It’s Who’s On Your Bus That Counts Greg Paris

Slide 1

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Greg’s Hospital 9 years ago (as far as you know)

Slide 2

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Who wants to be a Middle Manager? “Research shows waning interest in middlemanagement jobs and higher levels of dissatisfaction among those holding the positions.”

• Only 4 in 10 managers are extremely or very satisfied working for their employers • 43% of middle managers polled felt as if they were doing all the work but not getting credit for it.

By Stephanie Armour, USA TODAY, Aug. 13, 2007

• One-third reported frustration with their work-life balance.

Slide 3

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

The number one skill set a Leader needs today is the ability to manage change.

Slide 4

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Managing Change Even with positive change, there is resistance . . .

Slide 5

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

Don’t react to generalities.

Slide 6

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

The 3 Step Model starts with requiring individuals to carry their own message.

Slide 7

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

Don’t “we/they.”

Slide 8

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

Follow Lincoln’s Rule – Don’t respond while angry.

Slide 9

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

Think the best of people. Put a 10 on their forehead.

Slide 10

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

Don’t be a Park Ranger Manager.

Slide 11

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Engaged vs Satisfied There’s nothing wrong with being satisfied, but the world is full of satisfied employees who come to work, play solitaire, surf the net, do the bare minimum and collect a paycheck while waiting for retirement.

Slide 12

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Engaged vs Satisfied Engaged employees are a different animal. They go above and beyond, they’re focused on achievement, and they have an emotional attachment to their company or business unit.

Slide 13

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Engaged vs. Disengaged

70% of today’s workforce is either uninspired or roaming the halls spreading discontent.

Gallup, “Break All The Rules.”

Slide 14

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

WHY - Engagement = Quality Top Quartile Engaged Employee vs Lower Quartile

-30%

Turnover

Absenteeism

-20%

Safety Accidents

-10%

Patient Errors

0%

-40%

-50%

-60%

Source: Gallup Slide 15

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

WHY – Engagement = Low Turnover = Lives Saved Adjusted Mortality Index 1.09

0.98 0.78

High

Medium

Low

Turnover 22-44%

12-21%

4-12%

*Average Length of Stay, Source: VHA, 2001 Slide 16

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

WHY - Employee Engagement = Safety Conclusion: Employees with low engagement are more likely to work around safety protocols, but are less likely to work around safety protocols when highly engaged

4

Work arounds

3.5 3 2.5 2 Low Engagement

High Engagement

Source: Leadership, Rework, and Workarounds; Grant T. Savage, Ph.D.; University of Alabama at Birmingham, February 2011

Slide 17

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

WHY - Engagement = Cost Savings  Turnover, for any reason, is expensive.  Average cost to cover and replace an employee at least $20,000 plus lost productivity.  Total turnover costs can equal 3-6% of total operating budget.

Slide 18

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

WHY - The Heart…..

 Employees…  Physicians…  Nurses…

Slide 19

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

The Challenge – To be World Class… How do you create a culture of engagement…where the best employees of another organization will leave their jobs to drive further to your hospital for less pay?

Slide 20

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

1. Connect Vision and Purpose.

• Be realistic and transparent with where you are today.

• Make your vision realistic, but compelling.

Slide 21

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Connect Every Employee to WHY

WHY

Slide 22

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Connect People to Purpose (WHY) •

Birthday cards to employee’s children.

•

Phone call at home.

•

5 Whys.

Slide 23

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

The Usual Sequence

Page Slide 24

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

The Suggested Sequence

Page Slide 25

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

2. Stop Hiring Warm Bodies

Slide 26

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Play Offense When Hiring • Screen with behavioral standards. • Interview with behavioral based questions. • Team of their peers decides to hire or not. • E-mail manage up.

Slide 27

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

3. Build Relationships at a Personal Level. People don’t care what you know until they know that you care.

• Rounding • Fun and social Time • Little things matter – funerals, 2am Forums, and parking spots.

Slide 28

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

People Leave Bosses, Not Companies

According to Gallup, 35% of U.S. workers said they would forgo an annual raise to see their Boss fired.

Slide 29

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

4. Set Expectations and Give Feedback •

Standards of Behavior – 10/5, walk to destination, and pick up trash.

•

Quarterly conversations & Stay interviews

•

3 Things you can’t say.

Slide 30

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

5. Reward and Celebrate the Positives – What Gets Rewarded Gets Repeated. •

Don’t wait. Celebrate small victories.

•

Thank you notes to home, kids, spouse, etc.

•

Tactics: Wins, Celebration day, shooting stars… Slide 31

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Compliment to Criticism Ratio

3 to 1

3 compliments 1 criticism

Positive!

2 to 1

2 compliments 1 criticism

Neutral

1 to 1

1 compliment 1 criticism

Negative

Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95 Slide 32

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Thank You Notes

• Handwritten Dear Susan,

• To the home

John Smith wrote me the nicest note about the number of positive comments you have been receiving from patients and families. Your patients notice how you check on them every hour and are responsive to their needs. John also told me you are helping interview staff for the unit. This is very important. Thank you for being at our organization!

• Specific • Timely

Sincerely, Mike Slide 33

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

6. Move Performance Up or Out

L

M

H

8%

58%

34%

Low Performer

Middle/Solid Performer

High Performer

Slide 34

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Move Performance Up or Out

• You can’t be an Employer of Choice if you fail to address Low Performers. • Toughest part of the middle managers job. • Tactics: highmiddlelow®, DESK and follow through.

Slide 35

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Tips

If you have to swallow a frog, don’t stare at it too long.

Slide 36

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Leadership Question

What if my Boss is the Low Performer?

Slide 37

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

“Always bring it back to values . . .” Quint Studer

Slide 38

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Purpose Worthwhile Work Making a Difference

Greg Paris [email protected] P: 641-680-8696 Slide 39

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization