think like a patient: creating a culture of exceptional customer service laurie k. baedke, fache,...
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Think Like a Patient: Creating a Culture of Exceptional Customer Service
Laurie K. Baedke, FACHE, CMPEPresidentLIFEworks Healthcare Group, Inc.
Nebraska Optometric Association Fall Convention 2011
September 23, 2011
Learning Objectives
• Understand the anatomy of patient centered experiences
• Recommend strategies for employee selection, recognition and retention that foster a culture of patient focused service
• Learn best practices, ideas, and techniques from successful patient focused organizations
• Unleash the power of employee and patient loyalty
Patient Centered Care
Patient-Centered Care is defined as “health care that establishes a partnership among practitioners, patients and their families (when appropriate) to ensure that patients have the education and support they need to make decisions and participate in their own care.”
National Health Quality Report 2004
Practical Patient Centered Care
• Patients have a good place where they can receive quality care
• Employees have a good place to work
• Doctors have a good place to practice optometry
Consumer Driven Healthcare• Transparency and technology are effecting the
healthcare market Consumerism and availability of data Expectations for service and quality The internet is a force multiplier
• Patient Centered Care is a process of: Targeted clinical process improvement Systematic organizational culture development
o Employee engagemento Doctor buy-ino Ultimately, patient loyalty
What do patients want?
• High quality clinical care• Ease of access• Follow through• Respect and courtesy• Affordability
What do our organizations often look like?• Overworked and overwhelmed• Rude and unfriendly• Silo approach to work• Leadership turnover• Low skill level in staff• Culture of “it’s not my job” and finger-pointing• Reluctance to change• Lack of accountability• No follow through
Organizational Culture
Employee Engagement
Financial Returns CULTURE Doctor
Engagement
Patient Loyalty
Driving Employee Engagement
• Employee selection
• Effective and thorough training and orientation
• Defined performance expectations
• Timely and meaningful feedback
• Organizational investment in ongoing development
The 12 Elements of Great Managing
1. I know what it expected of me at work.2. I have the materials and equipment I need to do my
work right.3. At work, I have the opportunity to do what I do best
every day.4. In the last seven days, I have received recognition or
praise for doing good work.5. My supervisor, or someone at work, seems to care
about me as a person.6. There is someone at work who encourages my
development.
The 12 Elements of Great Managing (Continued)
7. At work, my opinions seem to count.8. The mission or purpose of my company makes me feel
my job is important.9. My associates or fellow employees are committed to
doing quality work.10. I have a best friend at work.11. In the last six months, someone at work has talked to
me about my progress.12. This last year, I have had opportunities at work to learn
and grow.Source:
“12: The Elements of Great Managing”, 2006, Gallup Press
Hardwiring Excellence – Studer’s Principles 1. Commit to Excellence2. Measure the Important Things3. Build a Culture Around Service4. Create and Develop Leaders5. Focus on Employee Satisfaction6. Build Individual Accountability7. Align Behaviors with Goals and Values8. Communicate at All Levels9. Recognize and Reward Success
Source: “Hardwiring Excellence”, 2003, Fire Starter Press
Patient Centered Care Scripts
• Begin with a greeting• Identify yourself• Listen• Ask a clarifying question• Always make an offer of assistance• Follow through
Roadmap
• Define the vision• Design the structure for the change process• Align culture and vision• Identify processes, policies, operating standards,
and performance metrics• Measure progress• Celebrate wins• Continue to evolve as the organization changes
The 5 Phases of Organizational ChangePhase 1 – The Honeymoon
• What to Expect Sense of excitement Right “to do” list “Things will get better” Hope reigns Easy, quick fixes are
implemented
• Key Action Steps Build the emotional bank
account (rounding, thank-yous)
Start to hardwire key behaviors
Reward and recognize Introduce a new
accountability system Roll out behavior
standards
The 5 Phases of Organizational ChangePhase 2 – Reality Sets In
• What to Expect We | They Inconsistency Bigger than I thought This will impact me Some are getting it.
