101 Answers To Questions Leaders Ask

by Studer, Quint

• ISBN13: 9780974998626
• ISBN10: 0974998621
• Format: Paperback
• Copyright: 2005-04-30
• Publisher: Fire Starter Pub

Summary

In 101 Answers to Questions Leaders Ask, Quint Studer offers practical, prescriptive solutions to some of the many questions he's received from health care leaders around the country since the debut of ''Ask Quint'' on the Studer Group website more than four years ago. Informed by best practices in a national learning lab of health care organizations, Quint shares his insights on how to deliver excellent patient care, engage employees, and improve physician relations for access, growth and strong financial performance. In short, Quint's answers accelerate the leadership learning curve. Questions are organized by topic, making he book valuable as a reference point for specific issues or on-the-spot problem-solving.

Table of Contents

Chapter 1 How Can I Better Evaluate the Performance of My Employees?	1	(12)
1. What are high, middle, and low performer conversations?
2. How do you sequence the high, middle, and low performer conversations at the leader level?
3. Do you use technical ability in classifying high, middle, and low performers?
4. When re-recruiting high performers, what if certain departments don't agree on ratings?
5. Do excessive unplanned absences make an employee a low performer?
6. How do I deal with a staff member who thrives on gossip?
7. How can one employee confront another one on behavior?
8. What if an informal leader isn't on board?
Chapter 2 How Can I-and Why Should I-Hardwire the Must HavesSM in My Organization?	13	(56)
9. How can we turn the Healthcare Flywheels' faster?
10. What's the best way to ensure unit managers are rounding?
11. How do we implement senior leader rounding?
12. How can we take senior leader rounding to the next level?
13. How do we overcome resistance to senior leader rounding?
14. Should senior leaders round on patients?
15. What do we do if the Leadership Team and the CEO hear conflicting messages during rounds?
16. Is rounding on patients simply "checking up on your staff"?
17. Do patients appreciate rounding?
18. How do you maximize support department rounding for small areas?
19. How can house supervisors round effectively?
20. What is the best way to approach rounding in ICUs?
21. How do we improve rounding in outpatient surgery?
22. How is rounding in an outpatient or physician office setting different from rounding in a traditional hospital setting?
23. Can thank you notes be insincere?
24. Is there a downside to thank you notes?
25. How do you calculate the number of thank you notes to send?
26. When the manager and peer interviewers don't agree on a candidate for hire, who makes the final decision?
27. What questions should I ask new employees?
28. Can you share questions for exit interviews?
29. What if we don't have time to make discharge calls?
30. How can we prevent multiple calls to patients?
31. How can we make sure discharge phone calls are JCAHO and HIPAA compliant?
32. Is there a benchmark for emergency department callbacks?
33. Can you share key words for discharge phone calls?
34. How do you create buy in for key words (i.e., scripting)?
35. How do we measure staff participation in using key words?
36. Are key words for phone answering necessary?
37. Do you have key words for communication with family members?
38. Can you recommend key words for response to call lights?
39. Can you suggest some key words to improve bed turnover?
40. How do we overcome resistance to common key words that all employees are expected to use?
41. Should evaluations and raises be tied together?
42. What should we do if leaders give late evaluations?
Chapter 3 How Do I Become a Great Leader?	69	(10)
43. What is the difference between a "leader" and a "manager"?
44. How important are mission and vision in cultural transformation?
45. How can I create a ripple effect as a new director of a unit?
46. What level of leader should attend Leadership Development Institutes?
47. What do you recommend that leaders read who are committed to this journey?
Chapter 4 How Can I Better Engage My Staff?	79	(36)
48. Are there any "best practices" for improving employee satisfaction?
49. How much does increased turnover cost the hospital?
50. How can I make my staff's jobs better?
51. What kinds of questions can we ask for good interdepartmental feedback?
52. How can we get people on board?
53. How can we keep employee forums valuable and energizing for staff?
54. How can we encourage employees to submit "bright ideas" that are financially sound?
55. What are the most difficult issues for a new supervisor in an organization?
56. What is the best way to develop a Standards Team?
57. What do you recommend regarding the use of 360s in peer reviews?
58. As a working supervisor, how do I approach my staff when handling complaints?
59. How do we handle anonymous complaints?
60. How can I recognize and reward non-patient care staff?
61. How do we provide recognition for night shift employees?
62. How can we motivate staff to use white boards consistently?
63. How can I continue to buy in when my supervisor doesn't?
64. How can we help other leaders hold up the mirror?
65. What do I do if I disagree with my supervisor's opinion of my performance?
66. How can I work more efficiently reporting to multiple leaders?
67. What is your advice for performance appraisals for frontline employees?
68. How can we ensure our efforts speak to all cultures?
69. How can we fill nursing leadership positions on an interim basis?
70. What role do volunteers play?
Chapter 5 Why Is Measuring Results So Important?	115	(12)
71. How should the strategic plan align with the Five Pillars?
72. What are good yearly goals for facilities?
73. How can we better create accountability in our organization?
74. How quickly should accountability be hardwired into the leader evaluation process?
75. Should leaders be held accountable for unit-specific results?
76. How can we foster open communication with our customers about patient satisfaction results when our results are less than desired?
77. How can we communicate dashboard data in a timely fashion?
Chapter 6 How Can I Raise Patient Satisfaction?	127	(26)
78. What's the best way to make gains in patient satisfaction?
79. Is 100 percent satisfaction possible?
80. Realistically, how high should we set our patient satisfaction score goals?
81. How can we increase employee ownership of the patient survey tool?
82. What strategies can we use to increase response rates to surveys?
83. What is the role of patient relations?
84. Does the rating point scale on the patient satisfaction tool matter?
85. Should we focus on employee or patient satisfaction first?
86. How can the emergency department (ED) institute a new mentality?
87. How can we better manage patients' perception of wait time in the emergency department (ED)?
88. How can I get buy in for bedside registration in the emergency department (ED)?
89. How can a support department like human resources improve its score?
90. How can we improve response to call lights?
91. How can staff better manage multiple patient requests?
92. How can we increase patient satisfaction for meal service in hospitals?
93. What makes a good waiting room experience?
94. How can we raise our food temperature satisfaction?
95. Can you help us improve our cleanliness scores on our patient satisfaction survey?
96. Is writing an apology appropriate for service recovery?
Chapter 7 How Can I Improve Physician Relationships?	153
97. What are the drivers for physician satisfaction?
98. What can I do about disruptive physician conduct?
99. How can we make nursing phone calls to physicians more effective?
100. Should we have a Physician Satisfaction Team?
101. Can I apply your principles to my surgical group?