Creating a Culture of Performance to Support Continual

Creating a Culture of Performance to Support Continual

Creating a Culture of Performance to Support Continual Improvement 1 45 YEARS OF DELIVERING RESULTS HealthTechS3 is a 45 year old, award-winning healthcare consulting and strategic hospital services firm based in Brentwood, Tennessee with clients across the United States. We are dedicated to the goal of improving performance, achieving compliance, reducing costs, and ultimately improving patient care. Leveraging consultants with deep healthcare industry experience, HealthTechS3 provides actionable insights and guidance that supports informed decision making and drives efficiency in operational performance. Our consultants are former hospital leaders and

executives. HealthTechS3 has the right mix of experienced professionals that service hospital clients across the nation. HealthTechS3 offers flexible and affordable services, consulting, and technology as we focus on delivering solutions that can be implemented and provide a positive, measurable impact. HealthTechS3 2018 2 Strategy Solutions - Support GOVERNANCE & STRATEGY Affiliation Consulting FINANCE Performance Optimization /

Margin Improvement Executive & Management Leadership Development Revenue Cycle & Business Office Operations Strategic Planning & Market share Analysis Productivity & Staffing Consulting - Optimum Productivity Toolkit Community Health Needs Assessment Compliance Consulting Services

HealthTechS3 2018 CLINICAL CARE & OPERATIONS Continuous Survey Readiness Quality Assurance Performance Improvement Lean Culture Customer Experience Clinical Resource Management Care Coordination Primary Care Practice Physician Practice & Clinic Assessment Long Term Care Consulting Swing Bed Consulting Perioperative Services

Consulting RECRUITMENT Executive Recruitment Manager and Clinical Positions Physician / Provider Recruitment

Information Technology Professionals Interim Placement 3 INSTRUCTIONS FOR TODAYS WEBINAR You may type a question in the text box if you have a question during the presentation We will try to cover all of your questions but if we dont get to them during the webinar we will follow-up with you by e-mail You may also send questions after the webinar to our team (contact information is included at the end of the presentation)

The webinar will be recorded and the recording will be available on the HealthTechS3 web site: www.healthtechs3.com www.healthtechs3.co m HealthTechS3 hopes that the information contained herein will be informative and helpful on industry topics. However, please note that this information is not intended to be definitive. HealthTechS3 and its affiliates expressly disclaim any and all liability, whatsoever, for any such information and for any use made thereof. HealthTechS3 does not and shall not have any authority to develop substantive billing or coding policies for any hospital, clinic or their respective personnel, and any such final responsibility remains exclusively with the hospital, clinic or their respective personnel. HealthTechS3 recommends that hospitals, clinics, their respective personnel, and all other third party recipients of this information consult original source materials and qualified healthcare regulatory counsel for specific guidance in healthcare reimbursement and regulatory matters. HealthTechS3 2018 4

Speaker Diane began her health care career as a staff nurse in the Emergency Department of a major medical center while pursuing further education. She has worked in a variety of diverse settings which include administrative positions in education, behavioral health, acute care, consulting, and long term care. As an Army Nurse Corps officer, she advanced to Chief Nurse of a 400-bed field hospital. Diane has been in her current position as Regional Chief Clinical Officer with HealthTechS3 for over seven years. Diane Bradley Regional Chief Clinical Officer In her role as Regional Chief Clinical Officer, Diane provides support for both critical access and acute hospitals focusing on all aspects of operations with special expertise in leadership development, quality and

patient safety, the patient experience, and innovation in health care. Her greatest satisfaction comes from sharing her experience and knowledge with others, mentoring those who aspire to be leaders and those already in leadership roles, and providing better practices to help organizations thrive in an ever-changing health care landscape. 5 Qualities and Outcomes of High Performance Assuring Continual Improvement Culture and Culture Change Improving Productivity through Self-Management and Accountability Dimensions of Competent Management High-Reliability Organizations The Dos and Donts of Transformation 6

What Constitutes High Performance? Enjoying going to work everyday, giving 100%, and never wanting to leave the organization Trusting senior management to do whats right; first for employees and second, for patients high integrity Valuing me as an employee Assuring that education is provided that makes me competent to do my job to the best of my ability Providing clarity around mission, vision, values, goals and expectations. 7 Outcomes of High Performance The highest quality of Customized Care Agility/flexibility and adaptability in making changes

