Download - Journey to EXCEL-lence
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Journey to EXCEL-lence
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
EXCEL-lence
Distinction
Quality
SuperiorityBrilliance
GreatnessCaliberEminence
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Key Words and Key Times / AIDET® How to coach for results Rounding for Outcomes
Journey to EXCEL-lence
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 4
Key Words at Key Times – AIDET®
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Links: Words + Behaviors @ Key Times
Ensures the patient / customer interpretation isn’t left up to chance
Positively impacts outcomes
Defined by:What does our patient / customer want to know?What do we need our patient / customer to know?How can we communicate that consistently,
always?
Key Words at Key Times
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Hopefully Usually Probably Try Pretty Quick / A few minutes/ ASAP / As soon as
we can
Never Words
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Five Objectives in Communication
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 8
Decrease anxiety with increased compliance
Advantages of AIDET®
=Decreased Anxiety
Increased Compliance+
Improved outcomes and
increased patient
physician and employee
satisfaction
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 9
A Acknowledge
In person, with your body: Smile! Make eye contact Acknowledge everyone in the
room Use open body language 10/5 Rule:
“Good morning Mr. Warner…”
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
First Generation
NameDepartment
“Hello Mr. Warner. My name is Jackie and I am Dr.
Smith’s medical assistant….”
“Hello Mr. Warner. I’m Jackie, and I am Dr. Smith’s
medical assistant. I have worked with Dr. Smith for 5
years and he is a very sought after internist! He is one of our best providers in
dealing with your condition…”
Next GenerationSelf, Skill Set, Experience and CertificationCo-workersOther DepartmentsPhysicians
I Introduce
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 11
SELF COWORKERSOTHER
DEPARTMENTS AND PROVIDERS
Reduces patient anxiety
Improves compliance
Improves clinical outcomes
Increases patient perception of care
Reduces complaints
Patient feels better about their next care giver
The patient feels more at ease with the handoff, thus their coordination of care
Coworker has a head start in winning confidence
Reduces Complaints
Reinforces coordination of care and teamwork
Positions other department well so they don’t have to win the patient over
Decreases patient anxiety and concern
Reduces complaints
Advantages of Managing Up
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 12
How long will the wait for ____be?
How long will the patient need to wait before they can return to work…?
When should patient/customer expect results or a returned phone call?
When should the patient schedule their next appointment?
D DurationRounding in Reception “It may be 15 minutes before we call you to
back to see Dr. Smith. I will update you if it is
later than that….”“ Your test results will
be posted on your personal patient
website in 3 days. Someone from my
office or I will also call you when we review the
results?”“ I would like to see you
back for a f/u in 6 months.”
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 13
Why are we doing this? What will happen and
what should you expect? What questions do you
have? USE
UNDERSTANDABLE LANGUAGE
E Explanation
“Let me explain some more about the MRI I
ordered….”
(Explain the why for ordering the test, what will happen and what
patient should expect, including
understanding of side effects, and answer
any questions.)
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 14
T Thank you
Show appreciation Provides a positive closing Thank patients for trusting us
with their care
“Thank you for choosing us
….Thank you for waiting … Thank you for coming in
today…What other questions do you
have?”
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 15
Engagement
Active listening Non-multi tasking Eye contact Tone and speed of voice Appropriate / therapeutic touch Appropriate use of humor / emotion Physical position Energy mirrors need
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Every Interaction, emphasizing and repeating parts as necessary
Defines the five objectives to be met in context of your interaction with others.
Not Order-Specific Works in All Departments and Disciplines - Not
just a CLINICAL communication tool Patient Communication (White) Boards: Standards of Behavior
Tips for knowing when and how to use AIDET®:
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 17
Coaching for Improvement
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Being a leader in healthcare today is
like continuously walking up a down
escalator. If one stands still
they go backwards.
Leadership in Healthcare
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Clarity about the purpose and the goals Guidance with best practices along the way Assure consistency and standard practice Empower employees and promote accountability An effective coach will get employees to go
outside of their comfort zone- promote change and work with staff to embrace the change.
Why Do We Need to Coach?
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Phases of Competency and Change
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Consistency Reliability
Accountability
Execution Triangle
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
It’s not about pulling the weeds…
Coaching
It’s about fertilizing theGarden…
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Inspires employees to reach their highest potential Encouraging, Challenging, Modeling- leads by example Frequent and Consistent (knows what you are doing and
provides regular feedback) Knows their employees and the culture of their
department/organization Tells you why you are doing something and takes time to explain
how Allows you to learn from your mistakes Listens without being judgmental and sets aside personal biases Provides feedback – positive and negative, in a constructive
manner
Leader Must Haves when coaching employees
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 24
observe
reinforce
response
coachcommit
Validate
recognize
Building Competency Model
trust
Training
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 25
Observe Leader assesses the employee’s skill (after a practice
period) by witnessing it firsthand and documenting findings on a standardized competency assessment form.
