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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!
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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! By Kristin Baird
Surprises can be exciting when it comes to birthday gifts, but patients really don’t appreciate surprises. When I interview patients about what is most important to them about their care, being informed is always in the top two. They want to know what’s going on and what they should expect next. A couple weeks ago I was shadowing in a medical practice. The physician did a wonderful job engaging with the patient and getting to the bottom of her troubling symptoms. At the close of the encounter, however, he didn’t recap the discussion or tell the patient that when he left the exam room, she would be free to get dressed and go. Later, when I interviewed the patient she told me that she liked the doctor, that she felt he had been thorough, but felt like she was left hanging when he departed the exam room. She said, “I felt like he left and I had no idea what was going on. Should I go? Was I finished? Would he be back? What is next?" Another patient on an inpatient unit talked about how irritating it was for her to be picked up for a test that she knew nothing about. She was settling in for a nap when the transporter arrived to take her to imaging for a CT scan. Keep Patients Informed Keep patients informed and remember, how you close out an encounter is as important as making a positive first impression. By taking the time to recap, you are reviewing important points and clarifying next steps. Unfortunately, busy clinicians are mentally moving on to the next task (documenting the visit) or even the next patient. In all clinical settings, patients are put at ease when caregivers tell them what they can expect next. For nurses rounding on inpatient units it can be as simple as, “You can expect me back in about an hour.” Or, “I’ll be back in about 15 minutes to see how that pain medication is working.” Keep the surprises out of the patient experience. 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 all judge our experiences differently. What is most important to me, may not be at the top of someone else’s list. And vice versa – what someone else sees as most important may not matter at all to me. The only way to find out what is most important to your patients is to ask. If you don’t ask the question, you won’t find out. In spite of this simple logic, many patients go through both inpatient and outpatient encounters without ever being asked what is most important to them. And that is a missed opportunity. When we teach rounding, we encourage nurses to ask, “What is most important to you during your stay with us?” during their initial admission process. Not only does this question help the team to prioritize, but it reassures that patient that you are interested in them just by the act of asking. Even though this best practice has been recommended for years, I only see it successfully implemented about 20% of the time. The good news is that it can be implemented immediately without spending a dime. What About Ambulatory? Asking this question works in ambulatory settings as well. Make it a habit to ask when patients are being roomed and having their vital signs taken. Ask, “What is most important to you about your visit today?” Another way of asking is, “What is the most important thing you want to accomplish during your visit with us today? Everyone appreciates knowing that their feelings and priorities matter. It also helps the provider in knowing what to discuss. Want to know what matters? 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
Working in healthcare takes an immense amount of technical skills especially when you work in direct patient care. After all, if you screw up an important technical task, you could hurt, or even kill someone. But it is important to keep in mind that the tasks almost always involves a human being at the other end. I can vividly recall how stressful it was to perform my first injections, my first IV starts and first NG tube insertions as a student nurse. I’m sure that during those “firsts” I was totally focused on the task at hand. Out of fear that I would mess up and inadvertently hurt my patient. In the beginning, I’m sure I was more focused on the task than on the person on the receiving end. Over time, as I became more proficient and gained confidence, I could safely share my attention between the human interaction and the technical task at hand. That is what many strive for – the balance between technical competence and the ability to relate on a personal level. One of the biggest challenges clinicians face is, that when stressed, they revert back to focusing on the task and not the interaction. I have a hard time believing that task-focused people just don’t care. Clinicians get busy and overwhelmed and think in terms of lists to be completed. When this occurs, they are often unaware that they have shifted into task mode which may make them appear detached. A few months ago, I was doing some shadow coaching with nurses. A nurse I shadowed was the most talented clinician I’d ever met in terms of her technical skills. She prided herself in this, yet was unaware of how she came across to patients and family members. The nurse seemed abrupt and uncaring to the patient and their family, because her attention was focused on the task and not the encounter. With feedback and coaching, this nurse quickly grasped techniques for engaging with patients in order to build rapport and trust. She always cared. She just needed to show it. Now, here patients describe her as both highly skilled and caring. 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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