Know what you do well and doing it better! Using data to make better decisions to affect change Accept that the traditional models no longer work for everyone in the workforce 8 Continual Improvement Provide feedback to inspire and support people to execute your plan Self assessment/introspection OWN your behavior and check your EGO at the door Determine what is working Identify how to get better results Reflection is embedded in the culture ask questions Think creatively at all levels Shift environment from firefighting to

innovation Empower Select the right people for the right jobs Define meaningful metrics Identify where the buck stops no excuses 9 Culture 10 Change Management Keys to Change: Mobilize people to deliver results

Preparing, equipping, and supporting your people through the change. 11 Leading Culture Change 12 Implementing Culture Change Be Consistent Measure Outcomes Educate & Empower Make a Plan & Define Continual Improvement

Engage Management Establish New Vision Current State 13 Culture and Continuous Improvement 14 Self-Management Show me a business where everyone lives and works by self-managing, and Ill bet its a business destined for greatness. - Rosa Say

15 12 Rules for SelfManagement 1. Live by your values, whatever they are. You confuse people when you dont, because they cant predict how youll behave. 2. Speak up! No one can hear what youre thinking without you be willing to stand up for it. Mind-reading is something most people cant do. 3. Honor your own good word, and keep the promises you make. If not, people eventually stop believing most of what you say, and your words will no longer work for you. 4. When you ask for more responsibility, expect to be held fully accountable. This is what seizing ownership of something is all about; its usually an all or nothing kind of thing, and so youve got to treat it that way. 5. Dont expect people to trust you if you arent willing to be trustworthy for them first and foremost. Trust is an outcome of fulfilled expectations. 6. Be more productive by creating good habits and rejecting bad ones. Good habits corral your energies into a momentum-building rhythm for you; bad habits sap your energies and drain you. 16

12 Rules for Self-Management cont 7. Have a good work ethic, for it seems to be getting rare today. Curious, for those oldfashioned values like dependability, timeliness, professionalism and diligence are prized more than ever before. Be action-oriented. Seek to make things work. Be willing to do what it takes. 8. Be interesting. Read voraciously, and listen to learn, then teach and share everything you know. No one owes you their attention; you have to earn it and keep attracting it. 9. Be nice. Be courteous, polite and respectful. Be considerate. Manners still count for an awful lot in life, and thank goodness they do. 10. Be self-disciplined. Thats what adults are supposed to grow up to be. 11. Dont be a victim or a martyr. You always have a choice, so dont shy from it: Choose and choose without regret. Look forward and be enthusiastic. 12. Keep healthy and take care of yourself. Exercise your mind, body and spirit so you can be someone people count on, and so you can live expansively and with abundance. Source: www.managingwithaloha.com Rosa Says blog. Lifehack

17 Self-Management + Accountability 18 Competent Management 30% of the workforce is engaged; not much change in 12 years. Managers account for 70% of the variance in employee engagement Organizations fail to chose the candidate with the right talent 82% of the time. Source: Gallup Authentic management is rare. Clarify the difference between leadership and management Define your distinctive strategic position Support operational effectiveness the nuts and bolts of management Provide tools to reach targets and consequences for missing targets 19

Transformation Dos My very first boss walked around every morning to say 'Good Morning' to each one of us, was very generous with his gratitude, and personally gave out pay stubs with a 'Thank you for the good job' and a handshake. I asked him once why he says 'thank you the good job' every time, even when I did not do anything special. He replied, that he himself does a better job when he thanks others. It gives him positive energy in the morning to greet people, and to thank them every chance he gets. And that people do better jobs when appreciated. We should do more of that, simple yet powerful. Source: -- Oleg VishnepolskyGlobal CTO at DailyMail Online and Metro.Co.Uk Do accept that you are fallible; dont be afraid to say so and ask for forgiveness. Do pride yourself on your integrity and always do whats right