Some are not.
• Key Action Steps Evaluate and focus
training Increase substance
of communication to staff
Continue to implement hardwiring
The 5 Phases of Organizational ChangePhase 3 – The Uncomfortable Gap
• What to Expect The Wall Appears (more
employees are really getting it – some obviously are not and it becomes intolerable)
Tougher decisions must be made
Process improvement increases
Need for standardization becomes evident
Inconsistencies become more obvious
• Key Action Steps Evaluate and focus
training Continue to re-rerecruit
high performers Increase substance of
communication to staff Finalize hardwiring Promote | recognize your
winners Ensure that the “right
people” are in the “right places”
The 5 Phases of Organizational ChangePhase 4 - Consistency
• What to Expect Organization-wide high
performing results Right leaders are in
place Everyone understands
the keys to success Disciplined people and
disciplined processes Proactive leadership
• Key Action Steps Push for innovation Standardize and repeat
key behaviors
The 5 Phases of Organizational ChangePhase 5 – Leading the Way - Results
• What to Expect Employees have purpose Patients choose your
practice over others Doctors and employees
want to work at your clinic
We are changing eye care for the better
What seemed to have been impossible is being achieved
• Key Action Steps Keep it up!
Assessing Your Staff
• Inspiring the High Performers Tell them where the organization is going Thank them for their good work Outline why they are so important Ask is there anything you can do for them
Assessing Your Staff
• Developing the Middle Performers Reassure – Let them know they are valued Support – Describe good qualities Coach – Cover development opportunities Support – Reaffirm good qualities
Assessing Your Staff
• Isolating Low Performers Describe what has been observed Evaluate how you feel Show what needs to be done Define consequences of continued same
performance
Lessons Learned
• True transformation takes time. You cannot skip steps to get there!
• Behavior change requires training, reinforcement, and reward | recognition.
• Training must be uniform and consistent. Turnover and drifting off course will occur if you train once and expect people to get it.
Lessons Learned• Key leadership, including doctors, must be on
board for the transformation process to occur in good time. It can occur without them, but it takes a lot longer and is more at risk.
• Your message must be multi-generational. What has meaning to the middle aged employee may have no meaning whatsoever to the millenium employee.
Lessons Learned• Compare all new “initiatives” to your core
mission and values. If they don’t further your mission or connect to your values, don’t do them!
• Connect the dots for doctors and employees by coming back to the heart of who you are and what you stand for with new programs. Patient centered care should be at the core of all you do.
Lessons Learned• Devote resources to communication, rewards,
and recognition. If these things happen as an afterthought, you will slow or even endanger the change process.
• Continuity is paramount. If you have the right people on the bus, work hard to keep them there. When new employees join your organization, have a planned approach to their orientation to patient centered care.
Lessons Learned• Patient centered care connects to the deepest
aspirations people have for working in healthcare. Capitalize on this and don’t lose sight of it. It can be your best source of energy and creativity, and motivation becomes easier.
• Explain “what’s in it for me” to doctors. Identify how patient centered care benefits them and their patients. Find a doctor leader to champion the process, who is credible and influential, and reward them for their time and effort.
Bibliography
• “Hardwiring Excellence”, Quint Studer, 2003, Fire Starter Publishing
• “12: The Elements of Great Managing”, Rodd Wagner & James Harter, 2006, Gallup Press
• “If Disney Ran Your Hospital”, Fred Lee, 2004, Second River Healthcare Press
• “Strengths Based Leadership”, Tom Rath & Barry Conchie, 2008, Gallup Press
• “Good to Great”, Jim Collins, 2001, HarperCollins• “Nuts! Southwest Airlines’ Crazy Recipe for Business and
Personal Success”, Kevin Freiberg and Jackie Freiberg, 1997, Broadway Books
Laurie K. Baedke, FACHE, CMPEPresidentLIFEworks Healthcare Group, Inc.1150 Westridge DriveBlair, NE [email protected] www.lauriebaedke.com/blog