taking you and your organization to the next level
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Taking You and Your Organization to the Next Level
Studer Group Mission and Vision
MissionTo make healthcare a better place foremployees to work physicians to practicemedicine and patients to receive care
VisionTo be the intellectual resource forhealthcare professionals combining passionwith prescriptive actions and tools to driveoutcomes and maximize the humanpotential within each organization andhealthcare as a whole
Execution company focused on achieving and
sustaining
bull Exceptional clinical operational amp financial outcomes
bull Work with over 800 healthcareorganizations in the US andbeyond
bull gt 50 Coaches and Speakersbull Educational Resources ndash Books
Training Videos Webinars andInstitutes
bull Web-based software solutionsfor operational alignment andprocess efficiency improvement
Recipient of the 2010 Malcolm
Baldrige Quality Awardbull Ranked 5 Great Small Workplace
in Americabull Evidenced-Based tactics thatbull produce Accelerated rate of improvement
and efficiency in clinical quality (core measures hospital acquired conditions and readmissions)
Favorable HCAHPS results Maximized reimbursement
Increased physician loyalty Improved ED flow operational
metrics and patient experience
External Environment Conclusions
Physicians and Senior leader team feel the external environment will be more difficult in the
future31 feel if an organization stays the same they
will be the same better or much betterIf 3 out of 10 people do not recognize
urgency the organization will never achieve outcomes and too much pressure is put on
the other 70 of the people
Top Ten Challenges in Execution
1 Leaders Others underperforming and still receiving a good evaluation1048709 (Accountability)
2 Change not connected to why1048709 (Alignment)
3 Lack of necessary urgency1048709 (Alignment)
4 Leaders do not have the skills to assure a solid implementation1048709 (Action)
5 Too many changes -- too soon1048709 (Action)
6 Push Back by leaders staff and physicians1048709 (Accountability)
7 Not familiar with what ldquorightrdquo looks like1048709 (Action)
8 Lack of frequency1048709 (Action)
9 Inability to transfer best practices1048709 (Action)
10 Poor processes1048709 (Action)
Must Haves
It depends on the diagnosis-DIAGNOSIS TREATMENT
Employee Engagement 1048709 Leader Rounding on Employees
Responsiveness to Patient 1048709 Hourly Rounding No-Shows 1048709 Pre-Calls Readmissions 1048709 Post-Calls with frequency dependent on
patient condition Physician Engagement 1048709 Quadrant Exercise1048709 Physician
Rounding Side Effects of Medication 1048709 Bedside Shift Report Urgency 1048709 Toolkit to explain the external environment
ldquoPeople wish to be settled but only as far as they are unsettled is there any hope for themrdquo
Ralph Waldo Emerson
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
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-
Studer Group Mission and Vision
MissionTo make healthcare a better place foremployees to work physicians to practicemedicine and patients to receive care
VisionTo be the intellectual resource forhealthcare professionals combining passionwith prescriptive actions and tools to driveoutcomes and maximize the humanpotential within each organization andhealthcare as a whole
Execution company focused on achieving and
sustaining
bull Exceptional clinical operational amp financial outcomes
bull Work with over 800 healthcareorganizations in the US andbeyond
bull gt 50 Coaches and Speakersbull Educational Resources ndash Books
Training Videos Webinars andInstitutes
bull Web-based software solutionsfor operational alignment andprocess efficiency improvement
Recipient of the 2010 Malcolm
Baldrige Quality Awardbull Ranked 5 Great Small Workplace
in Americabull Evidenced-Based tactics thatbull produce Accelerated rate of improvement
and efficiency in clinical quality (core measures hospital acquired conditions and readmissions)
Favorable HCAHPS results Maximized reimbursement
Increased physician loyalty Improved ED flow operational
metrics and patient experience
External Environment Conclusions
Physicians and Senior leader team feel the external environment will be more difficult in the
future31 feel if an organization stays the same they
will be the same better or much betterIf 3 out of 10 people do not recognize
urgency the organization will never achieve outcomes and too much pressure is put on
the other 70 of the people
Top Ten Challenges in Execution
1 Leaders Others underperforming and still receiving a good evaluation1048709 (Accountability)
2 Change not connected to why1048709 (Alignment)
3 Lack of necessary urgency1048709 (Alignment)
4 Leaders do not have the skills to assure a solid implementation1048709 (Action)
5 Too many changes -- too soon1048709 (Action)
6 Push Back by leaders staff and physicians1048709 (Accountability)
7 Not familiar with what ldquorightrdquo looks like1048709 (Action)
8 Lack of frequency1048709 (Action)
9 Inability to transfer best practices1048709 (Action)
10 Poor processes1048709 (Action)
Must Haves
It depends on the diagnosis-DIAGNOSIS TREATMENT
