1. building the Engaged enterprise
Joseph M. Patrnchak

2. Today’s Discussion
Building 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…including implementing Servant Leadership.

3. Human Dignity & Interconnectedness
Respect for Human Life
Stewardship
Common Good
Charity
Catholic Healthcare Values
Forming Health Care Leaders: A Guide
Catholic Health Alliance of Canada

4. Employee Engagement
…a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers…that influences him/her to apply additional discretionary effort to his/her work.

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

6. What’s an Engaged Enterprise ?
Ratio of Engaged to Actively Disengaged Employees
9.5:1
4:1

8. Starbucks
Cleveland Clinic
Herman Miller

9. Building an Engaged Enterprise: 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.

10. A Case Study: 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
Ranked in Top 5 US hospitals for 20+ years…

11. Real Change Starts with Real Dissatisfaction
Principle #1
Real Change Starts with Real
Dissatisfaction

12. Real Change Starts with Real Dissatisfaction
D + V + F > R
Resistance
Dissatisfaction with Current State
Vision of Future State
First Steps

13. 9.6:1
2.8:1
Cleveland Clinic 2008
Neutral
World Class

14. A Critical Dissatisfier
Hospital Consumer Assessment of Healthcare Provider Systems
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 & would recommend
Average to well below average in all other domains 14

15. A Vision of the Future #10 Methodist Hospital System #18 Ohio Health
#45 Children’s Healthcare of Atlanta
#49 Griffin Hospital
#56 Scripps Health
#59 Mayo Clinic
#75 Southern Ohio Medical Center
#76 Arkansas Children’s Hospital
#85 Lehigh Valley Hospital
#94 Baptist Health South Florida

16. When a mission becomes personal, it becomes a
Principle #2
When a mission becomes personal, it becomes a
cause.

17. Personalizing the Mission
WE ARE ALL CAREGIVERS. 17

18. Personalizing the Mission
The Cleveland Clinic Experience

19. Personalizing the Mission

20. If you don’t care, they won’t care.
Principle #3
If you don’t care, they won’t care.

21. What is Servant Leadership?
“The servant-leader is servant first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to attain power 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.”

22. What is Servant Leadership?
“A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. The servant-leader shares power, puts the needs of others first, and helps people develop and perform as highly as possible.”

23. What is Servant Leadership?
The best test [of Servant Leadership] is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“

24. 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

25. 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

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

27. Caring for the Caregivers
Healthy Choice Rebate
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.
12,500 participants in first year …120,000 pounds lost
“I really am glad that the Clinic has offered this Curves membership to us! Thanks again!”

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

29. Old habits die hard, so hardwire the change.
Principle #4
Old habits die hard, so hardwire the change.

30. Building an Engaged Enterprise: It’s About Cultural Change

31. 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

32. It’s about building pyramids, not sandcastles.
Principle #5
It’s about building pyramids, not sandcastles.

33. It Takes Time to Build a Pyramid
Philanthropy up 47% over five years
$$$$

34. It Takes Time to Build a Pyramid
9.6:1
2.8:1
Cleveland Clinic 2008
Neutral
World Class
Cleveland Clinic 2013

35. Building an Engaged Enterprise: 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.