Developing Front Line Leaders to Facilitate Change€¦ · Hardwiring Excellence, Chapters 1-3 A...
Transcript of Developing Front Line Leaders to Facilitate Change€¦ · Hardwiring Excellence, Chapters 1-3 A...
Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization
Developing Front Line Leaders to
Facilitate Change
Diana Topjian, RN, MSN, D.M., C-ENP
Account Lead/Coach
Studer Group
Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization
• Identify the key elements necessary for a successful
supervisory/leader development curriculum
• Articulate methodology for validation of skills learned
• Describe the impact of front line leader development on employee
engagement and patient experience
2
Objectives
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Execution Framework: Evidence-Based LeadershipSM
3
LEADER EVALUATIONImplement an organization-wide
leadership evaluation system to
hardwire objective accountability
LEADER DEVELOPMENTCreate process to assist leaders in
developing skills and leadership
competencies necessary to attain
desired results
MUST HAVES®
Rounding, Thank You Notes, Employee
Selection, Pre and Post Phone Calls, Key
Words at Key Times
PERFORMANCE GAPRe-recruit high and middle performers,
Move low performers up or out
STANDARDIZATIONAgendas by pillar, peer interviewing, 30/90 day
sessions, pillar goals
ACCELERATORSLeader Evaluation Manager®
Validation MatrixSM
Provider Feedback SystemSM
Studer Group Rounding
Patient Call ManagerTM
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• Vice Presidents
• Directors
• Managers
• Supervisors
• Charge Nurses
168 Hours in a Week
4
Leaders
~55 hours
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• Make up 50-60% of a
company’s management team
• Middle management
• Department supervisors
• House supervisors
• Charge nurses
• Directly supervise up to 80%
of the work force
• Great front line leaders create
great experiences for
employees
• Frontline leaders are closest
to our patients and team
• Execute on strategy
• Directly determine the
right/wrong of the environment
• Today’s frontline leaders are
tomorrow’s senior leaders
• Drive results
5
Front Line Leaders
Who Why
Source: Hassan, 2011
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Tools for Success
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• Understand the vision
• Connect to meaning and define the desired culture
• Understand the expectations
• Understand the Why
• Teach the behaviors
• What right looks like
• Validation
• Connection to outcomes
7
“Begin with the End in Mind” Covey
Tools for Success
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Sample Curriculum
Core CompetencyTopics &
Tools & ResourcesAccountability Exercises
Service and
Operational
Excellence
Introduction
Organizational Vision linked to desired culture
Expectations to achieve
Resources
Hardwiring Excellence, Chapters 1-3
A Culture of High Performance, Chapters 1-4
Evidence Based Leadership graphic
Complete readings and share your
top 3 takeaways with your one up
Why are you in
healthcare?
Video: Johnny the
Bagger
Talk about an
experience
Employee
Engagement
Significance & Impact of Employee
Engagement Presentation
What employees can expect from leaders
and what leaders can expect from
employees
Resources
Hardwiring Excellence, Chapter 7
The Nurse Leader Handbook, Chapter 2
The Great Employee Handbook
Video: Sharing your Story…So That Others
May Share
Video: Ideas for Informal Reward and
Recognition
Sample rounding questions
Sample Stoplight report
Leader rounds on staff
to develop/expand
relationship and to
increase employee
engagement
Completion of rounding
per evidence-based
algorithm
o Identify and
follow up on
reward &
recognition,
coaching, and
process
improvement
opportunities
o Stoplight report
o Review Stop
Light Report
• Connect to
meaning
exercise.
