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Moving from Coach to CEO:Creating an effectivecommunication team
Eula Weaver, Patient Experience Coordinator
Jennifer Koepke, Recreational Therapist; Customer Experience Officer (CEO)
“We have no relevant financial relationships to disclose”.
Objectives
• At the end of this presentation the participants will be able to:
• Outline an effective Patient Experience education and training curriculum for staff
• Maximize patient advocates to energize staff in patient experience efforts
• Develop a dual communication pathway
Flagstaff Medical Center
Flagstaff Medical CenterFlagstaff, Arizona
• Founded in 1936
• 267 bed acute care hospital
• Regional referral center
• Serves northern third of the state of Arizona
– 50,000 square miles
– Population: 500,000
– More than 25% of patients are Native American
• 2,400 employees
Customer Service Coaches
• Created by Directors’ Council Culture Change sub-committee, March 2010
• Purpose: Act as a department resource– Standing staff meeting agenda item
– Patient satisfaction expert – working with dept leadership
– AIDET Coaching
– Be familiar with information on employee portal (NAHLink.com) – Patient Satisfaction page
• Identify opportunities for improvements
Customer Service Coaches
• Advisory Board Case Study: Staff Service Champions– Model for FMC Customer Service Coaches
• Capsule DescriptionManager nominates staff members to:
– Champion unit service projects
– Model service behaviors
– Train frontline staff to take unit-level leadership roles in service improvement
– Goal: To ease manager service load by developing core staff leaders
Customer Service Coaches2 years Statistics
• Designated Coaches: 65
• Areas represented: 39
• Average attendance at monthly coaches’ meeting: 21
• Coaches giving presentations to staff: 5-6 per month
Customer Service CoachesSuccesses
• Partners in Excellence education
– Partners in Excellence: Customer Service Guidelines/Standards of Behavior
– Ongoing monthly focus
• Eat That Cookie; The Energy Bus
– Monthly chapter review presented by coaches
• Video: Managing Down and Up
From Coach to CEO
• Chief Nursing Officer involvement
• Culture transition to Patient and Family Centered Care
• Continuous improvement
– LEAN, Six Sigma
• One CEO for every ten staff
• Weekly communication with staff
Customer Experience Officer (CEO)
• Description
Manager nominates staff members to:
• Champion unit service projects - Kaizens
• Model service behaviors
• Goal to ease manager service load by developing core staff leaders
• Trains frontline staff to take unit-level leadership roles in service improvement
CEO Job DescriptionJOB TITLE: Customer Experience Officer
REPORTS TO: FMC Managers, Directors
POSITION SUMMARY:
The Customer Experience Officer (CEO) acts as a resource, coach and mentor to their department peers, communicating and modeling customer experience and patient satisfaction improvement methodologies and best practices. He/she assists department directors, managers, physicians and staff to plan, implement and monitor ongoing initiatives and assure continuous improvement in achieving Patient Experience, patient satisfaction and Patient and Family Centered Care goals.
CEO Job Description - continued
CEO attributes
• Enthusiasm
• Devotedness to patient service
• Respectability (recognition from leaders, peers)
• Passion for work
• Dedication to hospital
• Willingness to make changes to improve unit
CEO Job Description - continued
General responsibilities
• Commit to patient service
• Educate staff about system’s service message
• Inspire staff around service
• Identify areas for service improvement
• Serve as partner for change in unit
CEO Job Description - continued
Role Duties: • Responsible to communicate Patient Experience
initiatives to their assigned group.• Work in conjunction with leadership to design
and implement the Patient Experience improvement strategies and show staff what their part is.
• Provide feedback to the leadership on peer activity for evaluation.
• Must attend bi-monthly coaches’ meetings
How to Engage, Recognize andValue Your CEOs
• Make this role a BIG DEAL!!!• Have an initial meeting with them to design process for:
1. Identifying information you want help moving forward(PRC info, quality info, team building info)
2. How that information will be given to them3. Your expectations around time frames for moving
information forward to their assigned staff members4. How they should communicate feedback to you
• Schedule quarterly meetings with them to discuss any issues they may be having fulfilling their role
How to Engage, Recognize andValue Your CEOs - continued
• Be sure that you acknowledge concerns, ideas, change requests brought back to you and take timely action if possible
• Make the CEO report a standing item on your staff meeting agenda
• Give your CEO team permission to come up with ideas for engaging staff, recognizing great performance, and telling patient stories
• Be sure to provide CEOs with time to attend CEO meetings, training and events
• Post their pictures to increase recognition of them in the CEO role.
