Developing Front Line Leaders to Facilitate Change€¦ · Hardwiring Excellence, Chapters 1-3 A...

Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization

Developing Front Line Leaders to

Facilitate Change

Diana Topjian, RN, MSN, D.M., C-ENP

Account Lead/Coach

Studer Group


• Identify the key elements necessary for a successful

supervisory/leader development curriculum

• Articulate methodology for validation of skills learned

• Describe the impact of front line leader development on employee

engagement and patient experience

2

Objectives


Execution Framework: Evidence-Based LeadershipSM

3

LEADER EVALUATIONImplement an organization-wide

leadership evaluation system to

hardwire objective accountability

LEADER DEVELOPMENTCreate process to assist leaders in

developing skills and leadership

competencies necessary to attain

desired results

MUST HAVES®

Rounding, Thank You Notes, Employee

Selection, Pre and Post Phone Calls, Key

Words at Key Times

PERFORMANCE GAPRe-recruit high and middle performers,

Move low performers up or out

STANDARDIZATIONAgendas by pillar, peer interviewing, 30/90 day

sessions, pillar goals

ACCELERATORSLeader Evaluation Manager®

Validation MatrixSM

Provider Feedback SystemSM

Studer Group Rounding

Patient Call ManagerTM


• Vice Presidents

• Directors

• Managers

• Supervisors

• Charge Nurses

168 Hours in a Week

4

Leaders

~55 hours


• Make up 50-60% of a

company’s management team

• Middle management

• Department supervisors

• House supervisors

• Charge nurses

• Directly supervise up to 80%

of the work force

• Great front line leaders create

great experiences for

employees

• Frontline leaders are closest

to our patients and team

• Execute on strategy

• Directly determine the

right/wrong of the environment

• Today’s frontline leaders are

tomorrow’s senior leaders

• Drive results

5

Front Line Leaders

Who Why

Source: Hassan, 2011

Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization6

Tools for Success


• Understand the vision

• Connect to meaning and define the desired culture

• Understand the expectations

• Understand the Why

• Teach the behaviors

• What right looks like

• Validation

• Connection to outcomes

7

“Begin with the End in Mind” Covey

Tools for Success


Sample Curriculum

Core CompetencyTopics &

Tools & ResourcesAccountability Exercises

Service and

Operational

Excellence

Introduction

Organizational Vision linked to desired culture

Expectations to achieve

Resources

Hardwiring Excellence, Chapters 1-3

A Culture of High Performance, Chapters 1-4

Evidence Based Leadership graphic

Complete readings and share your

top 3 takeaways with your one up

Why are you in

healthcare?

Video: Johnny the

Bagger

Talk about an

experience

Employee

Engagement

Significance & Impact of Employee

Engagement Presentation

What employees can expect from leaders

and what leaders can expect from

employees

Resources

Hardwiring Excellence, Chapter 7

The Nurse Leader Handbook, Chapter 2

The Great Employee Handbook

Video: Sharing your Story…So That Others

May Share

Video: Ideas for Informal Reward and

Recognition

Sample rounding questions

Sample Stoplight report

Leader rounds on staff

to develop/expand

relationship and to

increase employee

engagement

Completion of rounding

per evidence-based

algorithm

o Identify and

follow up on

reward &

recognition,

coaching, and

process

improvement

opportunities

o Stoplight report

o Review Stop

Light Report

• Connect to

meaning

exercise.

• Break into

small groups

(all

disciplines)

and discuss

how each

member of

the team

makes a

difference

with what

they do

based on

their roles

(direct vs

indirect care)


Sample Curriculum

9


Tools & ResourcesAccountability Exercises

Employee

Engagement

Hardwiring Excellence, Chapters 7 &

11

The Nurse Leader Handbook,

Chapters 3 & 4

Thank You Notes One-Sheeter

Send Thank You Notes based

on recognition opportunities

harvested during rounding

(*Remember…all disciplines,

including physicians)