• Break into
small groups
(all
disciplines)
and discuss
how each
member of
the team
makes a
difference
with what
they do
based on
their roles
(direct vs
indirect care)
Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization
Sample Curriculum
9
Core CompetencyTopics &
Tools & ResourcesAccountability Exercises
Employee
Engagement
Hardwiring Excellence, Chapters 7 &
11
The Nurse Leader Handbook,
Chapters 3 & 4
Thank You Notes One-Sheeter
Send Thank You Notes based
on recognition opportunities
harvested during rounding
(*Remember…all disciplines,
including physicians)
Manage up Thank You Notes to
leaders as indicated
• Practice a
Manage Up
CAHPS
• Understanding CAHPS results
• Connecting to outcomes
• Connect to individual difference
Resources
• HCAHPS - It's All About Quality
The HCAHPS Handbook 2
• HCAHPS 101 e-learning Module
• ED CAHPS at a Glance
• It Starts in ED: Why Patient’s “First
Impression” Sets the Stage for HCAHPS
Success
• The CGCAHPS Handbook Chapter
Reference Tool
• CG CAHPS Presentation
• CG CAHPS 101
• Complete readings and video
• Give HCAHPS survey to attendees
• Share Organizational results
• Provide examples (EVS, SPD,
Transport, etc)
• If role appropriate, determine how
you will use CAHPS results to
engage staff and physicians to
improve patient experience
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Sample Curriculum
Core CompetencyTopics &
Tools & ResourcesAccountability Exercise
Communication
Shift Huddles
Communication Boards (by Pillars)
Individual Patient Care Plans
Coaching conversations (Stub your toe)
High/solid/low
Coach vs cheerleader
Resources
• Insight and Video: Spinach in your Teeth
Messages: The Art of Giving (and Receiving)
Honest Feedback
Read Taking
Conversations from
Difficult to Doable
and share with your
leader what you will
start/stop doing and 3
key takeaways
Practice a
coaching
conversation
Financial
Review of departmental budget (broad)
Describe how each supervisor/charge
nurse can facilitate budget achievement
(use specific examples)
Review the “hidden costs” with improved
employee engagement and patient
experience (quality, turnover,
readmissions, etc)
Resources
• Video: Calculating the Return on Investment
of Great Service to Patients and Employees
Have discussion with
one up re: expense/unit
of service or cost of
supplies, etc
Review departmental
specific ROI with one up
Explore the financial
impact metrics that your
organization monitors to
determine benefit of
Evidence-Based
Leadership℠
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Sample Curriculum
Core CompetencyTopics &
Tools & ResourcesAccountability Exercise
Quality/Safety
Quality data (org specific)
AIDET® plus the Promise
Key Words/Key Times (KWKT)
Rounding
Bedside Shift Report (BSR)
Individualized Plan of Care
Create individualized
AIDET
Leader rounding on
patients or internal
customers
Observed BSR (as
appropriate)
Observed coaching
Practice
AIDET® plus the
Promise in small
break out groups
Video: Power of
Words
(YouTube)
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• Learnings provided over a period of several weeks
• Each session begins with validation of key learnings from previous
session
• Have a time where Senior Leaders introduce themselves and speak
briefly
• Create cohorts so there is consistency in the team
• Assure ALL new Supervisors/Charge Nurses attend (this is
mandatory)
• Does not take the place of unit/departmental specific training and
education
• Have follow up session 90 days after completion of course
• Assure invitation to LDIs (as applicable) for ongoing development
12
Frontline Leader Development: Implementation
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Behaviors and emotions are contagious
• Developing self and others
• Technical skills
• Strategy skills
• Consideration and cooperation
• Integrity and honesty
• Global perspective
• Decisiveness
• Results focus
13
Frontline Leader Development: Return on Investment
Source: Zenger and Folkman (2016)
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Frontline Leader Development: Return on Investment
14
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• Identify the key elements necessary for a successful
supervisory/leader development curriculum• Understand the vision
• Connect to values/heart
• Foundational tools related to employee engagement
• Coaching and validating
• Specific tactics and the why to help the team understand
• Articulate methodology for validation of skills learned• Demonstration, review with one up, validation in practice
• Describe the impact of front line leader development on employee
engagement and patient experience• Top leaders have better performing immediate reports that cascades
15
Objectives
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“Always bring it back to values..."
— Quint Studer
Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization
EVALUATION REMINDER:
We want your feedback to get better. Please
remember to take the session evaluation. Thank you!
Diana Topjian, RN, MSN, D.M., C-ENP
Account Lead/Coach
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