Reinforce Real-time feedback is provided by the leader to the
employee immediately following the observation and starts with the most positive elements of performance. What gets recognized gets repeated.
observe reinforce
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 26
Response from employee What do you think you did well? Was there anything you felt you could have done better?
Coach Choose 1 or 2 opportunities for improvement Give clear examples of “what right looks like” Direct them to additional resources on the Studer website
(i.e. Learning Lab, webinars, etc.).
Commit Summarize WINS Ask employee to commit to improvements Set a time expectation for improvement
response
coach
commit
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 27
Validate Reassess the employee’s performance for
improvements in the agreed-upon development area at the agreed-upon deadline (data and observation)
Recognize Manage up progress Use specific examples of how they improved You may establish a certificate of achievement
program for those who achieve full competency
validate recognize
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 28
Teach to the test – this isn’t about “gotcha” Have a plan/tool/form to outline the process and behaviors being
evaluated Be prepared to provide feedback on every step of the process and
every behavior Summarize with what is the one thing to focus on for improvement Ensure your feedback is aligned with the performance of the
person being observed- A work vs. C work Improve your observation assessment skills with practice,
practice, practice Don’t be too general
How to give feedback
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 29
Resistance may occur- continue to reinforce the why and connect to the mission.
Built on the level of Trust in the Department–Trust is enhanced by employee rounding–Go back to the WHY
What about Resistance?
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 30
–Time–It will make staff feel uncomfortable–It will make the leader feel uncomfortable–It will make them think we don’t trust them–The leader thinks the staff already do the skill
well enough–Patients report in rounds the staff are “doing it” –
are we asking the right questions?
–Coaching behaviors is personal and subjective
Barriers to effective coaching in the workplace
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 31
Clearly communicate the why of observation and validation before you formally observe staff performance
Share the standardized competency assessment form you will use during the observation to help them prepare
Explain the benefit of building competency to the employee and your commitment to their development
Let staff observe you first Create a skills lab
Setting the stage for a safe environment
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 32
During employee rounding, talk with the staff about AIDET®- “when you used AIDET® this week, what was the impact on the patient? Or How did the patient respond when you used AIDET®?”
Patient Rounding, ”Are staff introducing themselves? Are they providing good explanations and answers to your questions?”
HCAHPS Results and patient comments Direct observations Post visit calls During your monthly meeting with your one up- give report on number validations
complete and what you are hearing and seeing as a result of AIDET® being used.
On-going AIDET® Validation
32
HCAHPS DOMAINS A I D E T
Nursing Communication
Doctor Communication Responsiveness of Staff Pain Management
Communication of Medications
Discharge Information Cleanliness and Quietness of Hospital Environment
COPYRIGHT © STUDER GROUPPlease do not quote or disseminate without Studer Group authorizationSlide 33
AIDET Accountability and Validation Cycle
General Orientation
Dept Orientation
Individual Coaching
Validation
Accountability
Consistency
Regular teaching, coaching and validation is key to hardwiring AIDET
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
When you know you have a solution to a
problem that is causing pain for someone – you have a human
responsibility to act, and to do so with all
urgency.
~ Quint Studer
Human Responsibility
High Middle Low or EAL Conversations
Aligning Behavior with Outcomes
EAL Conversations
Where do EAL Conversations fit?
• Pillar Goals are established and department goals are outlined in LEM
• Behavior Standards are in place
• Rounding is hardwired to assure that everyone has tools and equipment to take care of patients
• Critical Conversations and Coffee Cup Conversations help leaders have conversations in real time regarding goals and behaviors
• EAL Conversations are structured coaching and performance conversations that are based on patterns of behavior
Why EAL Conversations
Positive Outcomes
Re-recruit/Retain excelling performers
Coach achieving performers
Manage lagging performers; up or out
Support RetentionBuild RelationshipsClarify Expectations
EAL Conversations - How
• Conducted annually• Training held for leaders• Cascades from the top• Tools and resources provides at the time
of roll out
Questions - Comments
Thank you!
• Tools and Resources– OU Medicine Excel Website– Excel Tools 2014 – OUMC Intranet– Studer Group Website