1. The Missing Ingredient in Sustainability – Employee Engagement
Lynne Cunningham, MPA
Studer Group National Speaker
March 23, 2017

2. With four decades of healthcare experience, including 30 years as a strategic planning and marketing consultant, Lynne is uniquely qualified for her role as both coach and International Speaker. She has worked with hospitals, health systems, medical groups, organ procurement organizations and associations all over the country to define, measure and evaluate the perception of quality among patients, employees, physicians and the community. Lynne brings a broad base of experience to her clients.
Lynne Cunningham
National Speaker
This is a suggested bio slide. You may also use the “blank slide” layout if you prefer to only show a photo during your AIDET®.

4. Session objectives 1
Understand the importance of three tools that have a profound, positive impact on employee engagement. 2
Appreciate how Rounding for Outcomes on your direct reports will improve employee engagement and employee retention. 3
Take the first step in holding employees consistently accountable for adherence to Standards, Values and Policies by using Stub Your Toe conversations.
This slide should outline the agenda for your presentation. You may also update the header to “AGENDA” if that fits the presentation. See Appendix for more agenda template options.

5. Stub Your Toe Conversations
Today’s Agenda
Rounding on Employees
Permit/Promote
Stub Your Toe Conversations

6. About Studer Group mission Organizational achievements vision Values
To make healthcare better for employees to work, for physicians to practice medicine and for patients and families to receive care.
2010 recipient of the
Malcolm Baldrige
National Quality Award
99th percentile employee engagement for 9 straight years
50 Best Small and Medium Companies to Work For (7 consecutive years)
For customer loyalty and willingness to recommend, Studer Group ranks among high performing businesses like Apple, USAA, and Amazon as measured by the Net Promoter Score
vision
To be the intellectual resource for healthcare professionals, combining passion with prescriptive actions and tools, to drive outcomes and maximize the human potential within each organization and healthcare as a whole.
Values
Teamwork | Respect | Integrity | Generosity
Learning | Measurable Achievement

7. The healthcare flywheel®

8. It’s All About Engagement
Satisfaction
Experience
Engagement

9. What is Engagement? Not the same as satisfaction, nor happiness
Emotionally invested in and focused on creating value for the organization, every day
Giving discretionary effort; even when no one is watching

10. “When the music changes, so must the dance.”
African Proverb
“When the music changes, so must the dance.”

11. Do you suffer from kainotophobia or are you building the Choluteca Bridge?
Denial
Rationalization
Blame
Uniqueness
Unwillingness
Not Skilled
© 2003 Studer Group

12. Phases of Skill and Change – Individual
Unconsciously skilled
Even with positive change, there is resistance
Consciously skilled
Consciously unskilled
Unconsciously unskilled
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New Skill”; Gordon Training International by Noel Burch; 1970

13. Change Exercise
Let’s Have Some Fun!!

14. Definition of insanity: doing the same thing over and over and expecting different results.
Albert Einstein.

15. Communicating with numbers
Using data to energize your team and jump-start your flywheel

16. Tom Peters - The Circle of Innovation
“If the other guy’s getting better, then you’d better be getting better faster than that other guy’s getting better or you’re getting worse.”
Tom Peters - The Circle of Innovation

17. Some Numbers to Remember
$60,000
$300,000
12%
28.5%
2.3%

18. Some Numbers to Remember
$60,000 – cost of turnover/employee
$300,000 – cost of MD turnover
12% - employee turnover rate that negatively impacts clinical outcomes
28.5% - reduced unscheduled absenteeism with hardwired employee Rounding
2.3% - percent of applicants which Southwest Airlines hires

19. Evidence-Based LeadershipSm Execution Framework
EVALUATION
Implement an organization-
wide leadership evaluation
system to hardwire objective
accountability
DEVELOPMENT
Create process to assist
Leaders in developing skills
and leadership competencies
necessary to attain desired
results
MUST HAVES®
Rounding
Thank You Notes
Employee Selection
Pre and Post Phone Calls
Key Words at Key Times
PERFORMANCE GAP
Re-recruit high and middle
performers, Move low
performers up or out
STANDARDIZATION
Agendas by pillar, peer interviewing, 30/90 day sessions, pillar goals
ACCELERATORS
Leader Evaluation Manager®
Validation MatrixTM
Provider Feedback SystemTM
MyRounding ®
Patient Call ManagerTM
Three Elements to Execution: Aligned Goals, Behaviors and Processes

20. Evidence-Based LeadershipSm Execution Framework
People: Must Haves®
Hardwire six key behaviors - Rounding, Thank You Notes, Employee Selection, Pre and Post Phone Calls, Key Words at Key Times – to create a culture of excellence.

