Fire is Catching: Building the Framework for High Performance

Transcription

1 Studer Group Presentation to Alabama Primary Care Association Fire is Catching: Building the Framework for High Performance Jacquelyn Gaines, Executive Coach

2 Objective: To obtain, sustain or accelerate organizational PEAK performance. We know that at peak performance we can depend on the results. Evidence-Based Leadership offers tools and tactics that can drive results in your organization if maximized by the leadership. Organizations depend on exceptional operational results for a sound future.

3 Peak Performance Needs Fire and Fuel! By the end of the session, the participant: Will be able to describe the foundations of Evidence-Based Leadership, a model to achieve peak organizational performance Will be able to discuss at least two strategies to improve accountability in their organizations

4 What Studer Group has learned We learned This is not a patient satisfaction/service excellence program. It is about leadership. Accountability Priorities (managing a full plate) Skill development Service = Quality

5 What Results Are You Most Proud Of? 5

6 What are the current challenges facing your organizations? Areas of greatest need? 6

7 What s Getting In Your Way? 7

8 What Does the Road Map Look Like? 8

9 Healthcare Flywheel Slide 9 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

10 Measurable Outcomes Create a better place to receive care, measured by your patients perception of their care. The emphasis will be to create a consistently positive experience for your patients, always. Create a better place to work and practice medicine, evidenced by improved team member engagement, reduced turnover and lower labor expense. Build and sustain a foundation of alignment, accountability systems, and development of leaders so that optionality is reduced and results are hardwired across the organization Achieve clinical, operational and financial targets

11 Key Factors to Achieve High Performance Slide 11 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

12 A Firm Foundation Always Comes First Level 1= Based on Results and Strategic Focus (Goals, Accountability) Level 2=Tactical Direction/Choices (skill building) Level 3= Validation, Consistency (minimize variance in execution) Level 4= Best Practice!

13 Execution Framework Evidence-Based Leadership SM Foundation STUDER GROUP : Objective Evaluation System Leader Development Must Haves Performance Management Standardization Accelerators Aligned Goals Aligned Behavior Aligned Process Implement an organizationwide staff/leadership evaluation system to hardwire objective accountability Principle 1, 2, & 7 Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results Principle 4 & 8 Agreed upon tactics and behaviors to achieve goals Principle 3, 5, 6, & 9 Re-recruit high and middle/solid performers Move low performers up or out Principle 4 Processes that are consistent and standardized Process Improvement PDCA Lean Six Sigma Baldrige Framework Principle 1 & 2 Software Rev

14 The better one understands something, the simpler it becomes. Our job is to provide organizations the least amount to do, to achieve the maximum amount of results. - Quint Studer

15 The Journey Planning Phase 1 Phase 2 Phase 3 Phase 4 Foundation Activities Expectations meeting Model Development Goals Alignment Team Selection Master Schedule Management ratification Employee Forums Employee Forums Assessment Employee Forums Employee Forums Assessment Must Haves Thank You Notes Rounding Key Words Peer Interview Day H-M-L QI Teams Measurement Standards Plan Training Plan Team Recruitment Role descriptions Quality Impact Team Leaders Training Coaching on Must Haves (leaders and staff) First 90-day plans developed Sequencing QI Team events for Must Haves 90-day plans hardwired Review teams for additional focus Teams succession planning Leader Evaluation System Activate Leader Evaluation Team Present goals to all leaders Cascade to departments CEO Pillars report at session Department goals, manager goals 90 day plans for leaders Monthly leader report cards/mmm Leadership Development Activate Leadership Development Team Kick off- Nine Principles Training Leadership Development Leadership Development Leadership Development

16 Not New - Better CURRENT PRACTICE Department Meetings Employee / MD Conversations Employee / MD R&R Staff and MD Selection and Orientation Staff and Patient Retention Staff and MD Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff, MD and Leader Evaluation EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing, Selection and 30/90 Day Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff, MD and Leader Evaluation Leadership Training

17 Rank Top Issues Confronting Health Centers Providers Biggest Concerns SG Tools / Tactics 1 Financial challenges Income/reimbursement Increase volumes through patient choice. GROWTH 2 Provider/Leadership relations Malpractice AIDET training Rounding on providers 3 Care for the uninsured Workload/quality of life Champion PE Teams Provider Preference Cards Got Chart / Note Pads 4 Personnel shortages Bureaucracy 5 Quality/Patient safety Quality of care Selection and Retention 3 month/ 6 month meetings AIDET training Pre and Post Visit Clinical Calls Periodic skill validation 6 Governmental mandates Patient access AIDET training 7 Patient satisfaction Consumerism AIDET training Pre and Post Clinical Calls

18 It s Not About How Long or How Fast But when you are Hardwired 3 A s for Success: Alignment Action Accountability

19 Hardwiring Excellence What is it? Sustain system and organizational results across all strategic priorities (pillars) Not a program but rather systems of accountability tied to Mission; Vision; and Values Senior leadership led and includes constituent groups Built on engagement to gain efficiencies and effectiveness Not about Studer Group; about organizational success

20 Its About Leadership! How Would You Describe Your Leadership Style?

21 Best Practice Criteria Patient Satisfaction above 85th percentile Quality indicators benchmarking above 25% of outcomes Operating income: 6%+ Growth higher: 5%+ Turnover less: <12% Sustained results: Minimum of 3 years

22 ROI Metrics in Clinic Partnerships Volume- patient visits Turnover Wait Times Net Margin Referral patterns (internal) No Shows

