Words are pretty powerful tools. They can inspire nations, unify millions to serve a common cause or, when driven by anger or malice, tear communities and families apart. If you want to improve morale, start by watching your language.
In managing people, I find that it is the little nuances in language that can align teams under a single goal or vision or drive wedges between members causing poor morale and disengagement. One of the biggest culprits I have observed is using Us vs. Them (UVT) language. “They” can be any person or group being blamed for a problem. We can often point a finger at who “they” are. “They” are often administration. “They” say no to things, chop budgets and don’t listen. “They” set policies and make rules to make the rest of the organization miserable. They don’t have any idea about what goes on in the real world of patient care. “They” are villains, whereas the “us” are victims.
When managers or supervisors use the “us vs. them” language, they may be trying to strengthen a bond with the team, but at what cost? The cost is that these words create a division between the front line associates and the senior leaders. The division may start as a small fissure, but when left unchecked, it can create an insurmountable chasm placing the staff miles apart from the leader’s vision and goals. When managers and supervisors model the UVT behavior, staff will emulate it, fostering a victim-centered mindset.
I was recently in an outpatient center with a family member. Twice during the visit, I observed staff members using UVT language. One commented that he worked three jobs because, “They pay me like crap here.” (Read: I am a victim at the mercy of the big boss.)
Another person commented that he was just following the rules when asked why he checked the patient’s wristband every time he administered a medication. “They make the rules. I just follow them.” (Read: I am a helpless cog in a machine being forced to comply with useless rules.)
I can’t help but think that the senior leaders would cringe if they could hear these statements. What they don’t know is hurting them. Imagine how different that encounter could have been if the staff member would have seized the opportunity to build patient trust by saying, “Your safety is our top priority. This is just one way we ensure that the right patient is getting the right medication.”
In this example, the culture has created an environment that makes it acceptable to use the UVT language. To make a change, each person in the organization must become more aware of his or her language. In this month’s Tactical Tune Up, we’ve listed some great suggestions for avoiding UVT language. Meanwhile, start by figuring out which camp you are in. Are you an Us or a Them?
Saturday, July 4, 2009
Sunday, June 7, 2009
Tough Economy Requires Even Better Service
During tough economic times, education and professional development are often among the first casualties of hospital budget cuts. If your customer service initiative falls into this cost center; think twice before you make that cut. You cannot afford to let your customer service slip especially in tough times. When money is tight, your patients think a bit more before parting with co-pays and deductibles especially if they have HSAs. After all, this $35 co-pay or $2000 deductible is their hard-earned money. That means that when they turn to you for care, they are scrutinizing things even more closely. They expect competent medical care from their providers. What they experience (and ultimately judge you on) is the service around that care. They need to see the value-added experience when they turn to you for care. After all, you aren’t modifying your mission statement with a disclaimer that reads, “we promise to deliver high quality compassionate, patient-centered care except during an economic downturn at which time, all bets are off.” Your mission and brand promise must remain consistent through good times and bad.
An article in Business Week http://tinyurl.com/ajtx4e stresses that the companies that will be the most successful during an economic downturn are those that keep a close watch on service at the front lines. So how can you keep up the training and professional development when funds are tight?
1. Focus on training-the-trainer. An internal team of well trained trainers can work wonders for keeping your customer service efforts alive and well at the front lines. But make sure that the training is carefully aligned with goals and service standards.
2. Seek web-based training opportunities for supervisors and managers that help you to keep focused on your mission. You can get great service leadership content without the travel expenses.
3. Incorporate self-study courses coupled with group discussions for leaders. This helps to hone individual leadership skills and tie these efforts back to organizational goals and personal accountability.
4. Start a book study group with managers and supervisors that focuses on customer service strategies and best practices.
5. Organize a quarterly leadership development curriculum with clear goals and objectives. Bring speakers and trainers into the organization rather than spending money to send individual managers to state and national conferences. The cost to send two or three managers outside of the organization for such meetings will be the same as bringing in a highly qualified speaker/trainer into your organization where they can reach 100 managers and supervisors.
The question isn’t IF you can afford to continue your customer service efforts, it’s HOW you will continue your customer service efforts. Once you shift your focus to that mindset, you’ll be much more likely to find good solutions that fit the budget and keep your team aligned with the mission.
An article in Business Week http://tinyurl.com/ajtx4e stresses that the companies that will be the most successful during an economic downturn are those that keep a close watch on service at the front lines. So how can you keep up the training and professional development when funds are tight?
1. Focus on training-the-trainer. An internal team of well trained trainers can work wonders for keeping your customer service efforts alive and well at the front lines. But make sure that the training is carefully aligned with goals and service standards.
2. Seek web-based training opportunities for supervisors and managers that help you to keep focused on your mission. You can get great service leadership content without the travel expenses.
3. Incorporate self-study courses coupled with group discussions for leaders. This helps to hone individual leadership skills and tie these efforts back to organizational goals and personal accountability.
4. Start a book study group with managers and supervisors that focuses on customer service strategies and best practices.
5. Organize a quarterly leadership development curriculum with clear goals and objectives. Bring speakers and trainers into the organization rather than spending money to send individual managers to state and national conferences. The cost to send two or three managers outside of the organization for such meetings will be the same as bringing in a highly qualified speaker/trainer into your organization where they can reach 100 managers and supervisors.