20 Transformation Dos Do spend 50-75% developing relationships Do realize that culture change takes 2-5 years to complete Do involve your board members Do understand that there is no I in team Do accept that you cannot transform anything but yourself Do know that it takes a village to make change Do engage everyone in change Do apply change consistently, but dont try to fit a square peg in a round hole Do communicate essential information Do talk less, listen more Do walk with your eyes wide-open; be approachable Do strive to always improve people, processes and outcomes 21

Transformation Dos Do create an infrastructure first Do be open to learning from others Do make mistakes, but at least try after all, you are human! Do pick up success hints from other industries Do utilize tried-and-true systems, e.g. queuing theory, flow management Do engage everyone in change Do collaborate with all stakeholders Do commit to making change happen Do picture what the new organization looks like Do be an authentic leader and change core cultural values Do think about instituting a shared governance model Do strive to be a high-reliability organization 22 High-Reliability Organization Patient Safety is the Core Value

23 Extreme Ownership R + A + A e s p o n s i b i l i t Y u

t h o r i t y c c o u n t a b i l i

t y 24 Transformation Donts Dont

Dont Dont Dont Dont Dont Dont Dont Dont Dont Dont same Dont Dont follow the steps for effective transformation focus keep trying the new flavor of the month X 12 collaborate establish goals and/or prioritize

provide clarity around expectations establish meaningful metrics analyze data to make decisions improve outcomes accept that health care is changing be innovative; just keep doing the same ole ole engage everyone keep those who dont meet expectations 25 Rules to Live By The secret of our success is that we never, never give up. Wilma Mankiller You don't have to be a genius or a visionary or even a college graduate to be successful. You just need a framework and a dream. Michael Dell For success, attitude is equally as important as ability. Walter Scott I attribute my success to this I never gave or took any excuse. Florence Nightingale Success is a journey, not a destination. The doing is often more important than the outcome. Arthur Ashe

Strive not to be a success, but rather to be of value. Albert Einstein The road to success is always under construction. Lily Tomlin There are no secrets to success. It is the result of preparation, hard work, and learning from failure. Colin Powell Some people dream of success, while other people get up every morning and make it happen. Wayne Huizenga Success consists of going from failure to failure without loss of enthusiasm. Winston Churchill Its not what you preach, its what you tolerate. Leif Babin 26 27 References Willink, J. Babin, L. Extreme Ownership: How U.S. Navy SEALs Lead and Win. St. Martins Press. New York. 2015 Abrashoff, D.M. Its Our Ship. Hachette Book Group. New York. 2008. Sadum, R. Bloom, N. & VanReenan, J. Why do we undervalue competent management?. Harvard Business Review. Sept-Oct. 2017. State of the American Manager. Analytics and Advice for Leaders. Gallup. 2015

Kohn, L. How to lead like youre skiing the glades. Chatsworth Consulting Group. Feb. 18, 2017. 28 How Can Diane Bradley Help You? Basic Field Guide to Health Care Quality a primer for anyone who needs to learn more about quality with actual examples. Lead auditor for DNV to help you prepare for survey. Have helped hospitals to be successful in the accreditation process from Year 1 forward. Mentored new Chief Nursing Officers. Worked with Quality Directors to improve the selection of meaningful quality metrics. Facilitated numerous retreats for board members, physicians, senior leaders and middle managers to improve collaboration and build relationships. Using the Baldrige criteria, assisted in preparing organizations to submit application for state quality award. Conducted mock surveys to ready organizations for CMS, TJC, HFAP, and state surveys. Reviewed Plans of Correction to mitigate further deficiencies with 100% success rate. Assisted in developing and revising Quality Plans, Emergency Operations Plans and Medical Staff Bylaws and Rules & Regulations to assure compliance with standards.

Provided guidance and education regarding data collection, analysis, and selection of initiatives to improve outcomes and the patient experience. 29 Get in touch with us. For more information about our consulting services, please visit www.healthtechs3.com, or contact us through phone or email. Dallas Office Brentwood Office Our Phone 2745 North Dallas Parkway, Suite 100,

Plano, TX 75093 5110 Maryland Way, Suite 200 Brentwood, TN 37027 Main Office: 615.309.6053 My Direct Line: 585-671-2212 Email / Website Diane Bradley [email protected] m 30

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