and Department of Education and Training Service Excellence Leadership Implementation Training San Francisco Department of Public Health

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1 and Department of Education and Training Service Excellence Leadership Implementation Training San Francisco Department of Public Health Service Excellence is a copyright of Enspiron and SFDPH

2 Employee Motivation 10-15% 70-80% 10-15% The key to changing your staff is through spaced repetition. In order to be retained, information must be communicated at least seven times. Three Things We Know about Motivation 1. You cannot motivate other People. All people are Motivated. 3. People do things for their Reasons, not yours. For more information, resources, tools and handouts, contact the Department of Education and Training

3 The Seven C s of Service Excellence 1. Create a Culture of Excellence Leaders must be role models and examples, to inspire your people. There can be no room for a negative, cynical, or apathetic attitude on your team. Leaders must set a positive tone in order for their department to succeed. Communicate Expectations Making excellent service part of every meeting. Every employee must understand the mission, vision and the why of service. Set SMART goals: Specific, Measurable, Achievable, Relevant, Time-Framed. 3. Connect with your Team Find time to meet with your staff one-on-one to discover/maximize their gifts. Spend time getting to know your staff; their wants, needs and goals. Take an interest in your staff; let them know you trust and support them. 4. Coach and Mentor Excellence Coaching is investing in the skills and development of each person. Focus on building and developing strengths, not eliminating weaknesses. A leader s job is to inspire and coach; a staff person s job is to motivate themselves. 5. Cultivate Personal Growth Learn to give and get feedback on how we re doing and how to get better. Hold staff accountable for success and help them to develop personally. Understand their personality; what motivates and de-motivates your staff. 6. Challenge and Encourage your People In order to be effective, leaders must be cheerleaders who support their staff. Our job as a leader is to challenge and stretch staff beyond themselves. Be an encourager send notes, thank them and build staff up. 7. Celebrate Success Remember GMP: The things that get rewarded and reinforced get done. Make all success a big deal have a party or special event to celebrate. Value your staff be willing to go the extra mile. For more information, resources, tools and handouts, contact the Department of Education and Training

4 Service Excellence Implementation: Champions Identifying, developing and utilizing Champions will be one of the most important aspects of the Service Excellence training. As leaders, you must be the model and example, but it is the Champions who will be your greatest asset. They will be the eyes and ears of your department a keep you informed of what is working and what needs attention. Role of Champions: Keep leaders informed on what is working/not working Provide information on what needs attention Conduct monthly meetings Serve as coaches and motivators Essential qualities of Champions: Self-starter, dependable Confident, not afraid to speak in public Supports Service Excellence principles Is a role model that others look up to Good at developing/motivating people Identify 2-4 Champions in Your Department: For more information, resources, tools and handouts, contact the Department of Education and Training

5 Monthly Plan Building a Competitive Advantage The purpose of an Implementation Plan is to implement Service Excellence standards into practice and apply them to each patient, guest, physician as well as co-workers. Remember, Service Excellence is a process to be monitored, measured and developed over time. It is not a quick fix, but rather a long-term commitment from everyone within SFDPH. Action: Focus on one of the seven standards monthly throughout the year. In order for Service Excellence to be successful, it will require time and effort on the part of every SFDPH leader and staff. Each month the departments, units, clinics that make up SFDPH will focus on one standard to reinforce Service Excellence principles. Month September 2012 October 2012 November 2012 December 2012 January 2012 February 2012 March 2012 Targeted Standard Standard 1: Make Positive First Impressions Standard 2: Treat Others as Guests Standard 3: Develop Service Recovery Standard 4: Communicate Effectively Standard 5: Create a Team Spirit Standard 6: Project a Positive Attitude Standard 7: Be Passionate About Excellence Practice: Establish monthly meetings to further integrate each standard into practice. In order for the Service Excellence principles to be sustained, it will require practice, coaching and ongoing training. Information without reinforcement has less than a 10% retention level. Leaders and Champions will meet with staff monthly to focus on the value and importance of each Standard and how to integrate each Standard into our work and relations with patients, guests, and each other. Recommended practice times: Use existing staff meetings Incorporate into team huddles Tools: Transform broad concepts into tangible elements of practice. Each of the Seven Standards are a broad concept desired to see implemented at SFDPH. In order to maintain focus and keep the training simple, during each monthly meeting, there will be one element of focus pertaining to the Standard. That element is called the Key. The Key corresponds to an assignment that outlines behaviors and actions each leader and employee will be challenged to improve during the month. Leaders and Champions will encourage, coach, and reinforce Key expectations with employees throughout the month. For more information, resources, tools and handouts, contact the Department of Education and Training

6 Standard 1: Make Positive First Impressions September 2012 Key: Apply the Ten Foot Rule be the first to initiate the interaction with others. Assignment: Any time you come within ten (10) feet of a patient, guest or co-worker initiate the interaction. Leadership Action Plan Positive First Impressions for Leaders to Model Greet employees Thank employees for jobs well done Be the example you set the tone Smile create friendly experiences Provide positive feedback Be available to employees Staff Action Plan Expected Behaviors Escort guests to their destination Greet your co-workers Smile it shows you are approachable Ask May I help you? Be responsive to patients and each other Follow through with promises Additional Actions Leadership Staff For more information, resources, tools and handouts, contact the Department of Education and Training