Manage up Thank You Notes to

leaders as indicated

• Practice a

Manage Up

CAHPS

• Understanding CAHPS results

• Connecting to outcomes

• Connect to individual difference

Resources

• HCAHPS - It's All About Quality

The HCAHPS Handbook 2

• HCAHPS 101 e-learning Module

• ED CAHPS at a Glance

• It Starts in ED: Why Patient’s “First

Impression” Sets the Stage for HCAHPS

Success

• The CGCAHPS Handbook Chapter

Reference Tool

• CG CAHPS Presentation

• CG CAHPS 101

• Complete readings and video

• Give HCAHPS survey to attendees

• Share Organizational results

• Provide examples (EVS, SPD,

Transport, etc)

• If role appropriate, determine how

you will use CAHPS results to

engage staff and physicians to

improve patient experience


Sample Curriculum


Tools & ResourcesAccountability Exercise

Communication

Shift Huddles

Communication Boards (by Pillars)

Individual Patient Care Plans

Coaching conversations (Stub your toe)

High/solid/low

Coach vs cheerleader

Resources

• Insight and Video: Spinach in your Teeth

Messages: The Art of Giving (and Receiving)

Honest Feedback

Read Taking

Conversations from

Difficult to Doable

and share with your

leader what you will

start/stop doing and 3

key takeaways

Practice a

coaching

conversation

Financial

Review of departmental budget (broad)

Describe how each supervisor/charge

nurse can facilitate budget achievement

(use specific examples)

Review the “hidden costs” with improved

employee engagement and patient

experience (quality, turnover,

readmissions, etc)

Resources

• Video: Calculating the Return on Investment

of Great Service to Patients and Employees

Have discussion with

one up re: expense/unit

of service or cost of

supplies, etc

Review departmental

specific ROI with one up

Explore the financial

impact metrics that your

organization monitors to

determine benefit of

Evidence-Based

Leadership℠


Sample Curriculum


Tools & ResourcesAccountability Exercise

Quality/Safety

Quality data (org specific)

AIDET® plus the Promise

Key Words/Key Times (KWKT)

Rounding

Bedside Shift Report (BSR)

Individualized Plan of Care

Create individualized

AIDET

Leader rounding on

patients or internal

customers

Observed BSR (as

appropriate)

Observed coaching

Practice

AIDET® plus the

Promise in small

break out groups

Video: Power of

Words

(YouTube)


• Learnings provided over a period of several weeks

• Each session begins with validation of key learnings from previous

session

• Have a time where Senior Leaders introduce themselves and speak

briefly

• Create cohorts so there is consistency in the team

• Assure ALL new Supervisors/Charge Nurses attend (this is

mandatory)

• Does not take the place of unit/departmental specific training and

education

• Have follow up session 90 days after completion of course

• Assure invitation to LDIs (as applicable) for ongoing development

12

Frontline Leader Development: Implementation


Behaviors and emotions are contagious

• Developing self and others

• Technical skills

• Strategy skills

• Consideration and cooperation

• Integrity and honesty

• Global perspective

• Decisiveness

• Results focus

13

Frontline Leader Development: Return on Investment

Source: Zenger and Folkman (2016)


Frontline Leader Development: Return on Investment

14


• Identify the key elements necessary for a successful

supervisory/leader development curriculum• Understand the vision

• Connect to values/heart

• Foundational tools related to employee engagement

• Coaching and validating

• Specific tactics and the why to help the team understand

• Articulate methodology for validation of skills learned• Demonstration, review with one up, validation in practice

• Describe the impact of front line leader development on employee

engagement and patient experience• Top leaders have better performing immediate reports that cascades

15

Objectives


“Always bring it back to values..."

— Quint Studer


EVALUATION REMINDER:

We want your feedback to get better. Please

remember to take the session evaluation. Thank you!

Diana Topjian, RN, MSN, D.M., C-ENP

Account Lead/Coach

[email protected]

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Next Presentation: Reducing Variance in

Leader Coaching of AIDET® Plus the Promise

Vikki Choate, RN, MSN, CPHQ, Studer Group Coach

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Developing Front Line Leaders to Facilitate Change€¦ · Hardwiring Excellence, Chapters 1-3 A...

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