to Excellence.

The service pillar is usually the last pillar to see improvement!

Chapt 2 Overview

Healthcare Flywheel

• Purpose
• Worthwhile work
• Making a difference

The wheel is turn by self motivation (celebrate the positives), prescriptive to do's (how to achieve results) and what are results.

Challenges

• Create right environment for patients, staff & physicians
• Don't blame administration
• Changing

In order to get results you must have action. Talking about it isn't doing it!

Thoughts about what you read? Post your comments for further discussion with the group.

Welcome!

Welcome to the Hardwiring Excellence discussion group. As part of the Mission and Learning team Carrie has requested we each read a chapter a month from the book. When reading the chapter consider this:

• What was your greatest learning from the chapter?
• What can you apply to your work environment?
• What benefit do you see for the overall system?

Post your thoughts about what you read & include the 3 items above. Read what others have posted & comment (please sign your initials). We hope to initiate a meaningful discussion amongst our team!

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Timeline
February- Chapter 1
March- Chapter 2
April- Chapter 3
May- Chapter 5
June- Chapter 6
July- Chapter 7
August- Chapter 8
Sept- Chapter 9