Employee Engagement 1048709 Leader Rounding on Employees
Responsiveness to Patient 1048709 Hourly Rounding No-Shows 1048709 Pre-Calls Readmissions 1048709 Post-Calls with frequency dependent on
patient condition Physician Engagement 1048709 Quadrant Exercise1048709 Physician
Rounding Side Effects of Medication 1048709 Bedside Shift Report Urgency 1048709 Toolkit to explain the external environment
ldquoPeople wish to be settled but only as far as they are unsettled is there any hope for themrdquo
Ralph Waldo Emerson
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Execution company focused on achieving and
sustaining
bull Exceptional clinical operational amp financial outcomes
bull Work with over 800 healthcareorganizations in the US andbeyond
bull gt 50 Coaches and Speakersbull Educational Resources ndash Books
Training Videos Webinars andInstitutes
bull Web-based software solutionsfor operational alignment andprocess efficiency improvement
Recipient of the 2010 Malcolm
Baldrige Quality Awardbull Ranked 5 Great Small Workplace
in Americabull Evidenced-Based tactics thatbull produce Accelerated rate of improvement
and efficiency in clinical quality (core measures hospital acquired conditions and readmissions)
Favorable HCAHPS results Maximized reimbursement
Increased physician loyalty Improved ED flow operational
metrics and patient experience
External Environment Conclusions
Physicians and Senior leader team feel the external environment will be more difficult in the
future31 feel if an organization stays the same they
will be the same better or much betterIf 3 out of 10 people do not recognize
urgency the organization will never achieve outcomes and too much pressure is put on
the other 70 of the people
Top Ten Challenges in Execution
1 Leaders Others underperforming and still receiving a good evaluation1048709 (Accountability)
2 Change not connected to why1048709 (Alignment)
3 Lack of necessary urgency1048709 (Alignment)
4 Leaders do not have the skills to assure a solid implementation1048709 (Action)
5 Too many changes -- too soon1048709 (Action)
6 Push Back by leaders staff and physicians1048709 (Accountability)
7 Not familiar with what ldquorightrdquo looks like1048709 (Action)
8 Lack of frequency1048709 (Action)
9 Inability to transfer best practices1048709 (Action)
10 Poor processes1048709 (Action)
Must Haves
It depends on the diagnosis-DIAGNOSIS TREATMENT
Employee Engagement 1048709 Leader Rounding on Employees
Responsiveness to Patient 1048709 Hourly Rounding No-Shows 1048709 Pre-Calls Readmissions 1048709 Post-Calls with frequency dependent on
patient condition Physician Engagement 1048709 Quadrant Exercise1048709 Physician
Rounding Side Effects of Medication 1048709 Bedside Shift Report Urgency 1048709 Toolkit to explain the external environment
ldquoPeople wish to be settled but only as far as they are unsettled is there any hope for themrdquo
Ralph Waldo Emerson
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
External Environment Conclusions
Physicians and Senior leader team feel the external environment will be more difficult in the
future31 feel if an organization stays the same they
will be the same better or much betterIf 3 out of 10 people do not recognize
urgency the organization will never achieve outcomes and too much pressure is put on
the other 70 of the people
Top Ten Challenges in Execution
1 Leaders Others underperforming and still receiving a good evaluation1048709 (Accountability)
2 Change not connected to why1048709 (Alignment)
3 Lack of necessary urgency1048709 (Alignment)
4 Leaders do not have the skills to assure a solid implementation1048709 (Action)
5 Too many changes -- too soon1048709 (Action)
6 Push Back by leaders staff and physicians1048709 (Accountability)
7 Not familiar with what ldquorightrdquo looks like1048709 (Action)
8 Lack of frequency1048709 (Action)
9 Inability to transfer best practices1048709 (Action)
10 Poor processes1048709 (Action)
Must Haves
It depends on the diagnosis-DIAGNOSIS TREATMENT
Employee Engagement 1048709 Leader Rounding on Employees
Responsiveness to Patient 1048709 Hourly Rounding No-Shows 1048709 Pre-Calls Readmissions 1048709 Post-Calls with frequency dependent on
patient condition Physician Engagement 1048709 Quadrant Exercise1048709 Physician
Rounding Side Effects of Medication 1048709 Bedside Shift Report Urgency 1048709 Toolkit to explain the external environment
ldquoPeople wish to be settled but only as far as they are unsettled is there any hope for themrdquo
Ralph Waldo Emerson
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 14
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- Slide 23
- Slide 24
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- Slide 27
- Slide 28
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- Slide 31
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- Slide 33
- Slide 34
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- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
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- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Top Ten Challenges in Execution
1 Leaders Others underperforming and still receiving a good evaluation1048709 (Accountability)
