Creating a Culture that Supports a Positive Patient Experience. Carol A. Santalucia Director, Service Excellence & Culture Cleveland Clinic

Transcription

1 Creating a Culture that Supports a Positive Patient Experience Carol A. Santalucia Director, Service Excellence & Culture Cleveland Clinic

2 Carol Santalucia, MBA Over 30 years of experience Director, Service Excellence & Culture, Cleveland Clinic Passionate about improving the patient experience for patients families, and caregivers

3 Agenda Creating the Culture Take Personal Accountability Support a caring environment

4 Our work matters The Reason We Do This Work

5 CREATING THE CULTURE

6 Create the culture we must become!

7 Define our Desired State Stakeholder Interviews - Executives, Leaders, Physicians, Nursing, Employees, Patients Patient, Family and Employee Data - Focus Groups, Survey Data, Anecdotal Comments, Leadership rounds, Nursing rounds External Benchmarks

8 Leaders Survey Top priorities New facilities Quiet-time to ensure rest Private rooms Food on demand Interactive bedside computers Eliminate visiting hour restrictions

9 Patient Perception Treat us with more respect Better communication between staff Listen to my needs / requests / concerns Happy people Empathy

10 Previous State Patients Doctors Employees Nurses

11 Cultural Evolution Patients Doctors Caregivers Employees Nurses

12 Methodology We had to build and own it Everybody must participate Created and delivered by our people It had to be engaging We had to plan sustainment up front

13 Key Messages Caregivers Mission Values Service Excellence

14 Learning Map Cleveland Clinic Experience

15 Learning Map Visual representation of our future state How we learn - 10% of what we read - 50% of what we see & hear - Up to 95% of what we experience & teach others

16 The Learning Map in Action Purpose and role of trained Employee Facilitator Face of us Level emotional intelligence Drive agenda and content Random assignment Multiple different jobs (MD, RN, Clerk) c-suite participation Is critical The Learning Map Visual representation of content Creates conversation focal point Allows for interaction

17 We need to do this!.its the right thing for our organization and our people -Toby Cosgrove

18 2015 Cleveland Clinic Foundation All Rights Reserved Accountability

19 Learning Map

20 Discussion Question Using the learning map, identify (2) positive patient or employee interactions and discuss how the interaction embodies our mission.

21 Discussion Questions How do personal factors (positive or negative) influence the role of the caregiver? How will you overcome potential barriers to provide an exceptional patient experience every day?

22 Our Values

23 Discussion Question How is integrity directly related to the patient experience? How will you demonstrate the value of compassion in your role?

24 Expected Service Behaviors - Acknowledge the other person - Introduce self and role - Use person s preferred name If unsure, always use Sir, Madam, or Miss - Clearly communicate expectations - Offer to resolve concerns or forward to the appropriate person - Use active listening - Communicate empathy - Use common courtesy - Offer to help

25 S.T.A.R.T. with Heart - Smile & greet warmly - Tell your name, role and what to expect - Active listening & assist - Rapport & relationship building - Thank the person

26 Empathetic Listening Go beyond words and being aware of emotions Avoid judgment Identify emotions Attend to words and nonverbal expressions Remember that there is a person behind the words

27 Discussion Question When faced with a similar situation how do you actively listen and build rapport with patients/ colleagues?

28 Respond with H.E.A.R.T. - Hear the story - Empathize - Apologize - Respond - Thank *Always conclude by asking: Is there anything else I can do for you?

29 Empathize Empathetic Statement (the pause is a gift) Excuse Interruption Response E A H Respond Offer an Hear the story Empathetic Apologize and Thank Follow Statement Up R T Don t intervene too soon!

30 Empathetic Statements I see how frustrated you are I can only imagine how excited you must feel You seem confused by this situation I can appreciate how angry you are

31 Respond with H.E.A.R.T. Caregiver to Caregiver

32 Joint Commission You have beautiful buildings, high tech equipment and You intensely have world-class complex patients, care here because you have world-class people But it is your people who are your greatest asset. They are engaged passionate and compassionate. Congratulations!

