The Beryl Institute - Patient Experience Conference 2015 The Leader’s Role in Creating and Supporting a Patient Experience Culture Emily Marcelli, FACHE, MHA, MSHS Corporate Director of Patient Experience NewYork-Presbyterian Carol Santalucia, MBA Vice President CHAMPS Patient Experience / Santalucia Group
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The Leader’s Role in Creating and Supporting a Patient Experience Culture
Emily Marcelli, FACHE, MHA, MSHS Corporate Director of Patient Experience
NewYork-Presbyterian
Carol Santalucia, MBAVice President
CHAMPS Patient Experience / Santalucia Group
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CHAMPS Patient Experience / Santalucia Group
Vis
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• Create strong patient-centered cultures by leveraging both people and process.
Mis
sio
n • To ignite passion and purpose throughout healthcare to inspire and sustain a culture of empathy, service and respect.
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The Critical Role of the Leader
Leaders
Set the tone for the patient experience.
Provide examples for others to follow (good or bad).
Have the power to inspire or discourage those
around them.
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Our Philosophy
Lead with Strength and Empathy
Employees want/need the
same consideration
and connection as our patients.
Using empathy as a leadership tool builds trust and strengthens
relationships with employees.
Using empathy doesn’t
undermine your strength as a
leader.
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What it Means…
Strong Leaders
• Strive for respect, order, compliance, etc.
• Reinforce policies and rules; carry out orders from above.
• Ensure consistency and fairness among their team.
Empathetic Leaders
• Care about employees’ emotions.
• Encourage teamwork and employee engagement.
• Give the benefit of the doubt.
• Step in to help when needed or asked.
Leaders with Strength and Empathy
• Establish clear expectations.
• Manage expectations.
• Acknowledge difficulties.
• Remove barriers.
• Coach for success (positive and constructive).
• Inspire and motivate.
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Example: An employee is consistently late.
Strength
• Reinforce the policy.
• Ensure consistency among the team.
• Make certain that employee respects you as a leader.
Empathy
• What is going on with the employee?
• Is there something I can do to help?
• Is this typical behavior?
Strength and Empathy
• Acknowledge the issue.
• Seek to understand.
• Re-establish expectations.
• Inquire what you can do to help.
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Creating the Optimal PX at NYP
Engaged by NYP
• Service recovery training for frontline staff.
Pre-work Assessment
• Conducted organizational assessment to learn NYP’s unique culture and customize the service recovery curriculum.
CHAMPS Patient Experience / Santalucia Group & NewYork-Presbyterian
The Approach
8-hour, highly interactive class
Shared tangible leadership skills.
Provided an opportunity to practice skills in a safe environment.
Allowed for meaningful discussions, acknowledgment of shortcomings and pushback.
Obtained leadership commitment to advance the patient experience.
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Our Curriculum
Empathetic Communication
Service Recovery
Step Up Your Strength
Coaching Personal
Accountability
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Empathetic Communication
Review and practice specific communication
skills to be used with patients, families and
co-workers.
Focusing on making the emotional connection.
Learning how to convey empathy.
Understanding the impact of empathy.
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Impact of Expressing Empathy
Takes off or shuts down
Coolsoff/disarms
Person feels isolated, alone, misunderstood
Connection made; person feels reassured, heard, respected
Expression of Empathy
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Service Recovery
Practice the service recovery communication model and reiterate how to support employees to practice effective service
recovery.
Acknowledge challenges and express empathy.
Apologize for disappointments and unmet expectations.
Amend concerns.
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Step-Up Your Strength
How do you feel?
Resolve any mixed feelings you have
about service standards.
Take a stance No behavior is too small.
Communicate with strength and empathy
Create an optimal patient
experience.
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Coaching
Observe
behaviors in action (or not)
Provide
timely, specific feedback
(both positive and negative)
Be
generous with compliments
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Personal Accountability
Shift thinking about accountability to focus on personal
accountability.
Gives you control over your own
actions and your own success.
Helps you be more effective and more
successful with peers and co-workers.
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Accountability: Review• “I am responsible, self-
empowered and accountable for understanding my role, the tasks, the final deliverable, and the impact to my team and my organization.”
• “It is up to me to be clear and successful in my role.”
• “If (when) obstacles or conflicting priorities arise, it is still up to me to gain focus and create greater effectiveness. No fault, no blame, no gossip, no guilt.”
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• 250 Internal Trainers have taught 15,500 NYP Staff
NYP Staff Training: ‘Communicating with Empathy’
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Feedback
“Presentations like this are why
NYP is such a great place to
work.”
“I will be a better employee and role model for my staff.”
“I now have a clear understanding of
my role as a leader in the overall NYP
mission.”
“The leadership binder is incredible – so often we get great information and have
no idea how to put it into practice with our staff.”
“I learned how to communicate with
strength and caring and not to avoid coaching
uncomfortable situations.”
“I never considered
empathy to be a leadership skill.”
“ I know I am the manager of my
department – but I never saw myself as a
‘leader’ before.”
“I learned to always remember the reason
we are here is the patient – and to
always try and make the experience the
best possible.”
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Early Results
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Trend of Overall Scores
82
82.5
83
83.5
84
84.5
85
85.5
86
86.5
87
87.5
Q1,2010
Q2,2010
Q3,2010
Q4,2010
Q1,2011
Q2,2011
Q3,2011
Q4,2011
Q1,2012
Q2,2012
Q3,2012
Q4,2012
Q1,2013
Q2,2013
Q3,2013
Q4,2013
Q1,2014
Q2,2014
Q3,2014
QTD YTD
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Beyond the Numbers
Leaders and employees…
• Understand their role and its impact.
• Embrace a common language.
• Express great pride in their role.
• Demonstrate ownership of the patient experience.
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Sustainability
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In-Service Guides
• “The ‘Manager’s In-Service Guide’ provided all the tools needed to keep the message alive all year. Thank you!”
• “A great training session focusing on elements of both the patient experience and also interactions with our peers and colleagues. I will use the Manager’s In-Service Guide every day!”
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Huddle Messages
“Up to 93% of our patient communication is
non-verbal. What is your posture saying?”
“Think positively about your encounters with your
patient. What is it that you love about your job?”
“Pretend as if you were teaching your child how to do something for the first
time, every time you explain something new to a patient.”
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