7 Standard 2: Treat Others as Guests October 2012 Key: Apply I.C.A.R.E. Principle: Be Involved, Courteous, Attentive, Responsible, Excellent. Assignment: Identify 1-2 practices for each letter in I.C.A.R.E. that your department/unit /clinic will enhance. I-Involved 1. C-Courteous 1. A-Attentive 1. R-Responsible 1. E-Excellent 1. I.C.A.R.E. Practice Examples Implement open door policy Take the time to listen Follow through with what you say Be positive Set and communicate expectations Be proactive take the initiative Take ownership for actions Help patient find their way Explain what is being done Offer options and solutions For more information, resources, tools and handouts, contact the Department of Education and Training

8 Standard 3: Develop Service Recovery November 2012 Key: Apply the Ten Minute Rule. You own the problem for the first ten (10) minutes. Assignment: Incorporate the Ten Minute Rule to a problem with a patient or coworker. 1. For the first ten minutes, do everything you can to solve the problem After ten minutes, turn the problem over to a coworker or boss 3. Follow-up because you still own the problem Staff Action Plan Expected Behaviors 1. When there is a problem; YOU take ownership of it during the first ten minutes. We create trust, understanding and long-term loyalty when we solve problems. After 10 minutes, turn it to a coworker or manager before personality conflicts arise. Sometimes a new face or fresh perspective is what is needed to solve a problem. 3. Don t pass the buck, even if you hand a problem to someone else, you still own it. Follow-up to ensure the issue is resolved and the offended person is satisfied. Leadership Action Plan Service Recovery for Leaders Support staff in service recovery Get involved Model the Ten Minute Rule Always follow through For more information, resources, tools and handouts, contact the Department of Education and Training

9 Standard 4: Communicate Effectively December 2012 Key: Identify specific ways to improve patient satisfaction in your department/unit. Assignment: Identify 1-2 actions to enhance the following HCAHPS measures. Measure: Communication with Nurses Survey Indicators: Listened carefully to patient Explained in a way that the patient understood Responsiveness to call button The right amount of information provided to the patient about their condition or treatment Discussed patient anxieties or fears about their condition or treatment Discharge information was provided; resuming activities, recovery expectations, etc. Actions to Enhance Measure: 1. Measure: Communication with Doctors Survey Indicators: Listened carefully to patient Explained in a way that the patient understood The right amount of information provided to the patient about their condition or treatment Discussed patient anxieties or fears about their condition or treatment Discharge information was provided; resuming activities, recovery expectations, etc. Actions to Enhance Measure: 1. For more information, resources, tools and handouts, contact the Department of Education and Training

10 Measure: Communication about Medicine Survey Indicators: Described possible side effects in a way patient understood Explained what medication was for Patient received a complete list of medications prescribed by doctor Actions to Enhance Measure: 1. Measure: Responsiveness of Staff Survey Indicators: Responsiveness to call button Help was provided getting to the bathroom or using bedpan when patient requested Actions to Enhance Measure: 1. For more information, resources, tools and handouts, contact the Department of Education and Training

11 Standard 5: Create a Team Spirit January 2012 Key: Focus on team-building activities. Assignment: Get to know your team and the departments you interface with. Leadership Action Plan How Leaders Can Facilitate a Team Spirit Periodically work an employee shift Build up other departments/units Encourage and support staff Have a team lunch Include a team building activity into your staff meeting Practice facilitating responsibilities instead of commanding Staff Action Plan Expected Behaviors 1. Make the time and effort to get to know each of the members on your team. Invite a coworker to coffee/lunch Understand what others do in relation to what you do Conduct an informational interview with a coworker Shadow a coworker 3. Cross-educate to better understand the needs of other departments you interface with Conduct an informational interview with a person from another department/unit Shadow a person from another department/unit For more information, resources, tools and handouts, contact the Department of Education and Training

12 Standard 6: Project a Positive Attitude February 2012 Key: Attitude is the one thing you control that controls everything you do Assignment: Identify the things that affect your attitude before arriving at work and while at work. Staff Action Plan Attitude is the Filter of Everything You, Think, Say and Do Before Arriving at Work While at Work Leadership Action Plan How Leaders Can Promote Positive Staff Attitudes Encourage appropriate work breaks Encourage lunch outside the office Refer staff to the SFDPH Employee Assistance Program (EAP) Promote training opportunities offered by the Department of Education and Training (DET) at SFGH Participate in Schwartz Center Rounds Encourage the use of the Wellness Center programs Encourage registration for courses through the Health Education and Training Center (HETC) of SFDP For more information, resources, tools and handouts, contact the Department of Education and Training

13 Standard 7: Be Passionate About Excellence March 2012 Key: You cannot change other people, you can only change yourself. Assignment: Identify what you can do to make a difference in your department/unit/clinic. Staff Action Plan In Life and on the Job, it is the Personal Touch and Little Things That Make the Difference Commit yourself to focus on the following areas that will help you be at your best: Leadership Action Plan How Leaders Can Promote Excellence Challenge staff to improve skills through ongoing training Reward/Recognize/Reinforce improvements Identify areas of improvement and create a plan Define and communicate your expectations of excellence For more information, resources, tools and handouts, contact the Department of Education and Training

and Department of Education and Training Patient and Staff Experience Training San Francisco Department of Public Health

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