23 Aligned Behaviors Must Haves Rounding for Outcomes With staff and MD/Providers for engagement With patients to verify care Room and Round on patients by nurses, MAs Internal customer rounding Thank You Notes Selection and Physician/Provider Selection, post hire meetings Clinical Phone Calls Key Words at Key Times (AIDET)

24 Key Ingredients to Success FOCUS Over Communicate Verify Validate Role Model

25 Accountability Tools Tool Purpose Evaluation Report Card 90-Day Plan Meeting Model Alignment with organizational goals. Objective measures Establishes priorities To monitor and track progress. Defines how the goals will be achieved. Structured process to manage performance: Recognize positive outcomes Harvest best practices Identify and remove barriers Confirm priorities for the next 30 days

26 The Accountability Players Executive Leadership Vision, Sets Direction, Oversight Leadership Team Designs and Guides Execution, Oversight Accountability Team Guides Leadership Evaluation, Audits for Compliance and Quality Accountability Super-Users: Educators, Support Employees/Providers Execute

27 Driving Performance Slide 27 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

28 Diagnostic and Recommended Treatment

29 Alignment Are you regularly communicating progress on strategic goals with all parts of the organization-leaders, employees, providers and patients/customers as appropriate? As adult learners, we need to hear content multiple times and in various formats in order for the content to stick. Once is never enough. Leaders should use their monthly meetings with direct reports, staff meetings, newsletters and e-communication to share results and recognize those who are helping the organization achieve them. Best practice- Results to date should be a standing agenda item at all regularly scheduled meetings.

30 Moving from goals to ACTION plans 30

31 Creating Effective Action Plans

32 Alignment Are 90 action plans reasonable, achievable, measurable and time referenced? Do you know who is responsible for execution (leader or delegated to a member of their team)? Have you included other stakeholders in planning the best approach? Oftentimes, leaders create 90 day action plans that are generic and not specific enough to get the desired results. Joint action planning with stakeholders to that goal will also elevate the result. On most strategies, we are never alone in execution. Bring stakeholders to the table in the beginning of the action planning process instead of asking investment from them after plans have already been made.

33 Tips for creating action steps Involve staff How do you currently create 90 day action plans? Identify 1-2 key tactics to achieve the 90 day goal Clearly define each step to achieve the outcome Set a realistic date to accomplish each step Assess effectiveness of previous action steps

34 Alignment Are your action plans aligned with operational results? You have the right action plans in place to move you closer to your desired results. This requires a look back at results to date, trend lines (quantitative data) and validating current data through continued dialogue with all stakeholders (qualitative data). It also requires: sound accountability processes in place to identify priorities at least every 90 days; the identification of who s responsible for creating and executing those actions to impact the outcomes; and monthly follow-up to assure compliance and movement in the right direction.

35 Employee Satisfaction Senior Leader attendance at staff meetings Leader Rounding on direct reports Thank you notes / Employee recognition programs Leadership development Recognize staff by name as identified in patient satisfaction survey Interdepartmental satisfaction survey and action planning Review EE survey results with staff and host Action Planning to harvest their ideas to improve results Treats for staff Incorporate Engagement question into rounding to get pulse check through the year Implement incentives / competitions Process mapping for increasing productivity Install and maintain communication boards Slide 35 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

36 CGCAHPS/Patient Experience AIDET Rounding on physicians Room & Round Implement individualized patient care cards Slide 36 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

37 Operating Margin Implement daily productivity tracking. Review budget variances with department leaders at monthly meeting and create action plans Monitor new position requests Decrease on hand inventory expense Benefits committee to rollout new plan for employees. Successful renegotiation of Blue Cross fee schedule. Reduce AR to 45 days. Insure fast track suite opening is on schedule. Recruit 10 new employed physicians. Slide 37 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

38 Volume/Market Share Implement pre-visit calls to reduce no shows and tardiness Recruit/employ additional physicians in specialties with greatest need Conduct capacity analysis and review staffing to accommodate Offer community outreach events (health fairs, screenings, etc.) Slide 38 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

39 Accountability Are you using a monthly supervisory meeting model with leaders who report to you? Do you review the current results during the meeting and action plans to move results? Incorporating an active review of results with leaders gives you the opportunity to align your priorities with theirs and assure that the best actions are in place to drive results or course correct. This practice also helps you to increase focus and accountability on those things that have been vetted as the most important to move the organization forward. Each quarter, leaders should do a deeper review of the next set of 90 day action plans. Now both the leader and their one-up have skin in the game for the result.

40 Push Back I don t have time My plate is too full So how do leaders spend their time if their #1 job is to move organizational results? Competing priorities (too many #1 s) Executive leaders do not role model expectations

41 Leadership time??? On average most 90 day action plans take one hour of uninterrupted time to complete each quarter. That s 4 hours each year! If collaboration is requiredadd another hours 2 hours per quarter (peers, staff) You do the math Leadership hours/year= ~ 40/week (minimum) Planning time to focus on organizational results= ~ 12 hours /year Can we afford not to do this?

42 The Power of Communication 42

43 Focus on Intentional Communication This is not about filling out forms or busy work It s about moving organizational results! Intentional Communication= Self (retrospective review of results; prospective review of internal and external variables which may impact performance) Peers/Staff collaborative action planning; f/up Leadership= Verification/Validation Affirmation (I agree)

44 Vision without execution is hallucination. Thomas Edison Slide 44 COPYRIGHT STUDER GROUP Please do not quote or disseminate without Studer Group authorization

45 So, How Would Your Organization Rate on the Triple A s? Are You on FIRE? Do you have opportunities for improvement?

46 Questions??

47 47