What Every CEO Needs to Know about Leading the Patient ... · 2017-04-11 · Transforming culture....

What Every CEO Needs to Know about Leading the Patient ExperienceKristin Baird, RN, BSN, MHA, President/CEO of Baird Group

April 11, 2017

Improving the Patient Experience

Who We Are

www.theberylinstitute.org

The Beryl Institute is the global community of practice dedicated to improving the patient

experience through collaboration and shared knowledge.


Our Commitment


As a community, we commit to:

• Elevating the importance of experience across all care settings• Generating, collecting and sharing ideas and proven practices• Engaging a broad range of voices and views• Putting patients, families and care partners first• Recognizing the value of the entire healthcare team• Reinforcing experience encompasses quality, safety, service, cost,

and outcomes


Membership Provides Access to:

- The Beryl Institute

Defining Patient Experience

• In order to obtain patient experience continuing education credit, participants must attend the program in its entirety and return the completed evaluation.

• The planning committee members and presenters have disclosed no relevant financial interest or other relationships with commercial entities relative to the content of the educational activity.

• No off label use of products will be addressed during this educational activity.

• No products are available during this educational activity, which would indicate endorsement.

PX Continuing Education Credits


This webinar is eligible for 1 patient experience continuing education (PXE) credit. Participants interested in receiving PXEs must complete the program survey within 30 days of attending the webinar. Participants can claim PXEs and print out PXE certificates through Patient Experience Institute. As an on demand webinar, it offers PXE for two (2) years from the live broadcast date.

Our Speaker

Kristin Baird, RN, BSN, MHA@KristinBaird | [email protected]


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What Every CEO Needs to Know About Leading the PX

Kristin Baird, RN, BSN, MHA

@KristinBaird

Transforming culture. Shaping patient experience 10Transforming culture. Shaping patient experience 10Transforming culture. Shaping patient experience. 10

What we’ll cover

• Explore what Patient experience Professionals (PXPs) wish their CEOs knew about leading the patient experience.

• Examine case examples of high performing organizations.• Identify gaps between PXP priorities and those of the

CEOs• Review communication strategies to bring PXPs and

senior leaders together.• Discuss the art of asking for what you need


Polling question

• Are you, or is at least one person in the room with you, a member of the C-suite. – Yes– No


What you wish your CEO knew,would do, and how to be more

supportive of you.


Information sources

• Collected responses from attendees at The Beryl Institute’s Patient Experience Conference 2017 in March

• Registrants for this webinar answered the three questions

• Interviews


You wish your CEO knew:

• That he/she must own the PX– Communicate about the importance daily– Model behaviors you want to see in others– Hold everyone accountable

• That the PX is a journey NOT a project• That resources must be devoted to PX• That this isn’t just about HCAHPS scores

Transforming culture. Shaping patient experience 15Transforming culture. Shaping patient experience 15Transforming culture. Shaping patient experience 15

Employee engagement is a key

driver.

Engagement of doctors is crucial.

You are more powerful if you

come on rounds not send an email.

PX isn’t fluff.

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What you wish your CEO would do differently

• Be more visible – Round on patients (#1 answer)• Engage senior leaders more• Make PX a top priority in the organization• Value employee engagement as core to PX• Have ongoing discussion of PX and its relevance• Commit resources to PX

– CXO & department– Training

It doesn't become a great patient experience

environment just because you tell people

to make it happen.

Believe that it leads to better outcomes

including financial, decreased medical errors and patient satisfaction.

Believe that it leads to Believe that it leads to

and patient satisfaction.

Fund a proper structure for Experience Support.

to make it happen.to make it happen.to make it happen.to make it happen.to make it happen.to make it happen.

Believe that it leads to Believe that it leads to

and patient satisfaction.and patient satisfaction.and patient satisfaction.and patient satisfaction.and patient satisfaction.and patient satisfaction.to make it happen.and patient satisfaction.to make it happen.and patient satisfaction.

Role model rounding on direct reports.


How can your CEO be more supportive of you and your role?

