The Leader [s Role in - cdn.ymaws.com€¦ · The Leader [s Role in 15 Creating and Supporting a Patient Experience Culture Emily Marcelli, FACHE, MHA, MSHS Corporate Director of

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The Leader’s Role in Creating and Supporting a Patient Experience Culture

Emily Marcelli, FACHE, MHA, MSHS Corporate Director of Patient Experience

NewYork-Presbyterian

Carol Santalucia, MBAVice President

CHAMPS Patient Experience / Santalucia Group

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CHAMPS Patient Experience / Santalucia Group & NewYork-Presbyterian

CHAMPS Patient Experience / Santalucia Group

Vis

ion

• Create strong patient-centered cultures by leveraging both people and process.

Mis

sio

n • To ignite passion and purpose throughout healthcare to inspire and sustain a culture of empathy, service and respect.

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The Critical Role of the Leader

Leaders

Set the tone for the patient experience.

Provide examples for others to follow (good or bad).

Have the power to inspire or discourage those

around them.

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Our Philosophy

Lead with Strength and Empathy

Employees want/need the

same consideration

and connection as our patients.

Using empathy as a leadership tool builds trust and strengthens

relationships with employees.

Using empathy doesn’t

undermine your strength as a

leader.

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What it Means…

Strong Leaders

• Strive for respect, order, compliance, etc.

• Reinforce policies and rules; carry out orders from above.

• Ensure consistency and fairness among their team.

Empathetic Leaders

• Care about employees’ emotions.

• Encourage teamwork and employee engagement.

• Give the benefit of the doubt.

• Step in to help when needed or asked.

Leaders with Strength and Empathy

• Establish clear expectations.

• Manage expectations.

• Acknowledge difficulties.

• Remove barriers.

• Coach for success (positive and constructive).

• Inspire and motivate.

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Example: An employee is consistently late.

Strength

• Reinforce the policy.

• Ensure consistency among the team.

• Make certain that employee respects you as a leader.

Empathy

• What is going on with the employee?

• Is there something I can do to help?

• Is this typical behavior?

Strength and Empathy

• Acknowledge the issue.

• Seek to understand.

• Re-establish expectations.

• Inquire what you can do to help.

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Creating the Optimal PX at NYP

Engaged by NYP

• Service recovery training for frontline staff.

Pre-work Assessment

• Conducted organizational assessment to learn NYP’s unique culture and customize the service recovery curriculum.

Engage Leaders First

• Developed Leadership Boot Camp©.

Frontline Training

• Empathetic Communication and Service Recovery training for frontline staff.

Sustainability • Developed plans

to sustain and align the PX strategy.

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NYP/Weill Cornell Discharges: 48,879

NYP/Morgan Stanley Children’sDischarges: 16,563

NYP/MilsteinDischarges: 33,304

NYP/WestchesterDischarges: 4,432

NYP/AllenDischarges: 12,763

NYP/Lower ManhattanDischarges: 10,879

2013 Data provided by NYP Finance

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Key Facts

Discharges 126,820

Births 14,600

Ambulatory Surgery Cases 90,942

Emergency Dept. Visits 253,406

Clinic Visits 802,208

Other Ambulatory Encounters 792,715

Employees & Residents 23,242

A Major Academic Medical Center

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U.S. News & World Report Best Hospitals 2012-13

NYP ranks #6 in the nation

#1 in New York

metro area

13th

year on the Honor Roll

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Many Challenges

Size and Complexity

High Patient Expectations

Competition

Keeping the Patient First

>50% Gov’t Reimbursement

Multi-Campus

Cultural Diversity

Consistent & Accurate

Communication

Teaching Programs

Schools Employ MDs

Union & Non-Union Employees

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September 9 – November 26, 2013

©

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Leadership Boot Camp© Goals

Increase awareness of the leader’s

role.

Inspire and motivate leaders.

Drive the culture.

Provide consistent messaging

and language.

Reinforce commitment.

Reduce variability.

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The Approach

8-hour, highly interactive class

Shared tangible leadership skills.

Provided an opportunity to practice skills in a safe environment.

Allowed for meaningful discussions, acknowledgment of shortcomings and pushback.

Obtained leadership commitment to advance the patient experience.

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Our Curriculum

Empathetic Communication

Service Recovery

Step Up Your Strength

Coaching Personal

Accountability

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Empathetic Communication

Review and practice specific communication

skills to be used with patients, families and

co-workers.