Department CEOs photo
board
How to Engage, Recognize andValue Your CEOs - continued
• Lanyards; Pins
• New position on ID badges
• Special area on annual evaluations
• Monthly preceptor pay– Maximum five hours per month
• Bi-monthly meetings
• Eight hour training day
• Annual Appreciation Banquet
CEO Bi-Monthly Meetings
• Patient Stories
• Patient Experience topic presentation
– Pet Visitation presentation
• How’s it going? Feedback from CEOs
• Fun or inspirational video
– The Time You Have (In Jelly Beans)
CEO Training DayClass Curriculum
• OVERVIEW and CEO JOB DESCRIPTION
• “A.I.” (FROM A.I.D.E.T.)
• “D.E.T.” (FROM A.I.D.E.T
• CLASS MEMBER INTRODUCTION
CEO CLASS CURRICULUM – continued
• 10/5 RULE and SERVICE EXCELLENCE
• SERVICE RECOVERY
• CARING FOR OUR PATIENTS AND FAMILIES
• CARING FOR THE CAREGIVER
• LUNCH: PATIENT/FAMILY CENTERED CARE VIDEO
CEO CLASS CURRICULUM – continued
• ACCOUNTABILITY
• NARRATING CARE, KEY WORDS
• PROCESS BARRIERS – LEAN SIX SIGMA PT 1
• LEAN SIX SIGMA PART TWO
• EVALUATION AND WRAP-UP
Communication Etiquette(“A.I.” From A.I.D.E.T.)
• HELLO VIDEO
What is ACCOUNTABILITY?
And why is it important?
Scenario for Discussion
• You overhear your colleague in discussion with an upset patient. Your colleague is obviously becoming frustrated with the situation and it is beginning to escalate
What would YOU do?
High Potential Mentoring
• Why Mentor? To be the best. To learn from the best
• Help clarify goals, advance skills and open doors to the future
• Energize and engage. Meaningful, rewarding work
• Better results faster
• Brings benefit to both the mentor and those being mentored through continuous learning
What is Service Excellence?
• Understanding what we are, who we are and why we are here:
– Hospital – places of “hospi-tality”. Latin word means “shelter, hospice for travelers or pilgrims”
– Knowing who our customers are - both internal (those we work with) and external (our patients and their families)
– We are here to serve our patients and their families
Become an Amazing Force
• Go above and beyond - consistently
• Repeat performance – each situation
• Follow up – what worked/what didn’t
• Be an example – raise the bar
Mindfulness, Empathy and Compassion
31
Mindfulness can be practiced in all areas of our lives: walking, talking, listening, eating, sitting, washing our hands, cutting carrots…
32
Empathy is a biologic process
You don’t have to do anything to have empathy
33
How to cultivate self compassion…
1. Acknowledge this is a moment of suffering.
2. Remember that suffering is part of life.
3. Provide yourself care and comfort.
34
The CEO’s role in building a compassionate community
Next steps…
• Determine the best way to connect with your assigned colleagues
• In your meeting, share what you learned about mindfulness, empathy, compassion and process improvement
• Begin a daily mindfulness practice
• Practice self-compassion• Develop a plan for sustaining
your connection with your assigned colleagues
• Notice how your care of patients and family members changes by tuning in
• Notice colleagues who are speaking, listening or touching unmindfully and give them your compassion
• Ask us for help if you need it
35
Basic Problem Solving/
Continuously Improve
Focused activity on a particular
process
• Find
• Discuss
• Implement
• Document
• Share
KAIZEN
Kaizen = Everyday – Everybody - Everyday - Improvement
Change for the better
• Share your knowledge
• Learn to identify MUDA!
• Promote/Suggest ideas
• It is ok to experiment - Use Kaizen and A3
• Understand your department metrics – standard boards
• Learn about LEAN, embrace it, pursue it, dream about it
• Monthly coaching available in the cafeteria
What is your role?
BETTER RESULTS, FASTER!
CEO Successes
• CEOs: 250+
• Areas represented: All
• Average attendance at bi-monthly coaches’ meeting: 90+
• Coaches engaged with staff members and supervisors
CEO Successes
• Special communications
– Information to all staff within five days, i.e.