• Take the lead!• Deliver consistent and frequent messaging

– Embed in all public and internal communication

• Maintain a positive outlook even when frustratedMaintain a positive outlook even when

Lead by example, spend time talking 1-1 with frontline

staff.

Maintain a positive outlook even when

Be present.Involve the PFAC.

Maintain a positive outlook even when Make self more visible and talk

to people at the frontline.

Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Maintain a positive outlook even when Lead by

example. Spend time talking 1:1 with frontline

staff.


Have patient experience have more emphasis and be a higher

priority on the agenda with leadership across our system.

Routinely engage with our patients directly in each of the ways they

interact with our company: Take calls in the call center, meet study

participants in one of our clinical trials, respond to a customer complaint, etc.

Transforming culture. Shaping patient experience 19Transforming culture. Shaping patient experience. 19Transforming culture. Shaping patient experience.Transforming culture. Shaping patient experienceTransforming culture. Shaping patient experience.Transforming culture. Shaping patient experience 191919


Questions for CEO• What’s most important to you about the PX?• What do you wish everyone knew about their

role?• What do you wish every leader would do to

improve the PX? • How do you measure success?• Biggest frustration? • Magic wand?

Questions for CEOWhat’s most important to you about the PX?What do you wish everyone knew about their

You are it. You are the one to make the PX

amazing or not.

What do you wish every leader would do to

How do you measure success?

What do you wish every leader would do to Scores but also rounding and

talking to staff. How do you measure success?Biggest frustration?

Never ending.

What do you wish every leader would do to improve the PX? How do you measure success?Biggest frustration? Magic wand?

Scores but also rounding and

talking to staff.

What do you wish every leader would do to What do you wish every leader would do to For every person to feel what it is to exceed

patient or co-worker expectations. Once you know you have it – you

can do it always.


CEOs

• You can never turn your back on it. It is ever-present.

• Frustrated that this is obvious yet elusive• Impatient with the slow movement• Metrics matter – HCAHPS and anecdotal• Recognizes the inconsistency


Best Practices• Top leadership recognize that culture is core• Leaders have a clear vision for the culture of the

future and communicate it in a way that drives alignment

• Senior leaders take full ownership for culture of engagement. Share a clear strategy and communicate consistently

• Resources are devoted to training and creating a structure for oversight


• PX leader has a seat at the c-suite level and seen as a valuable resource

• CEO and other senior leaders are visible, rounding and interacting regularly (Sacred 60)

• Clear metrics and reporting• Leadership development is ongoing and

robust• Clear accountability for results at all levels


ThemesPXPs want:

• CEO to be more visible and round consistently• CEO to lead the way and communicate the

importance of the PX to reinforce culture• All leaders to be accountable and hold their

people accountable• Leaders to place higher value on PX. It’s not fluff• Greater focus on employee engagement and

culture


Communication Gaps & Opportunities

PXP

• We need the CEO to be the leader & model the behaviors.

CEO

This has been delegated to the PX leader/department.

I’ve said it’s a priority. It’s in our strategic goals.

Why is this so hard?

Come together and discuss:• What are the PXP’s

expectations of the CEO?• What are the CEO’s

expectations of the PXP?• What do each of them see as

realistic?


Communication Gaps & Opportunities

PXP CEO• Just do it!

Come together and discuss:• What resources are most

essential for success?• Are you leveraging key

stakeholders including Exec. Team members?

• What do each of you see as realistic?

• Clearly articulate what you need from one another.

He/she doesn’t understand how difficult this is! We need time.

I don’t have the resources!

It’s only a priority in theory. We aren’t funded to do the training needed to make real change.


If you don’t ask, you don’t get. Mahatma Gandhi


“If you could kick the person in the pants responsible for most of your trouble, you wouldn't sit for

a month.”

Theodore Roosevelt

Questions?

Kristin Baird, RN, BSN, MHA@KristinBaird | [email protected]


Thank you for participating!

Please look for a post- webinar evaluation coming soon.


Thank you for participating

What Every CEO Needs to Know about Leading the Patient ... · 2017-04-11 · Transforming culture....

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