2 Change not connected to why1048709 (Alignment)
3 Lack of necessary urgency1048709 (Alignment)
4 Leaders do not have the skills to assure a solid implementation1048709 (Action)
5 Too many changes -- too soon1048709 (Action)
6 Push Back by leaders staff and physicians1048709 (Accountability)
7 Not familiar with what ldquorightrdquo looks like1048709 (Action)
8 Lack of frequency1048709 (Action)
9 Inability to transfer best practices1048709 (Action)
10 Poor processes1048709 (Action)
Must Haves
It depends on the diagnosis-DIAGNOSIS TREATMENT
Employee Engagement 1048709 Leader Rounding on Employees
Responsiveness to Patient 1048709 Hourly Rounding No-Shows 1048709 Pre-Calls Readmissions 1048709 Post-Calls with frequency dependent on
patient condition Physician Engagement 1048709 Quadrant Exercise1048709 Physician
Rounding Side Effects of Medication 1048709 Bedside Shift Report Urgency 1048709 Toolkit to explain the external environment
ldquoPeople wish to be settled but only as far as they are unsettled is there any hope for themrdquo
Ralph Waldo Emerson
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Must Haves
It depends on the diagnosis-DIAGNOSIS TREATMENT
Employee Engagement 1048709 Leader Rounding on Employees
Responsiveness to Patient 1048709 Hourly Rounding No-Shows 1048709 Pre-Calls Readmissions 1048709 Post-Calls with frequency dependent on
patient condition Physician Engagement 1048709 Quadrant Exercise1048709 Physician
Rounding Side Effects of Medication 1048709 Bedside Shift Report Urgency 1048709 Toolkit to explain the external environment
ldquoPeople wish to be settled but only as far as they are unsettled is there any hope for themrdquo
Ralph Waldo Emerson
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
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- Slide 41
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- Slide 43
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- Slide 46
- Slide 47
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- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
ldquoPeople wish to be settled but only as far as they are unsettled is there any hope for themrdquo
Ralph Waldo Emerson
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
How many of the employees that you directly supervise are not meeting performance expectations1048709 Average = 8
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Performance Management-How many employees do you have currently working for you who have documentation that they are underperforming1048709 Average = 50
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
The Evidence
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Heart Failure
Pneumonia Healthcare -Associated Infections
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Surgical Care Improvement Heart Attack
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
1 physician in 3 receives any data about performance1 physician in 5 receives data pertinent to clinical outcomes1 physician in 4 receives patient survey data
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
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- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
We have learned that the reluctance to address lowsub-par performance keep an organization from being the best Quint Studer
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Definition H=HIGH PERFORMER
Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Comes to work on time Good attitude Problem solves You relax when they are scheduled Use of peer interviews Pillar ownership Brings solutions Good influence Adheres to policies concerning breaks personal phone calls leaving the work area and other
absences from work Demonstrates high commitment to making things better for their team and organization as a
whole Eager to change for the good of the organization Strives for continuous professional
development Consistently communicates organizational Does not create wethey Provides frequent
feedback to staff Demonstrates the behaviors of safety awareness in all aspects of work
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 14
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- Slide 19
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- Slide 21
- Slide 22
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- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
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- Slide 30
- Slide 31
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- Slide 33
- Slide 34
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- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Solid performer Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Professionalism Teamwork Knowledge amp Competence Communication Safety Awareness Usually adheres to policies concerning breaks personal phone calls leaving the work area and
other absences from work Committed to improving performance of their team and organization May require coaching to
fully execute Invested in own professional developments May require some coaching to fully execute Usually communicates organizational information Occasionally uses wethey language Provides
some feedback to staff
