Exceptional Patient Experience

1. Exceptional Patient Experience • Leadership Development Session • August 27 & 28, 2013 • Beverly Begovich • April Fairey • Lara Burnside

2. Employee Rounding • Learning Objectives • Review the power of Leaders Rounding on Employees • Demonstrate competency in conducting Leaders Rounding on Employees • Hardwire Leaders Rounding on Employees at SSM Health Care

3. Do You Recognize This Employee?

4. Leaders I Admire

5. Positive Culture Inspires and Motivates… a Highly Engaged Workforce

6. Highly engaged workforce …… impacts your business • What are the bottom line benefits of an inspired and motivated front line?

7. Recognition: The Forgotten Resource • Reinforce positive behaviors • Build self-esteem and confidence • Promote a sense of belonging • Build pride in individual and group accomplishments • Lets us know we are valued

8. Review the Power of Leaders Rounding on Employees • Learning Objective 1

9. WHAT: • A purposeful process for leaders to connect in a planned way with employees to solicit engagement and improve • Provides a means for leaders to listen, reward and recognize, and improve • WHY: • Building trust, loyalty, and ownership is critical to a culture of excellence • Employees need an opportunity to have sacred time with their leader and be heard

10. If you are not role modeling, setting the tone, and championing your desired culture, then who will?

11. Four Methods of Purposeful Leader Rounding

12. Why Round Regularly on Your Employees?

13. It is about… • Building a relationship • Showing you care • Spending time one on one, and not at the annual appraisal • Listening and learning – Gathering Wins • Creating alignment • Inspiring and Encouraging • Empowering staff • Identifying solutions • Doing the right thing for the right reason • Building loyalty and ownership

14. TRUST must be build first • One on One Leadership • T – Teach/Teachable • R – Respect/Respectable • U – Understanding • S – Sincere/Supportive • T – Teamwork

15. Leader Rounding on Employees • Management by walking around • When possible chat with staff in group or individual • Walk through and wave • Assessing work flow activity • Assessing environment • With a “regulatory” eye • With a clinical focus • Not by surprise • Staff are prepared and anticipate what you are asking • Not just once a year • Looking for the “good” • Information Harvested is documented and shared with employees and leaders • Role Models Behaviors vs.

16. Competency in Successfully Conducting Leaders Rounding on Employees • Learning Objective 2

17. Leaders Rounding on Employees Process

18. Leaders Rounding on Employees Process • Preparing for Rounding • Planning to round • Research employee satisfaction results and set up rounding log • Consider the questions you will focus on this period • What is working well in our department? • What do you like about senior leader rounding? • What do you think is good about the “Journey to Excellence?” • Schedule and notify employees of questions via email or posting in conference room

19. Leaders Rounding on Employees Process • Conducting Rounding • Meet 1:1 with employees and physicians • Use Rounding Log • Personal Connection • What is Working Well? • Ask for Reward and Recognition • Ask for Opportunities to make this a better organization • Ask about Tools and Equipment needed for job • Summarize follow up and show appreciation

20. Leaders Rounding on Employees Process • Conducting Rounding • Highlight and Take Action • Build Stop Light Report • Share Stop Light Report with Team members and Supervisor • Share Stop Light Report during Senior Leader Rounding pre-huddle • 90-Day Action Plan

22. Step 1: Build the Relationship • Provide an introduction • Maintain eye contact/smile • Put the employee/physician at ease • Make a personal connection • Manage up

23. Step 2: Set Expectations • Explain reason for rounding on employee • Encourage open and honest communication • Advise process for employee rounding • e.g., monthly/quarterly by members of the senior team

24. Step 3: Focus the Inquiry • Listen, learn, and share • Give key updates (e.g., Journey Speech, Quality, Service) and vary the questions as appropriate • Follow Rounding Log • Personal Connection • What is Working Well? • Ask for Reward and Recognition • Ask for Opportunities to make this a better organization • Ask about Tools and Equipment needed for job • Ask probing questions – high gain, open ended • Be persistent and consistent for specific information and solutions

25. Employee Rounding Log

26. High Gain Questions • Tell me what’s working well today • Tell me about employee and patient safety in our hospital • Are there any of your co-workers you would like to recognize? • Tell me about someone from another department who’s doing it right or has been helpful • Are there any opportunities for improvement in your department? How can we solve them?

27. Words that don’t work • How are things going? • How are you doing? • I know it’s really busy… • Hang in there…

29. Step 4: Close the Encounter • Offer to provide additional assistance/help in partnership with employee • Tell them what you will do with the information and by when • Say “thank you” and express gratitude for their contribution to Journey

30. Step 5: Act on the Information • Take notes and document follow-up on actions • Act on follow up items • Build Stop Light Report • Share Stop Light Report with employees and supervisor • Reward, recognize, and celebrate!

31. Stop Light Report

32. Rule of Thumb: Frequency of Rounding On average, a leader should spend one hour per week between rounding and follow up

33. Hardwire Leaders Rounding on Employees at SSM Health Care • Learning Objective 3

34. Leaders Rounding on Employees in Action • Observe leader rounding on employees • How did we… • Build relationships? • Set expectations? • Focus the inquiry? • Close the encounter? • What information needs to be acted upon?

35. Let’s Practice! • Simulate Rounding on your Employees • Journey speech, including why we are on this journey • Explain rounding and expectations • Use your Employee Rounding Log • What Follow Up actions should be taken? • Build Stop Light Report • Immediately • Will Require Wok – by when? • Cannot be fulfilled – why?

36. Debrief • What will be easy for you? • What do you foresee will be most challenging? • What would you bring back to your leader to share?

37. Challenge Questions • How will rounding on your employees help advance your journey? • What challenges might you anticipate? • How will you overcome those challenges?

38. Your Solutions • Likely Barriers • Not scheduled • Distractions and other priorities • Accountability gaps • Overall believe in rounding as a critical leadership tool • Failure to act on the information

39. Your Next Steps • Identify frequency of rounding on your employees • Create a schedule • Share your questions with your employees • Post a stop light report each month • Share your findings and actions with your leader each month

40. Final Thoughts on Rounding: • Rounding is a commitment to your team members, patients, physicians, and customers. • Through the practice of rounding, accountability becomes hardwired throughout the organization. • A major factor in engaging staff is clear and consistent communication of information, which is accomplished through rounding. • Rounding is an uncompromising commitment to service and operational excellence.

41. Thank You.