33 TAKE PERSONAL ACCOUNTABILITY

34 What is Accountability? Personal accountability Holding others accountable

35 Who is a leader? If your actions inspire others to dream more, learn more, do more and become more, you are a leader. - John Quincy Adams

36 You Are!

37 Personal Accountability Gives you control over your own actions and your own success. Helps you be more effective and more successful with peers and coworkers.

38 What do you think? Individuals carry their success or failure with them; it does not depend on outside conditions. Ralph Waldo Trine ( )

39 The Math of Accountability John Ann

40 Personal Accountability Requires A shift in mindset.

41 The New Math of Accountability 100% 100%

42 Ask Yourself Are you personally accountable for your daily with patient, family, and coworker interactions?

43 High Performance Behaviors Are essential to demonstrate personal accountability. Make personal accountability real. Confirm your credibility and commitment.

44 The Accountability Cycle Responsibility Accountability Self- Empowerment

45 Personal Accountability Requires A shift in language and behavior.

46 Responsibility Taking ownership for getting something done, before you know how it will turn out Requires you to believe that you can make a difference Involves personal ownership and commitment Clarity is needed in order to be successful

47 Responsibility Shift In Language Less Responsible Language Language of Responsibility We should I can Someone ought to I will Why don t you I ll own it.

48 Responsibility Shift in Behaviors Find out Strive for clarity Make the personal connection Commit

49 Self-Empowerment Doing what is necessary to successfully deliver the results you ve taken responsibility for Comes from within You and only you can decide how empowered you are Empowerment means doing what you can in any situation

50 Self-Empowerment Shift in Language Less Empowered Language Language of Empowerment They wouldn t let me I need to get some clarity about this. I didn t know Can you help me figure out...? I tried I ll figure out what I need to do and ask for help if needed.

51 Self-Empowerment Shift in Behavior There is always something YOU can do Address what YOU can Take ownership Involve others as needed

52 Accountability A personal willingness, after-the-fact, to answer for outcomes produced Take ownership for results, good or bad

53 Accountability Shift in Language Less Accountable Language Language of Accountability They should have Next time I will If they only had I could have But she didn t I ve learned that

54 Accountability Shift in Behaviors Acknowledge your contribution to the outcome Don t blame or gossip Determine what you can do moving forward Revisit /reaffirm your commitment

55 Personal Accountability Accountability can t be mandated It can only be demonstrated.

56 The Bottom Line Be the change that you wish to see in the world. - Mahatma Gandhi I am who I am today because of the choices I made yesterday. - Eleanor Roosevelt If you want to make the world a better place, take a look at yourself and make a change. - Michael Jackson

57 A Journey, Not A Destination Personal accountability is an ongoing process of personal development. Improvement comes with practice and by integrating what you ve learned from each new experience. Make a conscious choice to keep doing what works and to replace ineffective behaviors with high performing behaviors.

58 SUPPORT A CARING ENVIRONMENT

59 Why Caring Communication? There is suffering in our healthcare environment. People want us to connect with them in a personal way. Our behaviors and how we communicate shape the perceptions of the experiences of others Our fellow caregivers deserve the same consideration.

60 What is Caring Communication? How we verbally and nonverbally demonstrate our empathy and concern for others. It s the action that is necessary to make human connections. Recognizing and attending to emotions are essential to caring communication.

61 It Starts with Empathy Identification with and understanding of another s situation, motives and feelings The power of understanding and imaginatively entering another person s feelings The ability to understand the emotional makeup of another person Skill in treating people according to their emotional reactions

62 Emotions When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion. - Dale Carnegie

63 Feelings I ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. - Maya Angelou

64 Human Connection I define connection as the energy that exists between people when they feel seen, heard and valued; when they can give and receive without judgment; and when they derive sustenance and strength from the relationship. - Brene Brown

65 It Boils Down to This In order to connect with others, you have to be connected.

66 Completely Connected My job is to put a man on the moon.

67 Language of Connection Not At All Connected I m just I only work This doesn t apply to me. Completely Understands Connection My job is XXXXX and every interaction I have makes a difference. Whenever I am working, I am committed to serving our customers. My role is critical to how my organization serves our customers.

68 Questions? Contact info:

69