Exceptional Patient ExperienceConducting Vital Conversations
Beverly BegovichBaptist Leadership Group
Icebreaker Activity
Good to Great: Key Success Factors
• Level 5 Leaders• First Who, Then What• Brutal Facts• Define Your Hedgehog
Good to Great: Level 5 Leader
Level 1 Individual
Level 2 Team Member
Level 3 Competent Manager
Level 4 Effective Leader
Level 5 Professional Will and Personal Humility
Good to Great
Level 5 LeadershipFirst Who Then What
Confront the Brutal FactsHedgehog
Culture of Discipline Technology Accelerators
Change the Common Scenario
Vital Conversations
•Art and Science to retain, develop or discipline
•Every Leader is a coach of his/her team of employees
•Vital Conversations – Tools to assess and coach on performance to achieve the goals
The “Right” People
Performance ManagementPerformance Management is the art and science a leader uses to retain, develop, or discipline their employees.
•Achieve outcomes
•Every leader a coach
•Vital conversations
ObjectivesUpon completing this course, you will be able to:
1.Describe the impact of retention
2.Identify three types of performers
3.Assess your staff
4.Conduct vital conversations
Describe the Impact of RetentionLearning Objective 1
Rethinking Retention
“Retaining good workers is the tipping point between success and failure for many organizations.”Richard P. Finnegan in Rethinking Retention in Good Times and Bad
Build on Principles
Employees quit jobs because they can
Build on Principles
Employees stay for things they get uniquely from you
Build on Strategies
Supervisors build unique relationships that drive retention…or turnover
The Strategies for Retention
Hold supervisors accountable
Developsupervisorsto build trust
Calculate turnover cost
Drive from the top
WTW withemployees Narrow
the Back Door
What Can You Do for Retention?
Identify specific actions you will take to make retention a priority in your department.
Identify Three Types of PerformersLearning Objective 2
Three Performance Groups
30-40%
50-60%
8-10%
Who’s Who?
Top 10 Attributes of High Achievers 1. Proactive2. Applied Knowledge3. Always “We”4. Positive and Optimistic5. Team Focused6. Patient Centered 7. Always “Always”8. Shared Experience9. Can-do Attitude10.Personal Attributes Align with Values
Top 10 Attributes of Solid Performers1. Often Proactive 2. Knowledgeable3. Usually “We”4. Generally Positive5. Team Focused6. Patient Centered7. Usually “Always”8. Experienced9. Will-do Attitude10.Personal Attributes Mostly Align
Top 10 Attributes of Under Achievers1. Reactive2. Minimum Knowledge3. Always “Me”4. Generally Negative5. Problem Focused6. Self-Centered7. “Always” is Impossible8. Minimum Experience9. “No-Can-Do” Attitude10.Expert Analysts of “We-They”
Assess Your Staff
Learning Objective 3
Performance Coaching Assessment
Assessing Your High Achiever
Complete the Performance Coaching Assessment for someone on your staff who you think is a High Achiever.
Conduct Vital Conversations
Learning Objective 4
Coaching High Achievers
•Reward
•Recognize
•Retain
How Do You Treat Your High Achievers?•Ignore them?
•Say thank you?
•Give them more work?
Ignore Them? High Achievers are 32% more likely than under achievers to look for a job in the next year:
– Lack of recognition– Feeling under rewarded– Are the most unhappy– Even when unemployment is high, have a pent-up
demand to leave
Thank Them?
55% said they were never or rarely thanked by their boss.
Maritz Incentives, St. Louis 2003
Retaining the High Achiever
•Solicit their input and opinions•Provide challenging assignments•Find opportunities for exposure beyond current role•Reward and recognize•Manage up
15 Most Powerful Words for Leaders
Coaching Solid Performers
•Recognize•Develop•Acknowledge improvement
Retaining the Solid Performer
•Give feedback on their performance •Be candid—Where they excel and where they only meet standards•Agree on the development area•Spend time with them•Reward and Recognize•Engage in discussions re: future
Coaching Under Achievers
•Develop or Detach
Office Space
Coaching Under Achievers
•Develop or Detach: Use “DESK”•Describe behaviors•Expect improvement •Set timeframe for improvement •Know the consequences
Under Achiever Video
Reality Check
In surveys of 32,000 health care workers, the lowest scoring item in the database is how effectively you manage poor performers.
BLI Cultural Excellence Inventory Database
Are All Under Achievers the Same?
•Move them up with coaching and skill development
•Right bus, but wrong seat
•Wrong bus
Human Performance (Technical Skill vs. Behavior)
Unacceptable Behavior
Acceptable Behavior
More Than Acceptable Behavior
Technically Proficient
Focused attention and
disciplinary process
Coach/MentorDevelopment, delegation
and advancement
Technically Competent
Coaching and disciplinary process
Coach/MentorCoaching and mentoring
Technically Incompetent
Disciplinary process; evaluation of employment
Focused training
Focused training; Assessment for transfer to more appropriate position
Co
ach
Up
Coach Out
Coaching Framework for Under Achievers
•Act early•Be very specific•Ask for their input•Agree on a plan•Set specific consequences•Review frequently•Provide encouragement
Great Leaders Avoid Common Mistakes•Lack of clarity in communicating expectations •Procrastination•Tolerance•Failure to coach
Skill Practice
•Individually prepare for a vital conversation using the Vital Conversation Planner•Quickly brief a pair partner on the situation and practice the conversation using the Planner•Discuss what went well and what could have been done differently•Switch roles and repeat process
Leader Tips for Vital Conversations
•Coach with an attitude of helping
•Pay attention to your impact
•Focus on behaviors the employee can change
•Recognize people’s desire to do the right thing
•Know your “coaching communication style”
•Ask great questions and listen attentively
•New habits take time…but not that much
Are You a Leader?
Thank You