Evidence Based Leadership - AHRA · Evidence Based Leadership Bob Murphy, R.N., ... Physician Leader Evaluation Got Chart ... E Explanation T Thank You

www.studergroup.com ©2010 Studer Group1

Evidence Based Leadership

Bob Murphy, R.N., Esq. FACHESenior Leader/International SpeakerStuder Group

www.studergroup.com/ahra10

Your Mission & Vision

MISSION: AHRA is a resource and catalyst for the development of professional leadership in medical imaging management.

VISION: AHRA will be the association of choice for leaders in medical imaging management. It will be dedicated to developing products and services driven by member needs. The association will be a driving force toward improving the healthcare environment.


Standardization AcceleratorsMust Haves®

Performance Gap

Objective Evaluation

SystemLeader

Development

Foundation

STUDER GROUP®:

Rev 6.7.10

Aligned Goals Aligned Behavior Aligned Process

Evidence-Based LeadershipSM

Agreed upon tactics and behaviors to achieve goalsRounding for Outcomes: (10pts)Thank you notes: (2 pts)Selection and the First 90 Days (8 pts)Key Words at Key Times (5 pts)Post Phone Calls (10 pts)

Re-recruit high and middle performers

Move low performers up or out (12 pts)

Processes that are consistent and standardized throughout the company(8 pts)

Leader Eval ManagerTM

Patient Call Manager TM

Aligned Goals Aligned Behavior Aligned ProcessCreate process to assist leaders in developing skills and leadership competencies necessary to attain desired results(15 pts)

Implement an organization-wide staff/leadership evaluation system to hardwire objective accountability (Must Haves®)(30 pts)

Pay for Performance and HCAHPS

CMS Value Based Purchasing

P 4 P

Core Measures(70% Weight)

+Performance willdetermine total hospitalP 4 P

(Pay for Performance)

HCAHPS(30 % Weight)

+ determine total hospital reimbursement

Plan Due by January 2012Implementation FY 2013 (Oct 2012)


Percentile Rank ComparisonHow do Studer Group Partners Compare vs. Non Partners

The graph below shows a comparison of the average percentile rank for Studer Group Partners that have received EBL coaching since 2007 and non-partners for each composite. HCAHPS results are for patients discharged between July 2008 and June 2009. It is sorted to show composites with the highest Studer Group partner average percentile rank on top.

69% 69% 68%70%75%80%

Studer Group Partners vs. Non-Partners Average Percentile Rank July 2008- June 2009

+22% +24% +26% +20% +18% +13% +7% +9% +7% +6%

68%62% 60%

55% 53% 51% 48% 47%47% 45% 42% 42% 42% 42%46%

42% 41% 41%

30%35%40%45%50%55%60%65%70%

Patients who gave a rating

of 9 or 10 (high)

Room was always clean

YES, patients would

definitely recommend the hospital

Pain was always well controlled

Nurses always communicated

well

Yes, patients were given information

about what to do during recovery

Staff always explained

about medicines

before giving them to patients

Patients always recived help as soon

as they wanted

Always quiet at night

Doctors always

communicated well

Studer Group Partners Non-Partners

Aligned Goals


System

* Principle 1, 2 and 7

Must Haves® Performance

Gap

Aligned Behavior

Standardization Accelerators

Aligned Process

Leader Development

Aligned Goals


System

Most healthcareprojects/initiativecome in overbudget, late anddo not achievedesired results.

Why?Why? Lack of alignmentand lack ofaccountability

~Quint Studer


What We Permit, We Promote

Results That Last, Quint Studer, Chapter 5, Pg 82lt th tl twww.resultsthatlast.com

“If you want easy, don’t be a leader…

you can just beyou can just be a great employee.

You’ve chosen to do harder work.”

