Patient experience (PX) champions are no strangers to resistance. Many people in PX leader roles struggle when implementing change because they hit resistance from a number of sources. Moving beyond resistance is something they must accept in the name of progress. But it’s not easy.
To me there is nothing more irritating than hearing someone shoot down an idea before it ever has a chance. I tend to be a big ideas person and have spent most of my career bringing new ideas to fruition.
If you are a patient experience leader who is becoming discouraged by the resisters, try these suggestions: Read more...
Change is constant in healthcare, and the speed of change is only increasing. Mergers and acquisitions are just one of the many changes facing healthcare organizations. And with those changes, often comes stress on employees throughout the organization.
It’s not unusual for me to have at least one conversation per week with an executive who is grappling with massive changes, and at the same time, trying to keep everything operating as if it’s business as usual. There are many times they ask how to keep everyone calm and focused, when they themselves feel frazzled. Read more...
As of today, there’s only 100 days left of 2013! What will you accomplish? In my last newsletter article I posed a challenge to everyone who spearheads or serves on patient experience teams to make a plan for the next year. But in the interim, make sure you have a plan for the last 100 days of the year. Whether it’s short term or long term goals, you need a plan to ensure success. After all, if you don’t have a plan, you run the risk of letting the year slip through your fingers. Read more...
When our consultants conduct culture assessments, there are two words that become pivotal in the diagnosis of our clients’ current cultures: “It depends.”
We ask about accountability and hear, “It depends.” We ask about leadership practices, like rounding, and hear, “It depends.” We ask about how consistently staff members uphold standards and hear, “It depends.”
So, what does the “It” actually “depend” on? Here are just a few examples: Read more...
- The department manager
- The VP over that area
- The doctor on duty
- The census
- The staffing
- The CEO’s focus du jour
At the risk of sounding terribly trite, I feel compelled to say what you permit, you promote. This begs the question: What are you permitting that could be biting your culture-enhancing goals in the rear?
I’m frequently dumbfounded to see some of the behaviors that are permitted within organizations, especially among managers. I naively expect senior leaders to hold managers accountable for their behaviors and that managers, in turn, will hold frontline staff accountable. I am, too often, disappointed. Read more...
Everyone has things that push their buttons. I’m no saint; I admit I have my list of those triggers, but the one that rises to the top of my list is victim thinking. I have little tolerance for people who choose to be victims in their work and in their lives, particularly when the behaviors affect the patient experience. Read more...
What goes up must come down, right? The indisputable law is regarded as a hard, fast fact for hundreds of years. It doesn’t have to apply to patient satisfaction scores. Just because your scores go up, doesn’t mean they have to fall again. And on the flip side, just because they go up, doesn’t mean they’ll stay up. The key is to not be caught in a success trap.
I recently chatted with a client about what it takes to sustain positive change. I was shocked to realize how many leaders assume that positive changes aren’t sustainable. Read more...
I love this time of year – the little lull right before the new year gets underway. It’s a time for me to reflect, regroup and re-energize. A whole new year stretches out before me, holding promises of great things to come. At the same time, I am putting closure on the year that is behind me. This brief period is a great time to reflect on where I’ve been and, at the same time, plan for where I am heading. Over the past week, I have spent hours purging my office of clutter created by old papers, books and periodicals to make room for the great opportunities ahead. I’ve taken time to look back over my journals, the goals I had set for myself one year ago and celebrate accomplishments.
Setting goals is one of the basic tenets of good business, but are equally valuable in our personal lives. Each of us owes it to ourselves to set personal and professional goals to give us direction, structure and a compass to the future. Unlike the New Year’s resolution that runs the risk of obsolescence within days, goals can be set in such a way that you are much more likely to succeed. Here are just a few questions that I ask myself when setting goals.
•Is this goal aligned with core values?
•Is it SMART? (specific, measurable, attainable and time-worthy)
•Is it compelling enough to engage others?
•What roadblocks might keep me from achieving this goal?
•How will I keep the goals front and center throughout the year?
By running my goals through this checklist, I am able to put them in context of my life so that I have a better chance of success.
So what are your goals for 2010? I’ve got some big ones. Stay tuned for some exciting changes.
I love doing employee engagement workshops with leaders because it helps them to take an honest look at the organizational culture and the vital role that they play in fostering engagement as well as the bottom line impact. But one of the most telling parts of the workshop is when I ask the leaders to provide estimates of the engagement in their own organization. After defining fully engaged, engaged, somewhat engaged and disengaged characteristics, I ask them to determine what percent of the organization falls into each of the four categories. In most cases, their estimates will show some percentage of disengaged associates. I have had organizations as low as 5% and others as high as 35%. Inevitably, the conversation starts to drift toward how the disengaged people poison the environment, that they don’t pull their weight, that they create disruption. My next question is always the zinger. “e;Who do they (these disengaged employees) work for?”e; This question is typically met by an embarrassed silence before some brave soul speaks up and says, “e;Us. They work for us.”e; Read more...