Definition M=MIDDLE PERFORMER
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Definition
L-LOW PERFORMER
Knowledge amp Competence Communication Safety Awareness Points out problems in a negative way Positions leadership poorly Master of ldquoWeTheyrdquo Passive aggressive Thinks they will outlast the leader Says manager is the problem Does not communicate effectively about absences from work Handles personal phone
calls in a manner that interferes with work Breaks last longer than allowed Demonstrates little commitment to their team and the organization Shows little interest in improving own performance or the performance of the organization
Develops professional skills only when asked Does not communicate organizational information Uses language to create wethey
culture Does not provide feedback Performs work with little regard to the behaviors of safety awareness
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Employees Patients Physicians
Rounding with EmployeesEmployee Thank You Notes
Peer Interviewing
30 and 90 DayMeetings (Input)Employee Attitude Survey
Employee Forums
Bright Ideas
Standards
Leader Rounding on Patients
Post StayVisit Calls
Hourly Rounding
Individualized
PatientCare
Bedside Shift Report AIDETregPre Visit Calls
Physician Performance Feedback SystemGot ChartPhysician Preference Card
Physician Code
Patient Agenda andVisit Guide
Physician Note Pads
Rounding forOutcomesAIDET
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Rounding for OutcomesEmployee Rounding
Tell your staff about rounding Do rounding with the prescribed frequency Use a rounding log Give feedback
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Align Questions to fit Desired
Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
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- Slide 14
- Slide 15
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- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Rounding for Outcomes Senior LeaderRounding
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Increases Senior Leader Visibility
Reassures and Engages Staff
Connects the Dots for Staff Regarding
Organization DecisionsOutcomes
Validates DepartmentUnit Leader Rounding
Eliminates WeThey Mentality
Improve Physician Integration
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Areas of focus Round on direct reports the same
way all leaders round on their employees
Round in departments with other
leaders using a scouting report
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
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- Slide 33
- Slide 34
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- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Link to department leader rounding logs
Supply important information about a given department
Focus on external environment Identify tough questions
Allow you to reward and recognize the right people
Acknowledge which systems have been fixed
Point to tools and equipment that have been purchased
and those that still need attention
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
To sustain the culture selection is paramount
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
CURRENT PRACTICE Department Meetings Employee Conversations Employee RampR Staff Selection and Orientation Staff and Patient Retention Staff Policy Patient Conversations Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Only new item
EFFECTIVE APPROACH Consistent Agendas Rounding for Outcomes Thank You Notes Peer interviewing and 3090 Day
Meetings Individual Employee Meetings Standards of Behavior Key Word at Key Times Pre Phone Calls Post Phone Calls Staff and Leader Evaluation Leadership Training
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
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- Slide 19
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- Slide 21
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- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Rounding on Areas Served ndash Example
Acknowledgerelationship clarify expectations
ldquoYour dept is very important to us amp our patientshelliprdquo
Rounding Why amp Duration ldquoOur goal is to provide excellent service I will berounding on you each monthhelliprdquo
Review Accomplishments
ldquoSince I rounded with you last month I wanted tohighlight the following itemssystems we have put intoplace based on feedbackhelliprdquo
Working Well ldquoWhat is my department doing well
Recognition ‐ Individuals ldquoIs there anyone specific I can recognize for doing greatwork What have they donerdquo
Opportunities for Improvement ldquoWhat 1‐2 things can my department do better Anyideas on how we can improverdquo
Identify specific areas of focus from survey process
ldquoWe want to respond in a timely mannerrdquo ldquoCan youexplain a time when you had to wait for response fromour departmentrdquo ldquoWhen we did not respond in a timelymanner what do you typically wait to receivehelliprdquo
Is there anything I can help youwith
ldquoIs there any other questions you have or anything else I can help with right nowrdquo
Thank you and Appreciation ldquoThank you for your time helliprdquo
Establish next rounding date ldquoI will be back in next month to talk againhelliprdquo