Focusing on making the emotional connection.

Learning how to convey empathy.

Understanding the impact of empathy.

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Impact of Expressing Empathy

Takes off or shuts down

Coolsoff/disarms

Person feels isolated, alone, misunderstood

Connection made; person feels reassured, heard, respected

Expression of Empathy

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Service Recovery

Practice the service recovery communication model and reiterate how to support employees to practice effective service

recovery.

Acknowledge challenges and express empathy.

Apologize for disappointments and unmet expectations.

Amend concerns.

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Step-Up Your Strength

How do you feel?

Resolve any mixed feelings you have

about service standards.

Take a stance No behavior is too small.

Communicate with strength and empathy

Create an optimal patient

experience.

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Coaching

Observe

behaviors in action (or not)

Provide

timely, specific feedback

(both positive and negative)

Be

generous with compliments

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Personal Accountability

Shift thinking about accountability to focus on personal

accountability.

Gives you control over your own

actions and your own success.

Helps you be more effective and more

successful with peers and co-workers.

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Accountability: Review• “I am responsible, self-

empowered and accountable for understanding my role, the tasks, the final deliverable, and the impact to my team and my organization.”

• “It is up to me to be clear and successful in my role.”

• “If (when) obstacles or conflicting priorities arise, it is still up to me to gain focus and create greater effectiveness. No fault, no blame, no gossip, no guilt.”

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‘Communicating with Empathy’ NYP Staff Training

Abbreviated Boot Camp© for all

frontline employees (2-hours)

Focus on empathy and

service recovery

Interactive discussion and

role play

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How is it Going?

• 2,100 Attendees

• 90.3% Top Box Rating

NYP Leadership Boot Camp©

• 1,440 Attendees

• 93% Top Box Overall

NYP Leadership Day Camp©

• 250 Internal Trainers have taught 15,500 NYP Staff

NYP Staff Training: ‘Communicating with Empathy’

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Feedback

“Presentations like this are why

NYP is such a great place to

work.”

“I will be a better employee and role model for my staff.”

“I now have a clear understanding of

my role as a leader in the overall NYP

mission.”

“The leadership binder is incredible – so often we get great information and have

no idea how to put it into practice with our staff.”

“I learned how to communicate with

strength and caring and not to avoid coaching

uncomfortable situations.”

“I never considered

empathy to be a leadership skill.”

“ I know I am the manager of my

department – but I never saw myself as a

‘leader’ before.”

“I learned to always remember the reason

we are here is the patient – and to

always try and make the experience the

best possible.”

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Early Results

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Trend of Overall Scores

82

82.5

83

83.5

84

84.5

85

85.5

86

86.5

87

87.5

Q1,2010

Q2,2010

Q3,2010

Q4,2010

Q1,2011

Q2,2011

Q3,2011

Q4,2011

Q1,2012

Q2,2012

Q3,2012

Q4,2012

Q1,2013

Q2,2013

Q3,2013

Q4,2013

Q1,2014

Q2,2014

Q3,2014

QTD YTD

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Beyond the Numbers

Leaders and employees…

• Understand their role and its impact.

• Embrace a common language.

• Express great pride in their role.

• Demonstrate ownership of the patient experience.

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Sustainability

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In-Service Guides

• “The ‘Manager’s In-Service Guide’ provided all the tools needed to keep the message alive all year. Thank you!”

• “A great training session focusing on elements of both the patient experience and also interactions with our peers and colleagues. I will use the Manager’s In-Service Guide every day!”

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Huddle Messages

“Up to 93% of our patient communication is

non-verbal. What is your posture saying?”

“Think positively about your encounters with your

patient. What is it that you love about your job?”

“Pretend as if you were teaching your child how to do something for the first

time, every time you explain something new to a patient.”

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©

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2014 Leadership Day Camps©

Inspiring Personal

Accountability

Breaking Down Barriers

Rounding with Purpose

Encouraging Employee

Engagement

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The Leader’s Role Boils Down to…

• task and purposeDistinguish between

• skills and behaviors Role model

• employee difficultiesRecognize and address

• positive behaviors Reward and recognize

• when necessary Mentor and coach

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Thank you!

Documents

The Leader [s Role in - cdn.ymaws.com€¦ · The Leader [s Role in 15 Creating and Supporting a Patient Experience Culture Emily Marcelli, FACHE, MHA, MSHS Corporate Director of