Associate Rounding for Outcomes: Person Centered Care through Workforce Engagement. CSM Leadership Development November 2014

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1 Associate Rounding for Outcomes: Person Centered Care through Workforce Engagement CSM Leadership Development November 2014

2 Leadership Development Leader Rounds on Direct Reports: Why, What, How Learn best practice in execution Improve your skills in building strong teams Have the tools that support success

3 Why Rounding training? Build relationships foundational! A Model Community of Inspired People CSM Leadership Model Make this a better place to work and receive care! When studying high performing leaders, they list the ability to engage staff as the number one item that drives areas to high performance - Hardwiring Excellence

4 Culture and Person-Centered Care: A Current Look at CSM When studying high performing leaders, they list the ability to engage staff as the number one item that drives areas to high performance - Hardwiring Excellence Associate Engagement/Model Community Promoter Score This is CSM I would recommend this organization as a good place to work to a friend or relative. All Ascension Ministries.

5 What is behind some of that culture data. Issues are handled reactively vs proactively Feel that input isn t valued Suggestions/Concerns aren t always heard and/or acted upon Some not held accountable Failure to communicate Need for more collaboration between departments and disciplines Managers not wanting to deal with problems Managers make decisions without input Leaders aren t aware of what is happening at the point of care/service Trust issues

6 What do Associates want? A good supervisor Efficient work systems Tools and equipment Appreciation Collaboration with Coworkers

7 60% of employees who leave a position do so because of their relationship with their direct supervisor

8 Rounding on Direct Reports Why? The No. 1 action to drive employee satisfaction Create strong personal relationships Develop Culture of Recognition Identify needs and resolve them 1:1 communication of key issues Improved Employee Engagement

9 Rounding for Outcomes is: Relationship Building! Using a set of prescriptive techniques used to proactively engage a person to: Reward and Recognize Improve Performance Connect Work to our Purpose

10 Rounding for Outcomes is not.. The proverbial wave Leadership by wandering around Reactive Focused on what s wrong Being out there Asking what s going well during group meetings Rounding by

11 Essential Elements and sequence Personal connection Talk about the why first always! What is working well? (this is a must question) People to recognize (staff, providers) Systems or processes that need improvement Tools and equipment to do your job Rounding focus based on your employee survey opportunities

12 Allows for the Harvesting of Wins Focus on positive outcomes Good for patients because it improves care and services Helps to constantly re-recruit staff Focuses on simple changes and celebrates them

13 Critical Ingredients.. Respect and Caring

14 When you create feeling of SAFETY You can talk with almost anyone about anything People feel safe when they think: --You RESPECT them --You CARE about them Leader Rounding is about Listening and Acting

15 Table Top Discussion - 15 mins When is the last time you celebrated what is going well? What was it? How did it feel? What is the purpose of celebrating wins at work? When is the last time you recognized someone else for excellence at work? What were the circumstances? How did you do it? How did it make you feel? What did you notice about the behavior/performance of that person afterwards? Think about a time in which you noted a suggestion or voiced a concern and someone followed up with you about what they did and why? What were the circumstances? How did it make you feel? Why is closed loop feedback and follow up important for engagement?

16 Five seagulls are sitting on a dock. One of them decides to fly away. How many seagulls are left? - The Noticer Andy Adams

17 Four Right?? No," Jones responded. There are still five. Deciding to fly away and actually flying away are two very different things. Listen carefully to me. Despite popular belief to the contrary, there is absolutely no power in intention. The seagull may intend to fly away, may decide to do so, may talk with the other seagulls about how wonderful it is to fly, but until the seagull flaps his wings and takes to the air, he is still on the dock. There s no difference between that gull and all the others. Likewise, there is no difference in the person who intends to do things differently and the one who never thinks about it in the first place.

18 Tips for successful rounding No surprises, let your direct reports know what leader rounding is and why you are doing it Build rapport relationships are key Provide a copy of the questions- this is not a pop quiz Let them know you want their input then show them how it is valued when you follow up! Keep it short, 5-10 minutes is optimal Summarize any commitments/action items Close the loop

19 Rounding on Staff Log Department: Date: What is working well? Are there any staff or physicians to recognize for excellence in person centered care? Any systems needing improvement? Do you have the tools and the equipment to do the job? Anything else I can do for you? Items to address during rounding: Personal Connection/Relationship Building What s working well Staff and/or physicians for recognition (who/what/why) Systems that need improvement Tools and equipment to do your job Tough Questions now? Name Date Notes Total Number of Staff: Total Number Rounded On: % Compliance 19

20 Parameters: Rounding on staff All leaders will round on their direct reports Who? Anyone in the report to in Peoplesoft How Many? Monthly if <40 Every other month if >40

21 Documentation Documentation is mandatory Log your roundings staff, dates, actions needed Log sheet example at your tables and Will be available on the Leadership Website Weblink will be sent to make it easy for you to track the number of roundings complete/the number of roundings expected. This will now be part of the CSM Integrated Scorecard Goal >90% of Expected

22 How do we follow up?? Sometimes.we don t Sometimes.not with everyone Sometimes.we have just taken care of it, and forgotten Sometimes our staff thinks we don t communicate well Well Do we?

23 What a Simple Way to CLOSE THE LOOP Round Update Your Team Address the Issue

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25 Communicating what you heard and the actions you took Use the Stop Light Report to communicate to your staff, physicians and one-ups Review logs/themes with your one-up monthly Cascade and Manage Up wins, barriers and actions for system-wide improvement 25

26 Practice. Practice rounding with a partner Write out stop light report data from that round

27 Next steps: Rounding for Outcomes Let s start rounding Use the questions and logging form Count the roundings completed each month Log the complete roundings per month Use closed-loop feedback and the stoplight report for meaningful work Communicate your findings/actions to your one-up Remember: Focusing on Employee Satisfaction is not a quick fix. It s a process. You can t wait for the perfect time to begin or measure. Conditions are never perfect. You just have to start. You must act. -Results that Last