Читать книгу Raising the Bar on Service Excellence - Kristin Psy.D. Baird - Страница 2

Where did all the patients go? When were they replaced with savvy, well-informed consumers with high expectations of their health care providers?

Alas, life used to be so easy when we health care leaders knew for certain that we were in charge of health care. When we could tell the patients how things were going to be. When we could design services and processes for both our convenience and the physicians' preferences.

Today, however, we are operating in an era of consumer-driven health care. Transparency and consumer demand are forcing us to deliver our services in new and different ways. This shift requires a set of well-developed leadership skills that will elevate our organizations to a new level - one more patient-centric than provider-centric. For most health care organizations, this requires a culture shift directed by talented, multifaceted leaders.

Experience has shown that there is an art and a science involved in the process of shifting organizational culture. The science of a culture shift involves having the right people, processes and priorities in place. The art of culture-shifting requires passionate leadership and the ability to engage people at all levels of the organization.

Some might say that it is the passion, above all else, that determines a leader's ability to impact the culture. I'll never discount the importance of a leader's passion, but passion alone cannot possibly transform the culture. Passion must be coupled with each of four other essential elements in order to become more than a state of mind or one person's dream. First, a passionate leader must be able to clearly articulate priorities that align the organization on a clear path toward goals. Second, with priorities established, the passionate leader must have the right people doing the right things in order to move the organization forward in pursuit of the prioritized goals. The third essential is to have processes and systems in place that will support the people in order to maximize their efforts. And finally, a passionate leader will have the ability to help each individual define and foster a sense of purpose that furthers the goals of the organization.

When combined with people, priorities, and purpose, a passionate leader creates an unstoppable momentum that can transform entire organizations. And when the process allows that passion to be communicated from the top down (as well as the bottom up) in an organization, the results are amazing. Passionate leadership, combined with a grassroots approach to engaging the hearts and minds of all staff, is the secret to making significant changes.

This book is the result of a journey spanning the 30 years of my health care experience. It encompasses lessons learned at the bedside as well as those acquired in the executive suite. The one resounding lesson I have learned through the years is that a culture of service excellence requires persistence, insistence and consistence in order to move from good to great.

I think of the current era as the end of the Third Generation in customer service. The First Generation began in the late 1980s and early '90s. During this stage, health care leaders looked up one day and said, “Uh-oh, consumers expect us to serve them according to the same service standards held by other industries. How can that be? We are different. We are more sophisticated. We have powers to cure the sick and make the lame walk again.”

During that First Generation, many health care leaders believed that this customer service fad would go away. Relatively few health care leaders saw our patients as active, informed consumers with a choice. At this phase many of us poured money into advertising to tell the world just how compassionate we were. Commercials filled the airwaves and printed materials poured into mailboxes (and, ultimately, landfills.) And, lo and behold, nothing really changed.

The Second Generation began in the late 1990s. In this period, health care organizations began actively measuring patient satisfaction. At first, many providers confused measuring satisfaction with actually taking action to change the patient experience. It took some time for us to figure out that simply measuring satisfaction wasn't going to change experience and ultimately raise satisfaction scores. But as the science of measuring patient satisfaction evolved, so did the providers' insight into what it would take to change the patient encounter. Once we understood that we had to change the way we did things in order to change the scores, many of us made significant changes in improving patient satisfaction, and the results were measurable if not palpable.

We are now at the end of the Third Generation, which began around 2001. During this period, we have invested in leadership development, staff training, and recognition. We have sought out best practices and learned from the stars. Many of us believed our organizations had finally “arrived.” We breathed a sigh of relief that we could finally rest easy, knowing that our patients loved us. We have been doing the right things, and our satisfaction scores proved it. All was right with the world. But this time of self-congratulation was merely a blip on the radar screen as we begin to usher in another era.

