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What Every CEO Needs to Know about Leading the Patient ExperienceKristin Baird, RN, BSN, MHA, President/CEO of Baird Group
April 11, 2017
Improving the Patient Experience
Who We Are
www.theberylinstitute.org
The Beryl Institute is the global community of practice dedicated to improving the patient
experience through collaboration and shared knowledge.
www.theberylinstitute.org
Our Commitment
www.theberylinstitute.org
As a community, we commit to:
• Elevating the importance of experience across all care settings• Generating, collecting and sharing ideas and proven practices• Engaging a broad range of voices and views• Putting patients, families and care partners first• Recognizing the value of the entire healthcare team• Reinforcing experience encompasses quality, safety, service, cost,
and outcomes
www.theberylinstitute.org
Membership Provides Access to:
- The Beryl Institute
Defining Patient Experience
• In order to obtain patient experience continuing education credit, participants must attend the program in its entirety and return the completed evaluation.
• The planning committee members and presenters have disclosed no relevant financial interest or other relationships with commercial entities relative to the content of the educational activity.
• No off label use of products will be addressed during this educational activity.
• No products are available during this educational activity, which would indicate endorsement.
PX Continuing Education Credits
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This webinar is eligible for 1 patient experience continuing education (PXE) credit. Participants interested in receiving PXEs must complete the program survey within 30 days of attending the webinar. Participants can claim PXEs and print out PXE certificates through Patient Experience Institute. As an on demand webinar, it offers PXE for two (2) years from the live broadcast date.
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What Every CEO Needs to Know About Leading the PX
Kristin Baird, RN, BSN, MHA
@KristinBaird
Transforming culture. Shaping patient experience 10Transforming culture. Shaping patient experience 10Transforming culture. Shaping patient experience. 10
What we’ll cover
• Explore what Patient experience Professionals (PXPs) wish their CEOs knew about leading the patient experience.
• Examine case examples of high performing organizations.• Identify gaps between PXP priorities and those of the
CEOs• Review communication strategies to bring PXPs and
senior leaders together.• Discuss the art of asking for what you need
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Polling question
• Are you, or is at least one person in the room with you, a member of the C-suite. – Yes– No
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What you wish your CEO knew,would do, and how to be more
supportive of you.
Transforming culture. Shaping patient experience 13Transforming culture. Shaping patient experience 13Transforming culture. Shaping patient experience. 13
Information sources
• Collected responses from attendees at The Beryl Institute’s Patient Experience Conference 2017 in March
• Registrants for this webinar answered the three questions
• Interviews
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You wish your CEO knew:
• That he/she must own the PX– Communicate about the importance daily– Model behaviors you want to see in others– Hold everyone accountable
• That the PX is a journey NOT a project• That resources must be devoted to PX• That this isn’t just about HCAHPS scores
Transforming culture. Shaping patient experience 15Transforming culture. Shaping patient experience 15Transforming culture. Shaping patient experience 15
Employee engagement is a key
driver.
Engagement of doctors is crucial.
You are more powerful if you
come on rounds not send an email.
PX isn’t fluff.
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What you wish your CEO would do differently
• Be more visible – Round on patients (#1 answer)• Engage senior leaders more• Make PX a top priority in the organization• Value employee engagement as core to PX• Have ongoing discussion of PX and its relevance• Commit resources to PX
– CXO & department– Training
It doesn't become a great patient experience
environment just because you tell people
to make it happen.
Believe that it leads to better outcomes
including financial, decreased medical errors and patient satisfaction.
Believe that it leads to Believe that it leads to
and patient satisfaction.
Fund a proper structure for Experience Support.
to make it happen.to make it happen.to make it happen.to make it happen.to make it happen.to make it happen.
Believe that it leads to Believe that it leads to
and patient satisfaction.and patient satisfaction.and patient satisfaction.and patient satisfaction.and patient satisfaction.and patient satisfaction.to make it happen.and patient satisfaction.to make it happen.and patient satisfaction.