21. Communicating: The Suggested Sequence
Why
What
How

22. Interdependent Relationships Quality Example
Meeting Title Here (on Notes Master)
Interdependent Relationships Quality Example
Relationship Between Employee Turnover and Patient Care
* Average Length of Stay
Source: VHA, 2001
© Studer Group®

23. Leader Rounding on Staff and Physicians
More Frequent Rounding Increases Satisfaction and Willingness to Recommend
Willingness to Recommend as a Place of Work
50.2%
55.6%
79.3%
87.4% 0%
20%
40%
60%
80%
100%
Never
Rarely
(Couple times a year)
Often
(At least quarterly)
Frequently
(At least Monthly)
Frequency of Rounding
% favorable Recommend for Work
Tactic Implemented:
Leader Rounding on Staff and Physicians
Source: Oregon Integrated Health System; 8700 employees. Results are one year following implementation of Leader Rounding on Staff and Physicians; Staff and physicians rounded on at least monthly had the highest satisfaction levels.

24. Meeting Title Here (on Notes Master)
Turnover Reduction
Tactic and Tool Implemented:
Employee Rounding
Selection
30 and 90 day meetings
Source: North Port Toledo Blade Elementary School, North Port, FL
© Studer Group®

26. Employee Rounding Employee Satisfaction Increase
Meeting Title Here (on Notes Master)
Employee Rounding Employee Satisfaction Increase
Tactic and Tool Implemented:
Employee Rounding
South Carolina Hospital, Total beds = 109, Admissions = 4663, Employees: 772
© Studer Group®

27. Donor Alliance Turnover % Impact of Rounding on Employees

28. Must Have #1 – Rounding for Outcomes 4 Types of Leader Rounding
Executive Leader Rounding
Leader Rounding on Staff: All leaders round with their direct reports
Nurse Leader Rounding: Patients
Rounding with Areas Served: Internal customers and patients when appropriate

29. Questions for Employee Retention
In the last seven days, have I received recognition or praise for good work? Q5
Does my supervisor or someone at work seem to care about me as a person? Q6
Is there someone at work who encourages my development?
Q11
In the last six months, has someone talked with me about my progress?
First, Break All the Rules, What the World’s Greatest Managers Do Differently, Marcus Buckinghan and Curt Coffman

30. Leader Rounding for Outcomes
Build Relationships
Harvest Wins:
“What is going well?”
“Are there any individuals you would like me to compliment?”
“Are there any physicians I need to recognize today?”
Identify Process Improvement Areas:
“What systems can be working better?”
Repair and Monitor Systems
“Do you have the tools and equipment to do your job?”
Gallup's #1 retention strategy – “My boss cares about me as a person”
This relates to another Gallup retention strategy - Do you have a "best friend" at work
That's process improvement!

31. Sample Rounding Log Rounding Questions Comments/Wins/Follow Up Action
Rounding for Outcomes- Direct Reports
Name______________ Department______________________
Person Rounded on__________________ Date_____________
Tip: Initially explain purpose of leader rounding
Finish up with: Is there anything I can help you with?
Thank you for your time and for making our organization a great place to work.
Review findings with next level leader in one-on-one meetings.
Rounding Questions
Comments/Wins/Follow Up Action
1. Relationship Question
2. What’s working well today?
3. Is there anyone I should recognize for doing great work or for being especially helpful? (Fellow employee or physician)
Who/Why:
4. Is there anything we can do better? (Process or system problems that need to be fixed?)
5. Do you have the tools and equipment to do your job?

32. Sample Rounding Stoplight Report
Meeting Title Here (on Notes Master)
Sample Rounding Stoplight Report
Highlights across departments
Nice supplement to employee forums
Shows staff how they can make a difference
Gives the “fast no”
© Studer Group®

33. 2
Permit/Promote

34. Sharp Health Care Composite Donor Alliance
EXAMPLES
Sharp Health
Care
Composite
Donor
Alliance
Appearance
Reward and Recognition
Teamwork
Service Recovery
Safety
Ease Waiting Times
Confidentiality
Manners
Diversity
Lifelong Learning
Responsiveness
Excellence
Respect
Integrity
Compassion
Teamwork
Communication
Fiscal Responsibility
Appearance
Accountability
People First
Accountability
Celebration
Courage
Engagement
Excellence
Innovation
Integrity
Stewardship

35. An Exercise . . .
What we permit…
We promote

36. Stub Your Toe Conversations

37. Set Performance Expectations Carefully
Words that drive compliance in hospitals
Expected
26%
Required
69%
Mandatory
98%

38. A Message for All Seasons

39. Those who say it cannot be done should not interrupt the person doing it.
-Chinese Proverb

40. Lynne Cunningham