1. Verification, Validation, & Accountability
Colleen Thornburgh
February 13, 2009

2. 2008 – 2009 Pillar Goals Education Research People Quality Service
Growth
Finance
Strive to develop the highest quality medical education programs for all levels of learners
Advance medical and scientific knowledge through basic, transitional, and clinical research
Instill and reinforce standards of behavior that will attract, develop and retain outstanding staff, physicians, faculty and students
Strive to be among the highest ranked health care providers by both regulatory and health care scoring systems
Promote consistently positive experiences for our patients, staff and community
Grow the enterprise to better serve patients and physicians and support the fundamental missions of teaching and research
Preserve a focus of fiscal responsibility and multidisciplinary planning
2008 – 2009 Pillar Goals
All programs meet or exceed national benchmarks
Increase COM class size by 15% by 2010
Submit CTSA application by October 2008
Increase sponsored research by 8%
Reduce COM turnover rate by 5%
Maintain a voluntary turnover rate of 18% or less at OUP and OUMC
Maintain or achieve top 10% in publicly reported JCAHO Core Measures
Improve ease of obtaining test results to 50th percentile
OUP : > 89.5
Improve patient satisfaction scores across the enterprise:
OUMC to 2nd quartile
Overall score of
> 3.51
OUP to 50th percentile
Adult: > 92.1
Children’s: > 89.5
Increase inter- departmental and physician satisfaction scores by 2 ½%
Grow overall OU Medicine market share by 0.5%
Grow hospital admissions by 3%
Grow clinic visits by 4%
OUMC: Increase net income before taxes by 7.44% over pre-tax net income
OUP: Increase payments by 5%
COM: All departments should meet cash reserve goals and have overall operating margin of 5%

3. Evidence Based Leadership (EBL)
Meeting Title Here (on Notes Master)
Rev 6.07
Breakthrough
Foundation
STUDER GROUP:
Leader Evaluation
Leader Development
Must HavesSM
Performance Gap
Standardization
Accelerators
Aligned Goals
Aligned Behavior
Aligned Process
Implement an organization- wide leadership evaluation system to hardwire objective accountability
Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results
Must HavesSM
Rounding ☺
Thank You Notes ☺
Employee Selection
Pre and Post Phone Calls ☺
Key Words at Key Times
AIDET ☺
Standards of Behavior
Re-recruit high and middle performers
Move low performers up or out
Agendas by pillar
Peer interviewing
30/90 day sessions
Pillar goals
Leader Eval Mgr (LEM) ☺ (2/16)
Staff Eval Mgr (SEM)
Discharge Call Manager (DCM)
Rounding Mgr
Idea Express
As you implement the Evidence Based Leadership model, you’ve followed a specific course and implemented very specific tactics. Tactics that have yielded your organization some great results (improvements) over the last year.
(customize by discussing a few of the organization’s accomplishments – brief)
It’s common at this stage to now see results begin to plateau, the results you can accomplish by improving simple processes will not continue to grow unless we deal with our performance gaps -- we do this through HML conversations. When you address the performance gap, you move from the plateau to a new level of performance and results.
© Studer Group

4. How do we drive results?

5. Verify and Validate what you expect
Verification Tools
Rounding
Observation
Monthly Meeting Model

6. Facilitate problem solving
Coach behaviors
Specific
What’s working well
What could be better
Facilitate problem solving

7. Give specific feedback Incorporate into rounding Coach performance
AIDET Example
Observe the behavior
Give specific feedback
Incorporate into rounding
Coach performance
Facilitate problem solving

8. AIDET – Verification, Validation, Coaching
Lisa, I’m rounding on the unit today and would like to hear what you believe is going well?
Is there any individual or physician that I should recognize in the unit?
When I came onto the unit, I heard you introduce yourself to one of your patients using AIDET. I appreciate your doing this and so do your patients. VERIFICATION
I thought you did an excellent job introducing yourself, your skills and experience. SPECIFIC
I heard you review Mrs. Jones schedule for the day, but didn’t explain why she would need to have tests completed in radiology. How might you have provided this information to her in a way she might understand? FACILITATE PROBLEM SOLVING

9. AIDET – Verification, Validation, Coaching
When you take the time to use AIDET, you reduce patients’ anxiety and provide information that is helpful to their compliance and outcomes COACH SPECIFIC BEHAVIOR
Over the next month, I’ll be listening for AIDET as I visit each of our units SET STAGE FOR FURTHER VERIFICATION
As I do, I’ll be giving feedback and asking how I might support you
Is there anything I can do to help you with AIDET or any issues in the department that I need to be aware of?
Thanks…….

10. Facilitate problem solving
You be the coach!
Specific
What’s working well
What could be better
Facilitate problem solving

11. What gets recognized, gets repeated!
John, I noticed how you worked with the family members of Mr. Smith to ensure they had a translator who could answer their questions about his care.
Thank you for modeling standard of caring by ensuring their needs were met
Sandy, when you managed up Dr. Hoover to your patient today, you made it easy for Dr. Hoover to come in and take over coverage this weekend. When patients hear that they are in good hands, they are more likely to ask questions and provide important information that helps all of the staff provide better care for them
Thank you for demonstrating excellent communication by managing up members of the care team

12. What do you want repeated?
MODEL
Specific Feedback
What they did well
Why it matters… connect the dots
Thank them for doing the right thing

13. Leader Accountability
Monthly Meeting Model
(n) the quality or state of being accountable; especially: an obligation or willingness to accept responsibility or to account for one's actions

14. Monthly Meeting Model (MMM)

15. Monthly Meeting Model (MMM)
Leaders bring the following items and results to their immediate supervisor for discussion:
Leader Evaluation - LEM
Monthly Report Card
90-Day Plan-Professional Development
Linkage Grid from Leadership Development Institute Workshop
Rounding Logs
Thank you notes
People Trends and Issues-Standards of Behavior
Additional Verification Tools as implemented

16. MMM: What?
Tool for leaders to hold meaningful dialogue and measure progress on goals
Identify wins, and opportunities for improvement (OFIs)
Coach leader performance:
Recognize great performance (H)
Provide coaching (M)
Clarify expectations (L)
Communicate consequences (L)

17. MMM: Hold Leaders Accountable
Tell me what your plans for follow up are.
What is your timeline?
What are your next steps?
What prevented you from meeting the deadline?

18. MMM: Hold Leaders Accountable
Let’s be sure you understand the expectation.
Let’s review the timeline and deliverables.
If ________ is not delivered/accomplished, our next steps will be ____________.
What questions do you have?
How can I further support you?

19. Starts at the top and cascades down If we don’t do it … who will?
MMM: Why?
It’s what leaders do!
Starts at the top and cascades down
If we don’t do it … who will?
Leader’s tool for understanding and driving results

20. Our Perceived Barriers
Current Practice
Dept. Meetings
Talk to employees
Employee R&R
Selection and Orientation
Retention
Talking to Patients
Pre/Post Calls
Evaluation
Only new item
Effective Approach
Pillar Agendas
Rounding for Outcomes
Thank You Notes
Peer interviewing and 30/90 Day Meetings
Individual Employee Meetings
Key Word at Key Times
Pre and Post Phone Calls
Leader Evaluation
Leadership Training

21. Real Barriers
Pocket Veto
Feigned buy-in

22. Send the mail to the right address...

23. “The strongest principle of growth lies in human choice.”
~ George Eliot
And it’s your choice to do the right thing!

24. What if it doesn’t go as planned??