Why flu and RSV restrictions were suddenly putinto place
• Heightened awareness of culture change and the Patient Experience
• Multiple Kaizens
• Annual Appreciation Banquet
CEO Appreciation Banquet
CEO Successes
• What our Emergency Dept is doing for the CEO roles:– CEO Information Bulletin Board in the lounge – PFCC Bulletin Board (in glass clase) is in the
hallway for patients, families & staff to see• One half is happy letters from our patients / the other
half titled “About our Staff” showing profiles
– We try to have monthly meetings (4th Wed. every month) or via email to keep ideas coming.• The CEO’s communicate either in person or via email
with updates to their team. Department has 100 employees so we have about 10 CEO’s with 10 persons on each team.
CEO Successes
Outpatient Cardiovascular Clinic
Connecting with OthersNursing Resources
• A “Welcome” letter: placed in each member’s mailbox.
• A Valentine gram: speaking from the heart, the head and the heart again.
• March: A “Customer Experience” story from me (CEO) with a request for a “Customer Experience” story/moment from each member.
Connecting with Others - continuedNursing Resources
• Enthusiasm is not Just a Word
– It is a mindset that incorporates: Passion, Sincerity, and Intentionality in all that you do!
– It is nourished with positive feedback.
– Share your enthusiasm with others and see the difference it can make.
Connecting with Others - continuedNursing Resources
• Opportunities
–Maximize every opportunity to speak with patients and families about their care.
–Be proactive in your approach.
– “Seize the Moment”!
–All of us should be CEOs at heart.
CEO SuccessesCare Coordination/Disease Management
• We compete as teams in our CCDM mtg with the entire staff. We are able to pass out coffee coupons to the staff that can best explain the month’s CEO message.
• Below is what we’ve done the rest of the year:– January – New Year’s resolution – moral distress and ways
combat it.– Feb – Valentine’s Day – paper heart, chocolate, PFCC core
concepts– March – Shamrock decoration – “We are lucky to have you,
treat yourself with self-compassion” and tips to do so.– April – Marshmallow peeps for our “peeps” –“we are so
proud of you – use AIDET and manage up self and the team”
CEO SuccessesCare Coordination/Disease Management
– May – paper flowers – “Grow your garden of positive emotions” and the reasons it will help you and the pts/families including: stress buffer, supportive relationships, calm body, etc.
– July – Fireworks decoration – “Defuse the situation” –positive conflict resolution tips, i.e. Positive attitude.
– September – big yellow smiley face (kids back @ school –HA!) “10 ft SMILE & greet @ 5 ft.”
– October – paper mask – “Who’s that behind the mask? Remember you only get 6 seconds to make a 1st
impression, make it a good one!”
• It’s been so much fun but we are unsure how we’ll top this year – maybe more candy…
My Journey from
Customer Service Coach
To
CEO
(Customer Experience Officer)
Customer Service Coach
• Attended monthly meetings
• Received information on new hospital initiatives
• Networked with colleagues from other departments
• Worked mainly by myself
Responsibilities
• Sent out monthly e-mails
• Sent out follow-up education reminders
• Made fun visuals for information (The Energy Bus)
• Made cookies for other departments once amonth as an outreach project (Eat ThatCookie)
Lead Ceo(CUSTOMER EXPERIENCE OFFICER)
• Quarterly meetings with other department CEOs
• 8 CEO’s in BH with assignments of 8-10colleagues
• Transitioned from an “I” project to a “We”project
• Department CEO’s met once throughout the first year
Philosophy Statement
It is our goal to build a sense of cohesiveness to promote teamwork, encourage every employee to be a role model and to lead by example so that we can provide the most excellent care to our patients, their families and to ourselves.
Our First Year
• Floundered through the year
• Staff uncertain of assigned duties
• Individual workload
Year Two Of CEO Process
• Bi-monthly meetings with other department CEO’s
• Bi-monthly meetings on the BH unit
• Moved from individual process to teamwork approach
Communication Works!
Communication
Is A
2-way Street
Communication Pathways
• Administration to Management Teams
– Senior Management Meetings
• Management Teams to Department CEO’s
– Monthly CEO Meetings
– Use of emails
- CEO’s to fellow staff members
-- Person to person
-- E-mails
-- Information boards
- Colleague to colleague
Communication Pathways
Professional Growth
• Changes in leadership style (laissez faire to
finding balance with democratic/autocratic style)
• Empower staff and they will rise to the occasion
• Realizing/accepting self as a change agent
Contact Us
Eula Weaver
Patient Experience Coordinator
Flagstaff Medical Center
928.214.3958
Jennifer Koepke
Recreational Therapist
Flagstaff Medical Center
928.213.6300
1200 N Beaver StFlagstaff, AZ 86001
