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By Kristin Baird
I have the utmost respect for leaders who deal with toxic behavior head on. Many healthcare leaders still look past the gossips and groaners because they have good technical skills. Some leaders feel they have to tolerate the moaners and complainers because they need a person to fill a slot in the schedule. The problem is, there will be another slot next week and the week after. And what happens to the rest of the team while you keep filling shifts with toxic people? The culture erodes and so does your reputation. A few months ago, I was coaching a leader who was having difficulty taking the final step in terminating a toxic individual. Her biggest challenge was that “Toxic Tilly” was a technical wizard. Unfortunately, she demanded perfectionism in all things from her teammates. Nothing was ever good enough, and Tilly was always there to point that out to everyone. After giving Tilly both written and verbal warnings, “Carol” called me and said, “It’s decision-making day.” In her organization, that means it is the turning point of termination. She described the precipitating event (which was the final straw) in deciding to terminate. She had had enough. Carol managed the termination like a true professional. It is never easy having to terminate someone, but Carol managed with dignity and respect. Once the dust had settled, I asked Carol what she had learned from the experience. She answered the same way dozens of other leaders have in similar situations. She said, “My only regret is that I wish I had done it much sooner. I hadn’t realized the strain it was placing on me and the rest of the team.” Coaching is always the first step. But when you know that a toxic team member isn’t changing and is bringing others down, you must take action. You owe it to your high performers and the people you serve. Looking for your Nurses Week healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success!
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By Kristin Baird
We hear so much about empathy as it relates to the patient experience. And for good reason. Empathy is what makes the science of medicine human. It’s the care in healthcare. But empathy is often lumped in with softness, which is sometimes viewed as weakness. I contend that it’s just the opposite. It takes courage to be empathetic. Here’s the thing about courage. Mark Twain said, “Courage is resistance to fear, mastery of fear. Not the absence of fear.” This is an important distinction to make. It takes courage to demonstrate compassion and empathy for others. Having empathy requires a certain degree of vulnerability. This is where heart meets courage. It takes courage to allow yourself to step into the emotion – to feel and to empathize. Real success will never be free of fear, but learning to move past it. And I do believe you can learn this. A few years ago I was working with a physician who was a brilliant diagnostician. “Dr. Smith” could assess and diagnose conditions quickly and move on to the treatment plan almost before the patient was finished describing their symptoms. The problem was – his patients couldn’t stand him. His surveys were the lowest in the system which was embarrassing for both him and his partners. He wasn’t a heartless person, he was simply objective-driven. He believed people came to him with a physical problem and that his objective was to diagnose and treat. Period. When I first met with Dr. Smith, he expected me to approach his “case” the same way he approached his – diagnose and prescribe a plan as efficiently as possible. Instead I asked him to describe what he hoped patients would say about him and their time with him. Of course he focused on clinical outcomes. So I asked him to describe what he hoped the patients would feel about their encounters. It took some digging, but I found that he really did want them to feel that he cared. As we talked, he revealed that it was hard for him to let down his guard and to demonstrate compassion and empathy. During the conversation, I tried to point out that a chief complaint isn’t really about the physical symptom, but often about the impact that symptom has on a person’s life. To take a moment to recognize that makes a patient feel validated and understood. He admitted that getting into people’s feelings was scary for him. (He used other terms, but scary is my diagnosis.) I told him that it takes courage to demonstrate compassion and empathy for others. Having empathy requires a certain degree of vulnerability. This is where empathy meets courage. It takes courage to allow yourself to step into the emotion – to feel and to empathize. We practiced some empathy statements and some non-verbal behaviors as well. I jokingly said, “Take two minutes for empathy,” but the truth is, that is a great place to start. It takes practice and consciousness. And chances are, you won’t change behavior over night. The secret is to keep going back and trying it again and again. As author Mary Anne Radamacher said, “Courage doesn’t always Roar. Sometimes courage is that quiet voice at the end of the day saying, I will try again tomorrow.” Looking for your next healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
The lobby was breathtaking with a beautiful water feature and sculptures in bronze and blown glass. The registration staff was friendly and efficient in professional and tasteful uniforms. The entire building was as beautiful as any 5-star hotel. What stood out to me during one of my mother’s last hospital admissions wasn’t the striking environment or the professional appearance. It was the personalized and attentive care demonstrated through small acts of kindness. The real WOW happened when Nurse Shelly took mom’s hand and said she was delighted to be her nurse again. Similarly, it happened again when Amber, the tech remembered how much Mom loved coffee. Amber promised to bring her a cup the minute she returned from her procedure. And did! A New Focus on WOW As healthcare organizations embrace the patient experience on a deeper more strategic level, there is greater pressure to WOW the consumer with gorgeous architecture, room service and hotel-like amenities. Consequently, what was a WOW experience five years ago is commonplace as healthcare organizations share best practices. As a result, we must never lose sight of the fact that it is the small acts of kindness that stay with patients and families for a lifetime. It’s the little things that show you care and leave indelible memories. Looking for your next healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
