Stories shape cultures and the organization’s brand. Yet storytelling is often underrated or delegated to the communication department as a task. Fostering a storytelling culture is a sadly missed opportunity.
Fostering a Storytelling Culture
Becoming a storytelling culture won’t happen by chance. It must form by design. Heartwarming stories fill healthcare. These stories go left untold. Stories help to connect to purpose on an individual level and to shape the organization’s culture.
Over the years, I’ve had the privilege of collecting stories from nurses on the front line of the patient experience. When they share their stories, they re-connect to purpose and re-energize. Millions of stories sit, untold, in the hearts and minds of nurses. Read more...
One of my favorite workshops to deliver is “Coaching for Engagement and Improved Performance”. Why? Because I love to see lightbulbs going on as participants start to make the connections between their leadership styles, and the overall engagement of their team members.
Last week I did an abbreviated session for a group of ambulatory surgery center leaders. They had a lively discussion about how disengaged individuals perform and the effect they have on others. They discussed: Read more...
When we evaluate the patient experience in healthcare organizations, there are two words that put your brand, your reputation, and ultimately your financial performance at risk. The two words are: “It depends”. This culture of variability is dangerous at best.
If your patient experience depends on:
the day of the week
the time of day
which door they enter
…then you don’t have a firm commitment to the patient experience. Read more...
I was recently doing a coaching and engagement workshop for a group of healthcare leaders. During the discussion, a group of participants said that they don’t bother coaching their high performers, because, after all, they’re already high performers.
This is a common, dangerous, misconception. I typically tell leaders: “You don’t have to coach all high performers – Just the ones you want to keep.”
The sad truth is that the bulk of leaders’ coaching time and energy goes to the low performers, or “disengaged,” as we call them. That means the best performers are ignored. It’s easy to do because you have confidence that they will perform well at all times. That’s a safe assumption, but also flawed. Those high performers deserve your time and attention, too. Read more...
It’s not unusual for us to hear that past training efforts just didn’t stick. When we drill down to learn what had been done in the past and how it was delivered, we’re never surprised to hear that the approach was a one-and-done approach.
One session, with no follow up or accountability will not create lasting change. Training must be done in context of a bigger picture that includes pre-work, training, coaching & feedback, and recognition.
Communication is at the core of the patient/provider relationship. While both verbal and non-verbal communication come into play during every encounter, it is often the subtle things that make the biggest impact.
I was shadow/coaching a hospitalist a few weeks ago. He and I had had a great conversation about how he wanted to come across to patients. I could tell from our discussion that, not only was he an incredibly intelligent man, he was also very compassionate. Although his patient satisfaction scores were not bad, they didn’t reflect his commitment to his patients. His scores were just average yet I could see the potential for a 5-star rock star. Read more...
I see it all the time -The beautifully framed statements of “commitment to service” hanging within arm’s reach of the organization’s biggest standards contradictions.
It happened just two weeks ago when I was visiting a healthcare organization that was struggling with poor scores and negative social media comments.
Their leaders, proud of the standards that they created and distributed to every employee. The “training” had consisted of reading through the standards at staff meetings with the expectation that the department managers would “enforce” them.
I learned all this after witnessing underwhelming service at every turn. Read more...
After touring hundreds of hospitals and healthcare facilities in the course of my career, I am still amazed at the number of handmade signs taped on doors, windows, and walls. My collection of photographs range from comical to horrifying. Many of the messages come across as abrupt, bordering on rude. They appear, ugly, unprofessional, and misaligned with the organization’s desire for a professional image. Leaders are shocked are shocked when shown that these signs exist right under their noses. Read more...