1. Leadership http://www.experiahealth.com/ May 29, 2013 Scotland
Martha Donovan Hayward
Lead for Patient and Public Engagement
Institute for Healthcare Engagement

2. Why Are We Here?
Is there anything else we would truly rather be doing?
At the end of the day, everything every one of us does somehow impacts the people who use our services.
The person and family is at the center of all we do.
IHI - TRANSFORM - Oct 2011

3. Exceptional Experiences
Not about being nice
Not an educational program
They result when:
Mission, vision, values align
Leadership team commits
Discipline is instilled
Infrastructure, education, expectations, and core processes are complimentary
Behaviors are clear
Experiences are consistent across the continuum
IHI - TRANSFORM - Oct 2011

4. It is about… Intentionally designing a culture of excellence.
Creating a culture that oozes a sense of care, compassion, respect and concern.
Being clear about our goals and intentions.
The goal is to see beyond our walls
The goal is to see care through the eyes of each person
The goal is partnership and collaboration with all parts of the system that touch each person
IHI - TRANSFORM - Oct 2011

5. Expected outcomes Experience and loyalty Improved quality and safety
Improved community perception and reputation
Increased market share/volume
Financial Health
Decreased dissatisfaction and associated costs
Decreased claims/losses
Better health outcomes
PPT Demonstration_CA_050508*

7. Essential skills for leaders
Developing relationships outside your four walls
Naming the experience for each person
Holding self, peers and team accountable
Label and link
Stop List
PFA’s
Rounding and Observation

8. 3 Key Steps Executive Leadership Alignment
Level set expectations for everyone in the organization.
Focus on infrastructure, targeted processes and development.

9. Culture
What is it?
The total learned, shared, taken-for-granted assumptions that a group has learned throughout its history; base of daily behavior
Deep, broad, stable
Schien, Corporate Culture Survival Guide, 1999
Seen in behavior
Changed over time by working on behaviors that eventually shift mental models – not the reverse

10. How Culture is Embedded
Primary
Secondary
What leaders do, pay attention to, measure and reward on a regular basis
How leaders react to critical incidents and organizational crises
Deliberate role modeling, teaching and coaching
Observed criteria by which leaders allocate rewards and status
Observed criteria by which leaders recruit, select, promote, retire and terminate organizational members
Organizational design and structure
Organizational systems and procedures
Organizational rites and rituals
Design of physical space and buildings
Stories, legends and myths about people and events
Formal statements of organizational philosophy, values and creed
E. Schein, Organizational Culture and Leadership,1994

11. Whose Job Is It? All in Utilize Change Package HR connection
Leadership essentials
Engaged partners: staff, physician and PFA’s
IHI - TRANSFORM - Oct 2011

12. Hire for Values Clarify the values you are hiring for.
What do the values look like in action?
Position descriptions; performance reviews
Develop behavior-based interview questions; use scenarios.
Involve patients/families in interviews.
Orient to the values.
Systems in place to listen and learn from new employees
HR leaders should be expert in these – if not, have them do the research on tools that work for you
What happened in first month that did/did not match what they heard in interviews and orientation?

13. Key Change Ideas: Leadership
Leaders take ownership of defining purpose of work and modeling desired behaviors.
Purpose
Label and link
“All in” behaviors
Storytelling
Leadership rounding
Leadership behaviors
Champions
What would people in your organization say about your leadership
“We have a new 2-day orientation – a cultural indoctrination of what we are about and what we expect. But if we lack the culture to nurture it once they are in the work setting, it is even worse than never talking about it. It sets us back because we say one thing and do another.”
“As leaders, we need to pause occasionally and become more educated; it has taken different forms, e.g., ‘How do we really help staff understand what it means to treat a patient with dignity and respect? What is a truly collaborative partnership?’ We all have to learn since this is not necessarily intuitive.”
“There is no one bullet
“You cannot put patient experience in a separate bucket. It is part of everything we do” – it is incredibly multidimensional”

14. Identifying Patients and Families
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Identifying Patients and Families
Ask clinicians “Do you know a patient/family member that comes to mind as a potential members?”
Are there patients/family members who have contacted healthcare leaders about concerns and who were highly effective in communicating their requests?
Are there Patients/Families with unique perspectives as previous patients or family caregivers for a project?
Use your internal and external network of Board members, faith community, volunteers to cast a wide search

15. Developing Health Care Team Members
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Developing Health Care Team Members
Remember – it is not just Patient/Family Partners who need development to work with healthcare team members!
Most healthcare team members are not skilled in working in true partnerships with patients/families. We are used to being “in charge.”
Specify listening behaviors to use in activities with Partners to assure their talents are being used effectively.