In our coaching work, we often team up with managers who need support in becoming better leaders. They often have mastered managing, but need support learning how to lead. Managers vs. Leaders A very simplified version of the distinction is that leaders have followers and managers have people who work for them. I think that one other key distinction is that managers are task-oriented. Managers do things like: Set and manage the budget, schedule people and resources, and directs activity. Leaders on the other hand coach, inspire, challenge and create transformation. It’s not unusual to have to help managers to make the distinction between managing and leading. At the same time, it’s important that they recognize there is a need for both. The budget needs to get balanced, schedules must be created, and payroll documents submitted. The two don’t have to be mutually exclusive. Managing vs. Leading – Rounding One example of managing vs leading happens when managers thrust a tactic at subordinates without first engaging them. They see it as a task and present it as a task. Let’s take hourly rounding for example. I’ve seen managers announce that nurses will be required to do hourly rounding because it is now the hospital standard. Nurses are given rounding logs or software on ipads. and instructed how to check the boxes to document the task. Boxes are checked and the task is managed by both the nurses and managers. That is task management. A leader engages the team and discusses the “why” behind hourly rounding. She gets input on the tools and meaningful data collection. They discusses how rounding will benefit both the nurses and the patients and gives data to support the benefit claim. She spends time demonstrating meaningful rounding and offers shadow/coaching to support individual learning. They share outcomes and gives positive reinforcement while holding everyone accountable. She focuses on teamwork. And, while all that is happening, the nurses are engaged, the boxes are being checked and they are eager to see the impact of their efforts. A good leader creates owners. Are you managing or leading? Looking for your Nurses Week healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
It’s nearly Nurse’s Week, and I am loving all the inspiring and heart-warming articles and ads giving recognition to this most trusted profession. It’s great that once a year we put nurses in the limelight and celebrate their many contributions. But what would it look like if we all made a conscious effort to honor, support and celebrate nurses on a consistent basis? 5 Ways to Commemorate Nurses Week 1. When you see something, say something! Just like the TSA, when you see a nurse doing something that shows great technical skill, empathy or compassion – speak up and tell her or him that you are impressed. 2. Say thank you in real time. Make your gratitude prompt, personal and plentiful. 3. Talk them up. Tell their bosses that you are impressed and grateful. Give names and specific examples of the greatness you witness. Put it in writing. A quick note is all it takes. 4. Implement real and effective No Pass Zones where everyone answers call lights. Don’t just say you’re doing it – Make it happen with clear expectations and accountability. Most nurses are running their tails off during every moment of a shift. This is one small way that the organization can put some intentional support behind the nurses. There is so much emphasis on HCAHPS scores and much of the burden falls on nursing. This is one way the organization can prove the common sentiment that, “We’re all in this together.” 5. Make certain that staffing practices ensure regular breaks and lunches. Breaks, are pushed down the list of priorities on busy days. No one wants work tired and hungry with a full bladder. What I’ve listed here are seemingly small actions but have lasting benefits. We all want to feel appreciated and although the parties and celebrations are fun, let’s be sure we’re working on cultural norms that foster a supportive environment every day of the year. Happy Nurse’s Week to all my fellow nurses. I’m proud to be one of you! Looking for your Nurses Week healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
It’s no secret that an engaged workforce is necessary for a consistently positive patient experience. And nurses are pivotal in this equation. Nurses who develop resilience can prevent burnout. This allows them to engage with patients on a deeper level and thus, contribute to greater patient satisfaction. Resilience Resilience is defined as the ability to face adverse situations, remain focused, and continue to be optimistic for the future and is seen as a vital characteristic for today’s nurses. Lack of resilience places nurses are at risk for burnout, depression and job dissatisfaction. Leaders can help nurses to recognize the signs of burnout and support them in self-care. Formal education on the subject can be helpful, but even more useful is having one-on-one discussions with your nurses. Next time you make rounds on your nurses, instead of asking, “Do you have the tools you need to do your job?," ask them when the last time they had a break was. I’ve spent many shifts without food, water or bathroom breaks. I still see that among nurses on the inpatient units as well as outpatient areas. They’re putting patients first. Now it’s time for the leaders to address the nurses’ needs. You won’t know unless you ask. Looking for your next healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
I was working with a long term care facility a little while ago that had horrendous turnover of nurses and aids – over 50% annually. Drilling down to learn more about turnover, I asked several questions about the culture and what made the particular organization stand out from its competitors. The focus went immediately to the physical amenities for the residents and other perks. There was lots of stuff people could point at to attract new residents, but not once did the HR manager mention the staff as an asset. Now, mind you: This is long term care where relationships between staff and residents are key satisfiers for both the residents and the family members. This sent up a big red flag. When I asked the HR director why she thought turnover was so high she said, “It’s the industry. People will leave us in a heartbeat for 25 more cents per hour. We can’t compete with that.” My question back to her was, “What would this organization have to do in order to create such intense staff loyalty that employees would stay in their positions even if the competition could pay a bit more?” After a moment of silence, she said, “I don’t think that is possible. People will always leave for a quarter per hour.” Perhaps this HR manager was a big part of the problem. Since she truly believed that money was the main loyalty-builder, nothing would change. The truth is: Although people want a competitive wage, they also want to work in an organization that values them and where they know they can make a difference. It’s all about culture. During focus groups with the staff, they talked about what is most important to them about their work. Nearly every person talked about wanting to make a difference for the residents they serve. I also asked what inspires them to do good work. Not one person spoke of money. What they crave is recognition from their supervisors and a respectful, mission-driven organization. These crucial elements, they felt, were missing from the culture. It’s easy to point at salaries when it comes to explaining turnover. But I contend that if leaders take time to create and sustain a culture of respect, recognition and ownership, great things will happen. I’ve seen it. Looking for your next healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