Now we're stepping into the Fourth Generation, and our greatest challenge is to continue raising the bar. It's no longer acceptable to rest on the laurels of clinical quality, or to pat ourselves on the back for winning awards or hitting the 99th percentile in satisfaction. All of that can change in an instant if we don't have a strong foundation. HCAHPs, and social media such as patient blogs, are telling patients' stories publicly. Regardless of where you have been on the journey to service excellence, the consumer continues to raise the bar.

Now, clinical quality is simply a given. Today's consumers expect you to deliver competent services. What they want is a totally seamless experience anchored in trust. And we continue to fall short. The bottom line is this: You simply cannot implement your strategic plan if you don't have the culture to support it. That culture is about people doing the right things, at the right time, for the right reasons.

There is truth in the adage, “You never get a second chance to make a good first impression.” Most of us accept the inherent truth in this statement. But when it comes to our patients' experience, we still leave so much up to chance. Some holdouts want to keep making excuses because, they say, health care is a unique field and therefore cannot be held to the same customer service standards as other industries.

It's true: health care is an unusual business. Just consider a few of the characteristics that differentiate our industry from others:

•Our customers are vulnerable and often in pain, physically and/or emotionally, when they present themselves to us. Knowing that our customers put their very lives in our hands is often a daunting - even humbling - experience for many health care professionals.

•Each customer group brings a vast range of expectations to its encounters with us. Consider the expectations of physicians compared to those of patients and employees. Each has a set of variables that influences their degree of satisfaction, engagement and, ultimately, loyalty. Some of these variables overlap, while some are important only to a single group. Either way, we have a responsibility to excel in all areas in order to recruit and retain the best talent and build a loyal customer base at the same time.

•Regulations and reimbursement are factors as well. In the health care field, we serve many masters in addition to the patient. Regulations have been put into place to ensure a prescribed standard for quality. While necessary, much of the associated documentation is laborious and time-consuming, and it places additional pressure on staff. The same person we expect to spend time with patients and be attentive at the bedside is also the source of data that must be entered into the computer, as the right documentation is needed for seamless communication and good clinical results, as well as for financial reimbursement.

Okay, we're different. That said, we need to stop playing the “we're different” card and start recognizing that consumers don't care about our workload or the regulations behind the scenes. They care about their experiences with us. It's time to raise the bar on service in health care. That means designing a predictably positive patient experience. And this won't happen by chance - it must happen by design.

Over-promising and under-delivering: A prescription for disaster

For years, marketers have created tag lines and brand identities promising consumers the best, friendliest, and most compassionate health care. Often disconnected from the end product, the brands were created for the advancement of business without engaging staff, and holding every employee accountable for living the brand promise. As we prepare to enter the Fourth Generation, organizations are becoming more aligned to living the promise. Engaged employees, standardized systems, and ongoing staff development help to maintain this necessary standard. Transparency in pricing and reporting are two additional elements that have raised the bar for health care. For the first time, through HCAHPs, hospitals will be rewarded financially for their transparency in reporting patients' opinions of their services.

I have spoken to representatives of hundreds of health care organizations across the country, and at times have asked them to call to mind companies best known for their stellar customer service. Predictably, Disney, Nordstrom, The Ritz-Carlton and Neiman Marcus frequent the list. But in the hundreds of times that I have asked this question, no one has ever mentioned a health care organization. How appalling! If service is at the very core of our business, why are we not among the best-of-the-best?

The very essence of our work is the ultimate human service. When people turn to us, they are at their most vulnerable. They are often frightened, under stress, and in need. During our encounters, these customers want nothing more than to be able to trust us with their very lives. When they cross the thresholds of our hospitals, clinics and long-term care facilities, they are placing their trust in us. How often do we meet or exceed their expectations? Even more importantly, how often do we disappoint them?

My hope for all of us who are striding confidently into the Fourth Generation of customer service is that we can make the changes necessary to earn the consumers’ top-of-mind position for service excellence.

