Hardwiring Excellence: Purpose, Worthwhile Work, Making A Difference

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  • Edition: 1st
  • Format: Paperback
  • Copyright: 2004-03-01
  • Publisher: Rittenhouse Book Distributors

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A "textbook with passion", Hardwiring Excellence offers a road map and practical how-to guide for creating and sustaining a culture of service and operational excellence. In this book, author Quint Studer, CEO of Studer Group, draws on his personal experience as a former hospital executive who led two organizations to the top 1% in patient satisfaction and his experience coaching hundreds of healthcare organizations since. Studer, a nationally acclaimed educator, coach, and thought leader in healthcare today, is a master storyteller, mixing "chicken soup style" stories with personal insight, simple tools, and in-depth recommendations on how good organizations can become great ones. Based on Studer Group's Nine Principles SM, Quint Studer shows how to retain more employees; ensure better customer service; build strong leadership, align organizational values, goals, and results; increase communication; reward and recognize individual success while also requiring accountability; and move operational performance for better financials, market share, and growth. At the core of the journey, he says, is a sense of purpose, worthwhile work and making a difference. When organizations learn how to harness this passion in their employees, they create a success spiral with ever increasing momentum.

Table of Contents

Chapter One: My Journey to Becoming a Fire Starter 1(24)
Chapter Two: Healthcare Flywheel 25(20)
Connecting Back to Purpose, Worthwhile Work, and Making a Difference
How to Stay Self-Motivated
How Prescriptive To-Do's Drive Change
Chapter Three: Principle 1: Commit to Excellence 45(16)
Five Pillars: People, Service, Quality, Finance, and Growth
How to Align Organizational Values, Goals, and Results
Chapter Four: Principle 2: Measure the Important Things 61(14)
Using Measurement to Diagnose Problems and Improve Processes
How Measurement Aligns Leader and Employee Behavior
How to Interpret Data and Increase Patient Satisfaction Rankings
Chapter Five: Principle 3: Build a Culture Around Service 75(34)
Using Service Teams to Drive Improvement
Developing Key Words at Key Times
How to Conduct Discharge Phone Calls
Chapter Six: Principle 4: Create and Develop Leaders 109(30)
The Five Phases of Organizational Evolution
How to Move Operational Performance (Overcoming the Wall)
Organizing a Leadership Development Institute
Chapter Seven: Principle 5: Focus on Employee Satisfaction 139(28)
Rounding for Outcomes
How to Effectively Use an Employee Satisfaction Survey
Chapter Eight: Principle 6: Build Individual Accountability 167(22)
Employee Selection: Peer Interviewing and Behavioral-Based Questions
Early Retention: 30- and 90-Day Interviews with New Employees
How to Harvest Intellectual Capital with a Bright Ideas Program
Chapter Nine: Principle 7: Align Behaviors with Goals and Values 189(22)
Implementing an Objective and Effective Leadership Evaluation Tool
Tools to Support Leader Evaluations
Chapter Ten: Principle 8: Communicate at All Levels 211(20)
Managing Up: How to Eliminate the "We/They" Phenomenon
Communicating: Employee Forums and Communication Boards
The Power of Storytelling
Chapter Eleven: Principle 9: Recognize and Reward Success 231(24)
How To Maintain a Positive Relationship Compliment-to-Criticism Ratio
The Value of Reward and Recognition Teams
How to Hardwire Thank You Notes
Conclusion 255(12)
Acknowledgments 267(3)
Resources 270(4)
Index 274

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