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
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- Slide 14
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- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Studer Group Five Fundamentals AIDETreg
A
AcknowledgeEye contact smile and acknowledge everyone in the room
I
Introduce
ldquoHello Mr Clark My name is Jackie and I am your nurse today I have been a nurse for 20 years and have worked in this hospital for over 8 years I have done this procedure thousands of times and I go back for training each yearhelliprdquo
D
Duration ldquoThis procedure will take about 10 minutes to perform and then about one hour for the resultshelliprdquo
E
Explanation
ldquoLet me explain some more about the procedurerdquo (Explain why performing the procedure what will happen and what they should expect understanding of side effects and answer any questionsrdquo
T
Thank youldquoThank you for choosing us hellipThank you for waitinghellip Thank you for coming in todayhellipWhat otherquestions do you haverdquo
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Pre Visit Calls
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
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-
The Results
Reduce No-Showrsquos by 70
Reduce Tardiness by 60-70
Increased Patient Satisfaction25-30 Percentile Points
Reference Pre and Post Procedure Calls Scott A Strong MD The Cleveland Clinic 2003
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
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- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Best Practice Contact Rate
PATIENT TYPE ATTEMPT CONTACT
INPATIENT bull 100 patients discharged homehome with home healthcare 70-80
CRITICAL CARE bull 100 of patients discharged home and home with home healthcare 100
EMERGENCY DEPARTMENT
bull 100 of eligible patients discharged patients to homebull If unable to attempt 100 start with specific patient groups based
on acuity (eg chest pain) or risk factors (eg AMAs)bull Non-eligible patients are admissions transfers deaths psych
patients and those with no current phone number (ie homeless)
50-60
OUTPATIENTS
bull Cath-lab 100
bull GI 100bull Radiology certain populations (eg 100 invasive procedures specific
numberday)
100
MEDICAL PRACTICE
bull Set number ndash 5 per staff per week or 20 per week per person
OUTPATIENT SURGERY
bull 100 of patients discharged home
100
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
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- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
ReboardingOnboardingInformation Guide
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
- Slide 10
- Slide 11
- Slide 12
- Slide 13
- Slide 14
- Slide 15
- Slide 16
- Slide 17
- Slide 18
- Slide 19
- Slide 20
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- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Slide 31
- Slide 32
- Slide 33
- Slide 34
- Slide 35
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- Slide 38
- Slide 39
- Slide 40
- Slide 41
- Slide 42
- Slide 43
- Slide 44
- Slide 45
- Slide 46
- Slide 47
- Slide 48
- Slide 49
- Slide 50
- Slide 51
- Slide 52
- Slide 53
- Slide 54
- Slide 55
-
Core Competency Tools amp Resources Accountability Date Completed
Service and Operational Excellence Introduction
Hardwiring Excellence Chapters 1-3Evidence Based Leadership graphic
Complete Readings
Rounding on Staff Hardwiring Excellence Chapter 7The Nurse Leader Handbook Chapter 2Rounding on Staff logStoplight Report and Guidelines for Use of Stoplight Video Rounding on Direct Reports
Leader rounds on you to role model practiceCompletion of rounding on 100 of staffCompletion of Stoplight Report
Thank You Notes Hardwiring Excellence Chapters 7 amp 11The Nurse Leader Handbook Chapters 3 amp 4
Send TY notes to direct reportsManage up thank you notes to leader
Communication Hardwiring Excellence Chapter 10The Nurse Leader Handbook Chapter 1Agenda by PillarsDepartment Communication BoardWorking With your Leader ndash The Power of Aligned Messages webinar (2009)AIDETreg Five Fundamentals of Patient Communication Building Patient Trust with AIDETreghighmiddlelowreg Performer Conversations Insight and Video Overcoming Resistance to ChangeInsight and Video The Power of Our WordsInsight and Video Spinach in your Teeth Messages The Art of Giving (and Receiving) Honest Feedback
Use Agenda by Pillar for staff meetingsUpdate Dept Communication Board
Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
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Objective Evaluation Hardwiring Excellence Chapter 9The Nurse Leader Handbook Chapter 15Leader Evaluation ManagerLeader Evaluation Manager tutorialsOrganizational Goals90 Day PlansMonthly Report CardWebinar Accountability Tools and Tactics Webinar (2008)
Leader to review and set your goalsObtain Leader Evaluation Manager trainingComplete 1st 90-day planUpdate monthly report card
Monthly Meeting Model The Nurse Leader Handbook Chapter 22Video Supervisory Meeting ModelMonthly Meeting Model Tools Tab on Studer Group website
Prepare for and complete MMM with your leader