Patients don't just bring us their business. They honor us with their trust each time they engage in a provider/patient encounter. Building that trust is essential. It is an honor to care for our patients during their most vulnerable times. In order to raise the bar on service excellence, we need to create and foster a culture that engages every person in a unified mindset that makes patient trust a top priority.

Every time a patient comes into contact with a health care organization, he has dozens of moments of truth, deciding if we are who and what we say we are. Everything a patient sees, hears, feels and experiences while in our care should instill trust. This requires that we consciously take charge of the patient experience pathway, managing every moment of truth along it to create a predictably positive patient experience.

I have found that the health care leaders whose organizations are among the best in customer service share the “5 Ps” - five consistent principles in their leadership approach. These five principles are Priority, People, Process, Purpose and Passion. The remaining chapters explore the 5 Ps in more depth, but for the sake of an overview, the following is a synopsis of these principles:

Priority

The best leaders will not only recognize that service must be a top priority, they will be able to communicate that message and put enough energy and resources behind it to successfully gain a loyal following committed to the cause. Even though most leaders will tell me they set customer service as a top priority, there are relatively few organizations where I find that to be true. Making an occasional statement about priorities and actually living those priorities are two different things. Good intentions aren't enough. In Chapter One you will review some of the most important steps in establishing service as a true priority and putting specific actions into place that support that intention.

People

Successful organizations know that their work force, not the items that show up on the balance sheet, is their greatest asset. Leaders often claim this, but does the core of the organization really feel it? Hiring right, developing talent, and holding people accountable are among the common denominators found in the most successful organizations. But we often miss some of the most obvious opportunities for preserving the human asset in the work force. Chapter Two provides insight and tools for hiring and developing your work force into a high-performing, mission-driven and patient-centered team.

Processes

Are you who you say you are? Are the patient experiences consistent from day-to-day, person-to-person, and department-to-department? Successful organizations have mastered the art and the science of putting systems in place that create a predictably positive patient experience but give enough latitude so that employees can exercise some degree of discretion when problems arise. These systems standardize some of the most common situations and give structure to the service initiative itself. In Chapter Three, you will learn how to assess the patient experience pathway and determine where you might need to improve processes and systems in order to ensure a consistently positive patient experience.

Purpose

High-performing organizations have an engaged workforce in which each individual is crystal clear about how his or her role contributes to the mission and to the customer experience. Leaders who can help individuals form a strong connection to purpose will have one of the most essential elements in place. When each person feels that his or her contributions are for the good of the whole, the organization is more unified under a global purpose. Chapter Four gives examples of how to foster a sense of purpose among the members of your team and shares valuable insights from best practices.

Passion

There's another adage that states, “Love what you do and you will never work a day in your life.” Although the subtitle of this book promises to help the reader to put passion into practice, I intentionally left the chapter on passion until the end. Leading with passion helps everyone to stay connected to the heart: the human side of health care services. The words “courage” and “encourage” have the same root meaning : heart. When I think of passionate leadership, I think of leadership that emanates from the heart. It takes courage to lead from the heart because passionate leaders put themselves “out there” every day, allowing themselves to be bit vulnerable by putting their hearts on the line. Passionate leaders also encourage others. They speak to others' hearts by encouraging them to be at their very best.

But passionate leadership alone is not enough. A leader can be passionate in his or her beliefs and in the quest for excellence, but without the other four fundamentals, will not have the tools necessary to raise the bar to the next level. It is only when the passionate leader can set priorities, foster efficient processes, and engage the grassroots, that he or she will see measurable and sustainable results. In addition to all of these essential traits, the health care leader must be committed to taking an honest look at himself and setting goals for personal development. For this reason, I have concluded each chapter with a series of questions for personal reflections along with some action steps to help set personal goals.

These are tough times in health care. But the path to a brighter future is paved with challenges. As leaders, we must rise to the challenges at hand and refortify ourselves with new tools and new strategies to strengthen the future of health care for our work force, our patients and ourselves.