April 23: Leading and Connecting
Is it too grand to have a vision of America’s safest and most reliable hospital, demonstrated by our outcomes? Is it too grand to have several nationally recognized “Institutes” known not only for delivering unique and complex care, but also for delivering highly coordinated and patient-centered care that demonstrates value to everyone?
The reality is that compelling visions to become reality need very aligned structures, systems and strategies.
And the reality is, that, to make this vision a reality, we need highly effective leaders and teams who are highly engaged and accountable for performance.
Ultimately, our success in this journey starts with each one of you and your relationships with your leaders. How well-connected are you with your leader and your team? How passionate are you to improve processes around you? How committed are you to coach each other and hold each other accountable to improve care for our patients?
I recently reached out to a few leaders to express gratitude to their teams for taking the courageous journey of engaging each other and committing to the hard work of daily improvement. This journey never ends, whether it’s patient experience, falls, throughput, first-time starts in the OR, readmissions, the list goes on and on ...
But what's amazing is the journey that each one of us personally commits to: A journey of self-awareness, contributions and a sense of purpose and community with each other. That, my friends, is the “magic” that happens when each of us is engaged.
Let’s read the words of two of our leaders who share their perspective on this journey of engagement. As you read this, ask yourself, "How do I contribute to improving my immediate work environment? Do I feel connected to my leader? Am I growing and developing every day? Am I experiencing joy in contributing to my team?"
You deserve a resounding “yes” to these questions. If we have 3,800 of you saying “yes,” the Place of Possibilities quickly evolves into our realities.
Penny Baker, BGSMC Director, wrote:
"Thank you for the note. At our March staff meetings we taught the basic principles surrounding process improvement. I wanted it to be more than a conversation, so we actually engaged 49 employees in assisting us in completing a fishbone on stocking. Wow. We had such great conversation and feedback surrounding this topic and had a robust fishbone in the end. We then did hot, warm, cold to identify what staff felt most passionately about. This fishbone was taken to our PI team who selected a single hot item and developed a plan to mitigate the concern. Those that participated were assigned tasks in preparation for the ‘DO’ and two weeks later we implemented the plan in three patient rooms as a small test of change. We are using survey monkey to get feedback from the staff and if successful we will fully implement. One of the nurses participating was amazed that he was leaving a meeting with an action item and a plan. They loved having a tool that helped to guide their decisions and next steps.
"I was just talking to Kevin about dedicating the last 20 minutes of each staff meeting to PI work. The conversations that came from this fishbone were extremely valuable and when they see that changes are being made due to the feedback received, their voices feel hard and we gain trust, credibility and see increased engagement. We appreciate all that your team is doing to mentor us. It is making a difference."
Dana Lauer, BGSMC Director, wrote:
"We are in the process of conducting Focus Group sessions in PCU to begin the work on performance improvement to reduce CLABSIs in 2014. We have conducted two sessions thus far with assistance from the central line team to begin this work using DMAIC. ... We are certainly contributing to the goal of at least 50 percent of our staff receiving education and utilizing the tools of performance improvement having 72 staff (RNs & PCAs) attend the sessions so far. They are very engaged as we drill down on our processes and have a sense of being involved. We are also taking this time to discuss safety huddles and the upcoming NDNQI survey."
Steve Narang, MD, is the chief executive officer at Banner Good Samaritan Medical Center.