Role model rounding on direct reports.
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How can your CEO be more supportive of you and your role?
• Take the lead!• Deliver consistent and frequent messaging
– Embed in all public and internal communication
• Maintain a positive outlook even when frustratedMaintain a positive outlook even when
Lead by example, spend time talking 1-1 with frontline
staff.
Maintain a positive outlook even when
Be present.Involve the PFAC.
Maintain a positive outlook even when Make self more visible and talk
to people at the frontline.
Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Lead by
example. Spend time talking 1:1 with frontline
staff.
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Have patient experience have more emphasis and be a higher
priority on the agenda with leadership across our system.
Routinely engage with our patients directly in each of the ways they
interact with our company: Take calls in the call center, meet study
participants in one of our clinical trials, respond to a customer complaint, etc.
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Transforming culture. Shaping patient experience 20Transforming culture. Shaping patient experience 20Transforming culture. Shaping patient experience. 20
Questions for CEO• What’s most important to you about the PX?• What do you wish everyone knew about their
role?• What do you wish every leader would do to
improve the PX? • How do you measure success?• Biggest frustration? • Magic wand?
Questions for CEOWhat’s most important to you about the PX?What do you wish everyone knew about their
You are it. You are the one to make the PX
amazing or not.
What do you wish every leader would do to
How do you measure success?
What do you wish every leader would do to Scores but also rounding and
talking to staff. How do you measure success?Biggest frustration?
Never ending.
What do you wish every leader would do to improve the PX? How do you measure success?Biggest frustration? Magic wand?
Scores but also rounding and
talking to staff.
What do you wish every leader would do to What do you wish every leader would do to For every person to feel what it is to exceed
patient or co-worker expectations. Once you know you have it – you
can do it always.
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CEOs
• You can never turn your back on it. It is ever-present.
• Frustrated that this is obvious yet elusive• Impatient with the slow movement• Metrics matter – HCAHPS and anecdotal• Recognizes the inconsistency
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Best Practices• Top leadership recognize that culture is core• Leaders have a clear vision for the culture of the
future and communicate it in a way that drives alignment
• Senior leaders take full ownership for culture of engagement. Share a clear strategy and communicate consistently
• Resources are devoted to training and creating a structure for oversight
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• PX leader has a seat at the c-suite level and seen as a valuable resource
• CEO and other senior leaders are visible, rounding and interacting regularly (Sacred 60)
• Clear metrics and reporting• Leadership development is ongoing and
robust• Clear accountability for results at all levels
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ThemesPXPs want:
• CEO to be more visible and round consistently• CEO to lead the way and communicate the
importance of the PX to reinforce culture• All leaders to be accountable and hold their
people accountable• Leaders to place higher value on PX. It’s not fluff• Greater focus on employee engagement and
culture
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Communication Gaps & Opportunities
PXP
• We need the CEO to be the leader & model the behaviors.
CEO
This has been delegated to the PX leader/department.
I’ve said it’s a priority. It’s in our strategic goals.
Why is this so hard?
Come together and discuss:• What are the PXP’s
expectations of the CEO?• What are the CEO’s
expectations of the PXP?• What do each of them see as
realistic?
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Communication Gaps & Opportunities
PXP CEO• Just do it!
Come together and discuss:• What resources are most
essential for success?• Are you leveraging key
stakeholders including Exec. Team members?
• What do each of you see as realistic?
• Clearly articulate what you need from one another.
He/she doesn’t understand how difficult this is! We need time.
I don’t have the resources!
It’s only a priority in theory. We aren’t funded to do the training needed to make real change.
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If you don’t ask, you don’t get. Mahatma Gandhi
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“If you could kick the person in the pants responsible for most of your trouble, you wouldn't sit for
a month.”
Theodore Roosevelt
Thank you for participating!
Please look for a post- webinar evaluation coming soon.
www.theberylinstitute.org
Thank you for participating