In my company, the Baird Group, we do thousands of mystery shops each year to medical practices throughout the U.S. The calls are made to help the medical practice leaders understand more about that crucial first impression by phone. Many are seeking help in learning how callers feel about access. Can they get an appointment? How long is the wait? Furthermore, what is the caller’s perception of availability? How did they feel about the discussion? When it comes time for us to report the results and share recommendations for improvement, a few themes frequently surface. One of the most prevalent themes is the dead-end conversation. This is where the caller asks for an appointment with a specific provider. That particular provider is booked out for months. Consequently, the attendant dead ends the call by saying there is nothing available. What he or she doesn’t say is that there are four other great providers with availability in the near future. The caller feels they hit a dead end. As a result, there is a very high probability that they would continue on to call a different practice. In our phone training class, You’ll Have Them at Hello, phone attendants are taught how to engage the caller to address their needs. With some simple techniques, they can assure the caller that they can get an appointment and offer options without hitting the dead end. There are many times when we cannot say yes to a patient’s specific request, but we can almost always find a way to help them maintain some degree of control by offering choices that are within reach. Looking for your next healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
This is the time of year when we all step back from our busy lives and reflect on what, and for whom, we are grateful. Gratitude is a practice and one that will reap huge rewards when exercised daily. I’ve read studies that demonstrate how gratitude can improve both mental and physical well being. Research conducted by Shawn Achor, and summarized in his Ted Talk, The Happy Secret to Better Work, concludes that writing down three things for which you are grateful, every day for 21 days, you achieve what they call the “happiness advantage.” He says that by raising your level of positivity in the present, you will perform significantly better level in productivity and creativity. He cites several examples where his team has documented significant improvement. One such example is that doctors are 19% more accurate in coming up with the correct diagnosis when they are happy. Compared to when they are negative, neutral, or stressed. Thank You Note Challenge The secret is to find a way to be more positive in the present. Achor says that you can train the brain in two minutes per day. He says that if you write down three new things for which you are grateful each day, your brain retains the pattern of scanning the world to see things more positively. Journaling one positive experience each day helps retain that experience at a deeper level. Conscious acts of kindness, like sending a positive email or a thank you note each day will not only improve your own happiness, but will help spread the happiness. If you’ve ever gotten a thank you note out of the blue from someone expressing gratitude for something you did, you know the impact it can have. It can make your day and keep on giving because most people save those cherished notes. Gratitude can become a habit and the gift that keeps on giving. Take this 21 day challenge and see how gratitude can change your life. I’m in! Looking for your next healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! By Kristin Baird
"We are understaffed." I cannot think of one time in my career when I heard caregivers complain about being overstaffed. Being understaffed, however, is a daily occurrence in hospitals and medical practices across the country. Staff are often running to keep up with the workload. Although being understaffed is a common occurrence, no good comes from sharing that fact with the patients. When you tell a patient or a family that you do not have the staff, they fear that their needs won’t be met. It can even dissuade some inpatients from putting on their call light because they don’t want to overburden the nurses. In other cases, patients will be more apt to put on their call light when they worry that they are competing for the nurse’s attention. In medical practices, telling patients that you are shorthanded may just make the practice look disorganized or ill-prepared to manage patients. Recently, I was doing observations at a medical practice. The team was short-staffed due to vacation and illness. When a patient walked in for a routine blood draw, she was told that they were short-staffed and therefore couldn’t do the blood draw. The patient rolled her eyes and said, “Unbelievable.” It was obvious from her reaction that she was put out by the situation. And no wonder. She had been told that she could come any time for her blood draw. What to do instead In this case, telling the patient that you are shorthanded doesn’t serve you or the patient well. Instead of telling the patient that you are short staffed (which is about you), turn the message into a patient-focused one such as, “Mrs. Jones, having your blood drawn today would be a long wait for you. Out of respect for your time, I suggest that you come in another day this week. What would work best for you?” This makes the message more about the patient and their time rather than your scheduling shortfall. There are many times in healthcare when we cannot give a patient exactly what they request. We can however, re-frame our response to focus on them. Looking for your next healthcare speaker? Get in touch with us at the Capitol City Speakers Bureau today to make your healthcare event a success! |
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