Senior Leader Rounding Scouting ReportInsight and Video Senior Leader Rounding
Prepare scouting report for your senior leaderRound in your dept with senior leader
Effective Meeting Management The Nurse Leader Handbook Chapter 21Agenda by PillarsWebinar Leading Effective Meetings webinar (2009)
Complete readings and video
Delegation The Nurse Leader Handbook Chapter 23 Complete readingChange Management The Nurse Leader Handbook Chapter 25 Complete readingMeasurement Tools Hardwiring Excellence Chapters 4 amp 9
The Nurse Leader Handbook Chapter 18Balanced ScorecardPatient Satisfaction Vendor toolsLeader Evaluation Tools Tab on Studer Group Website
Complete readingsReview Balanced Scorecard with your leaderObtain vendor training on measurement tool
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
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Rounding on Patients The Nurse Leader Handbook Chapter 8Patient rounding logFour Goals for Rounding on PatientsHourly Rounding Training Video A Rounding on Patients ldquoAHArdquo MomentVideo Leader Rounding on Patients
Observe colleague rounding on patientsRound on your patientsComplete patient rounding validation with mentorcoachFollow up with staff post rounding
Rounding on Internal Customers
Internal Customer Rounding logInternal Customer Preference CardVideo Rounding on Departments Served
Observe colleague rounding on customersRound on your customersComplete customer rounding validation with mentorcoachFollow up with staff post rounding
AIDETreg The Nurse Leader Handbook Chapter 13Video AIDETreg Five Fundamentals of Patient Communication Video Building Patient Trust with AIDETreg videoAIDETreg Observation FormVideo AIDETreg and Support Services Leader Rounding Video AIDETreg Coaching Food and Nutrition Video AIDETreg for Physicians
Complete readings and videoDevelop your own AIDETreg Practice your AIDETreg Complete AIDETreg validation with mentorcoach
Key words at Key Times Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 13
Develop your own KWKTPractice your KWKTComplete AIDETreg validation with mentorcoach
Service Recovery The Nurse Leader Handbook Chapter 14Webinar Service Recovery ndash Irsquom Sorry to Hear That (2009)
Complete readings and video
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
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-
Selecting Talent Hardwiring Excellence Chapter 8The Nurse Leader Handbook Chapter 6Video Selecting Talent Webinar Selecting Talent ndash Peer Interviewing Works (2009)Behavioral Based Interview Questions
Complete readings and video
30 amp 90 day meetings The Nurse Leader Handbook Chapter 630 amp 90 day rounding log
Complete readings and videoRound on new staff using 30 amp 90 logs
Performance Conversations
Hardwiring Excellence Chapter 6The Nurse Leader Handbook Chapters 3 5 amp 7Behavioral StandardsPerformance EvaluationHighmiddlelowreg Performance Conversations videoConducting highmiddlelowreg Performance Conversations webinar (2009)highmiddlelowreg Tools Tab on Studer Group website
Complete readings and video
Pre and Post Visit Calls Hardwiring Excellence Chapter 5The Nurse Leader Handbook Chapter 9Video Post Visit Phone CallsWebinar Centralized Discharge Call Center and Physician-Led Post-Visit Phone Calls
Complete readings and video
Hourly Rounding The Nurse Leader Handbook Chapter 10Hourly Rounding ToolkitWebinar Hourly Rounding webinar (2009)Video Hourly Rounding Training Video
Complete readings and video
Bedside Shift Report The Nurse Leader Handbook Chapter 11Best Practice video on Bedside Shift Report
Complete readings and video
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
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-
Individualized Patient Care The Nurse Leader Handbook Chapter 12Video Individualized Patient Care Cards
Complete readings and video
Financial Impact amp Productivity Management
The Nurse Leader Handbook Chapters 16 amp 17Video Calculating the Return on Investment of Great Service to Patients and EmployeesWebinar Time and Energy Management webinar (2009)
Complete readings and videos
Collaborating with Physicians The Nurse Leader Handbook Chapter 20Engaging PhysiciansVideo The Art of Physician Courtship Five Things Healthcare Leaders Can Do to Lay the Groundwork for Physician IntegrationWebinar Engaging Physicians webinar (2009)Webinar Studer Group Physician Webinar Series (2008)
Complete readings and videos
HCAHPS HCAHPS - Its All About QualityThe HCAHPS HandbookIt Starts in ED Why Patientrsquos ldquoFirst Impressionrdquo Sets the Stage for HCAHPS Success Webinar HCAHPS Hardwiring Your Hospital for Pay-for-Performance Success Webinar Webinar HCAHPS ndash Part 2 Pay for Performance is Here Insight and Video Are you holding leaders accountable for only 18 of the HCAHPS pieVideo The First Performance Period Is Over What NowThe Age of HCAHPS Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Complete readings and video
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
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-
Ask your Supervisor to find out more about these resources and many more
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
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top related