~ Bob Murphy

Must Haves®

Aligned Behavior

Performance Gap

Aligned Behavior


Aligned ProcessAligned Goals


System

Leader Development

Must Haves®


Key Stakeholders for Must Haves®

Employees Patients PhysiciansRounding with EmployeesEmployees Thank You Notes P I t i i

Leader Rounding on PatientsPost Visit CallsHourly Rounding

Physician Leader EvaluationGot ChartPhysician P f C dPeer Interviewing

30 and 90 Day Meetings (Input)Employee Attitude Survey Employee Forums Bright Ideas PatientStandards

Individualized Patient CareBedside Shift ReportAIDETSM

Pre Visit Calls

Preference CardPhysician CodePatient Agenda and Visit GuidePhysician Note PadsRounding for OutcomesAIDETSM

Employees

Performance Gap

Aligned Behavior




System

Leader Development

Must Haves®

Rounding for Rounding for Outcomes:Outcomes:

EmployeesEmployeesEmployeesEmployees


Impact of Rounding on Willingness to Recommend KPNW as a Place to Work

50 2%55.6%

79.3%87.4%

60%

80%

100%

end

for W

ork

Rounding for Outcomes: Leaders Rounding on Employee and Physicians

Impact of Rounding on Willingness to Recommend as a Place to Work

50.2%

0%

20%

40%

60%

Never Rarely (Couple times a year)

Often (At least quarterly)

Frequently (At least Monthly)

Frequency of Rounding

% fa

vora

ble

Reco

mm

* Results are one year following implementation of Leader Rounding on Staff and Physicians; Staff and physicians rounded on at least monthly had the

highest satisfaction levels.Oregon Integrated Health System; 8700 employees

Tactic and Tool Implemented:• Leader Rounding on Staff and Physicians

Employee Satisfaction Increase2009

Overall RSFH 99%tile

Corporate Services 100%tile

Bon Secours St. Francis

99%tile

Source: South Carolina Hospital, Admissions=25,837 Total beds = 594, vendor = PRC

Francis

Roper 99%tile

Rounding for Outcomes - Employees

Align Questions

Concern and Care

What is Working Well

Align Questions to fit Desired Outcomes of the Organization

People to Recognize

Systems to Improve

Tools and Equipment

Follow-up


Verification:

Employee Rounding LogWhat is working well?

Staff / physician to recognize?recognize?

Any systems needing improvement?

Do you have the tools and equipment to do the job?

Anything else I can do for you right now?

Sample Rounding Stoplight Report

Patient and Families

Performance Gap

Aligned Behavior




System

Leader Development

Must Haves®


Patient Prescriptives

Leader Rounding on PatientsPre Visit CallsPost Visit CallsHourly RoundingIndividualized Patient CareBedside Shift ReportAIDETSM

Leader Rounding Leader Rounding on Patients on Patients

Aligning Leader Evaluations with Desired Outcomes

Rounding for Outcomes

Employee Thank You Notes

E l S l ti d th

Performance Gap

Aligned Behavior




System

Leader Development

Must Haves®

Employee Selection and the First 90 DaysPre and Post Phone Calls

Key Words at Key Times

Rounding with Patients and Families

Ali Q ti t

Set expectations/Validate Behavior

Identify patient and family needs

D t dAlign Questions to Fit Desired Outcomes of the Organization

Document needs

Give instructions on what to do if they do not get the care they expect

Explain any post visit calls or surveys

Recognize and Coach Staff


Verification:

Patient Rounding Log

Staff and Physicians yto Recognize

Issues for follow-up

Notes and comments

Key Words at Key Words at Key TimesKey Times

Reducing Anxiety

Aligning Leader Evaluations with Desired Outcomes Rounding for OutcomesEmployee Thank You NotesEmployee Selection and the First 90 Days

Performance Gap

Aligned Behavior




System

Leader Development

Must Haves®

Pre and Post Phone Calls

Key Words at Key Times

Studer Group Five FundamentalsAIDETSM

A Acknowledge

I Introduce

E Explanation

T Thank You

D Duration


Verification: AIDETSM

Assessment

Note: A full page electronic sample of this tool is provided in the Studer Group® Tools section on the institute website/link providedwebsite/link provided.

It always seems i ibl til itimpossible until it

is done.”

Nelson Mandela

www.studergroup.com/ahra10


Thank You! Call or Write.

Bob Murphy, R.N., Esq., FACHE850-393-4481

[email protected] y@ g pwww.studergroup.com

Stay connected with Bob and Studer Group on Facebook and Twitter

(BobmurphyRN)

Documents

Evidence Based Leadership - AHRA · Evidence Based Leadership Bob Murphy, R.N., ... Physician Leader Evaluation Got Chart ... E Explanation T Thank You