1. Building the engaged enterprise ….notes from the field
Joseph M. Patrnchak

2. Desired Outcomes
Building and sustaining an engaged enterprise isn’t just a tactical exercise…it’s an organizational change process.
Five core principles to create that change…with Cleveland Clinic as a real world example.
Examples of specific programs and initiatives to maximize your engagement efforts.

4. Engagement: Key Drivers
My organization and its leaders care about me
My opinions count
Stimulating work
Opportunities for professional development
Recognition for the work I do
Relationship with my supervisor & colleagues
Connection to the organization’s missionn

5. Engagement at the Enterprise Level
Ratio of Engaged to Actively Disengaged Employees
9.5:1
4:1

7. How do you build an engaged enterprise?

8. 5 Core Principles Real change starts with real dissatisfaction.
If you don’t care, they won’t care.
When a mission becomes personal, it becomes a cause.
Old habits die hard, so hard wire the change.
It’s about building pyramids, not sand castles.

9. Notes from the Field: Cleveland Clinic
8 regional hospitals
Canada & Abu Dhabi
5.5 M Patient Visits/Year
43,000+ employees
3200 physicians & scientists
11,000 nurses
3000+ managers
Driving Healthcare Transformation through Serving Leadership
©2014 ThirdRiver Partners, LLC. All Rights Reserved

10. Patient Satisfaction at Cleveland Clinic: A Critical Dissatisfier
Communication with physicians and nurses
Responsiveness of staff
Cleanliness and quietness
Pain management
Communication re: medications
Discharge information
Overall rating
Willingness to recommend
Cleveland Clinic …2008 HCAHPS
Slightly above average overall
Below average in all other domains 10

11. Engagement at Cleveland Clinic: Another Dissatisfier
9.6:1
2.8:1
Cleveland Clinic 2008
World Class
Neutral

12. 5 Core Principles Real change starts with real dissatisfaction.
If you don’t care, they won’t care.
When a mission becomes personal, it becomes a cause.
Old habits die hard, so hard wire the change.
It’s about building pyramids, not sand castles.

13. Servant Leadership
“The servant-leader is servant first. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions.
“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served.”
Robert Greenleaf

14. There’s More than One Way to Lead
Command & Control
Servant Leadership
Position authority
Might makes right
Survival of the fittest
My way is better
People are tools
The end justifies the means
Who screwed up?
Moral Authority
Puts others first
Puts the organization first
Empowers others
Welcomes feedback
Builds consensus
Seeks solutions, not blame

15. Better than Great
Comparison of “Good to Great” companies with servant-led companies: 10-year period ending in 2005
500 largest companies = 10.8% return
“Good to Great” = 17.5% return
Servant-led companies = 24.2% return
Servant Leaders
Engaged Employees
Loyal Customers
Superior Results

16. SERVING LEADERSHIP Serving Others…Sharing Power UPEND THE PYRAMID
BUILD ON STRENGTHS
RAISE THE BAR
BLAZE THE TRAIL
RUN TO GREAT PURPOSE
SERVING LEADERSHIP

17. Implementing Servant Leadership
SL Training…Executives, Directors, Managers
SL in Learning & Development/Performance Management
SL Strategic Advisors
SL Projects
Awareness
The Servant Leader Strategy
Integration
Development

18. Caregiver Wellness Healthy Choice Rebate
12,500 participants in first year …120,000 pounds lost
Back in 2008, not long after I came on board here at the Clinic, Dr. Cosgrove, our CEO, challenged us to really ramp up our wellness and well being activities. As a heart surgeon he’s always been mindful of the dangers of issues like smoking and obesity and he had actually made headlines in 2007 with the decision that the Clinic would no longer hire smokers. But he knew we weren’t doing enough…partly because the level of participation in the wellness programs we had was so low. In 2008, we had something like 40 people enrolled in our smoking cessation program and around 600 in our weight loss program. Clearly that wasn’t good enough.
To get things moving in the right direction we focused on four key principles. We integrated our wellness activities with our employee health program, focused on a few key programs around weight loss, physical activity, and smoking where we could make a significant impact …and this was very important…we focused on eliminating the barriers to access…the barriers of time, cost and convenience. Our folks work hard, they often work long hours, and like so many Americans they don’t have a lot of time to get to the gym. We wanted to make it easy for them maintain a healthier lifestyle. And finally we knew that setting achievable but real goals was critical to success.
“I really am glad that the Clinic has offered this Curves membership to us! One of my co-workers and I have taken full advantage of it. Thanks again!”

19. The Power of a Thank You
Caregiver Celebrations - Manager, peer, patient recognition - 20,000 awards/month
"It's very rewarding to know you are appreciated."

20. 5 Core Principles Real change starts with real dissatisfaction.
If you don’t care, they won’t care.
When a mission becomes personal, it becomes a cause.
Old habits die hard, so hard wire the change.
It’s about building pyramids, not sand castles.

21. Run to Great Person… Personalizing the Mission
WE ARE ALL CAREGIVERS. 21

22. The Cleveland Clinic Experience
Hear
Empathize
Apologize
Respond
Thank

23. 5 Core Principles Real change starts with real dissatisfaction.
If you don’t care, they won’t care.
When a mission becomes personal, it becomes a cause.
Old habits die hard, so hard wire the change.
It’s about building pyramids, not sand castles.

24. Hardwiring the Change 4000+ annual engagement plans
40% of manager performance engagement-based
Engagement coaching, mentoring, and transition
Serving Leader competency-based development
Pulse survey process
Executive dashboard & review
Executive team visibility & recognition

25. 5 Core Principles Real change starts with real dissatisfaction.
When a mission becomes personal, it becomes a cause.
If you don’t care, they won’t care.
Old habits die hard, so hard wire the change.
It’s about building pyramids, not sand castles.

26. Moving the Needle on Engagement
9.6:1
2.8:1
Cleveland Clinic 2008
Neutral
World Class
Cleveland Clinic 2013

27. More Engaged Employees …More Satisfied Patients
Philanthropy up 47% over five years
$$$$

28. Discussion What is your organization’s engagement profile?
How might increased engagement affect performance?
How does your organizational culture encourage or discourage a great employee experience?

29. Resources
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