The question isn’t IF you can afford to continue your customer service efforts, it’s HOW you will continue your customer service efforts. Once you shift your focus to that mindset, you’ll be much more likely to find good solutions that fit the budget and keep your team aligned with the mission.
Tuesday, June 2, 2009
Gardening is a lot like managing people
I’ve been spending lots of time in my garden lately especially after a heavy travel schedule. Prior to leaving on the first of six back-to-back trips, I took the time to rid my flower gardens of the early weeds. I must say, they looked pretty good on April 30th when I left town. But with nice rich, amended soil, and lots of rain, the plants flourished. All of them. I returned home to find dozens of gorgeous flowers and weeds galore! That’s the thing about gardening that I’ve had to learn to accept. There will be weeds. The challenge is staying on top of them before all the ugly stuff takes over. But spending time in my garden lets my mind wander (when I’m not listening to audiobooks.) So as I was tending to the weeds, and propping up the peonies, and fertilizing the nutrient-starved foliage, I started thinking about the parallel between managing people and gardening. Both need time and attention in order to reach their full potential. To grow the best people and plants, I have to do my part. And that means I can’t tend to them only occasionally and expect everything to flourish.
Just like monitoring my garden for weeds, making rounds on your staff on a regular basis allows you to spot problems early and take action before they get out of control. You’ll see opportunities to reinforce, coach and advise when you take the time to be present. I’ve found that even a quick, five-minute conversation with a team member is enough for me to re-connect and let them know that they are important. It’s not enough to do that once a month. I need to do it regularly. If I don’t, small problems arise and cross-pollinate into big issues that could have been managed. If I can keep an eye on things in my garden, a few quick tugs at little weeds can keep my cherished plants strong and healthy. If I turn my back for too long the whole garden gets overgrown and I’m back to square one, spending more time and energy than I would have if I had just stayed on top of things. I hate having to pull out the big guns (Round up) in my garden nearly as much as I hate having a major confrontation with staff over problems run amok. So if I want to maintain a high-functioning team and a well maintained garden, I have to be present so I can nourish, support, and keep the noxious stuff at bay. So here’s to making regular rounds for a healthy team and bountiful garden!
Just like monitoring my garden for weeds, making rounds on your staff on a regular basis allows you to spot problems early and take action before they get out of control. You’ll see opportunities to reinforce, coach and advise when you take the time to be present. I’ve found that even a quick, five-minute conversation with a team member is enough for me to re-connect and let them know that they are important. It’s not enough to do that once a month. I need to do it regularly. If I don’t, small problems arise and cross-pollinate into big issues that could have been managed. If I can keep an eye on things in my garden, a few quick tugs at little weeds can keep my cherished plants strong and healthy. If I turn my back for too long the whole garden gets overgrown and I’m back to square one, spending more time and energy than I would have if I had just stayed on top of things. I hate having to pull out the big guns (Round up) in my garden nearly as much as I hate having a major confrontation with staff over problems run amok. So if I want to maintain a high-functioning team and a well maintained garden, I have to be present so I can nourish, support, and keep the noxious stuff at bay. So here’s to making regular rounds for a healthy team and bountiful garden!
Tuesday, May 5, 2009
Why I Love Nursing
We’re coming up on nurse’s week and it always reminds me to take the time to celebrate this great profession of ours. I don’t know of another profession that carries with it the kind of opportunities to form meaningful human bonds like nursing does. Nurses’ hands are often the first human hands to hold a newborn as he enters the world. Nurses are there for many of life’s greatest milestones, injuries, and illnesses. Nurses are there to sooth and comfort families and individuals facing grim diagnoses and unimaginable loss. We’re also there to celebrate the triumphs of healing - big and small. We’re also frequently the ones who are there, holding the hands of our hospice patients as they take their last breaths. It is our touch that ushers people into life and it is our touch that sooths and comforts people as they leave this life.
The stories of nursing champions abound. When I think about what it takes to become a nurse, I’m in awe of the level of commitment to education and lifelong learning. Nursing school and state boards are just the beginning. The advancement of technology and innovation in health care requires nurses to learn new things daily. But it takes more than education to be a great nurse. When I reflect on the brightest and the best nurses in the field, I like to borrow from the American classic the Wizard of Oz. Our journey toward excellence in nursing takes four critical elements. It takes brains to learn the science of medicine and to apply the information in order to make timely critical decisions. It takes heart to connect with people when they are scared, vulnerable and in need of compassion. It takes courage to be the strong patient advocate and stand up for our patients when they cannot do it for themselves. And last, but not least, it takes a strong desire or passion to want to make a difference in the lives of others.
For the nurses reading this- take the time to celebrate your contributions to the community and know that you make a difference. For those of you who are not nurses; reach out and thank a nurse. Without them health care delivery would be scarce, inefficient and far less compassionate. Happy nurse’s week.
The stories of nursing champions abound. When I think about what it takes to become a nurse, I’m in awe of the level of commitment to education and lifelong learning. Nursing school and state boards are just the beginning. The advancement of technology and innovation in health care requires nurses to learn new things daily. But it takes more than education to be a great nurse. When I reflect on the brightest and the best nurses in the field, I like to borrow from the American classic the Wizard of Oz. Our journey toward excellence in nursing takes four critical elements. It takes brains to learn the science of medicine and to apply the information in order to make timely critical decisions. It takes heart to connect with people when they are scared, vulnerable and in need of compassion. It takes courage to be the strong patient advocate and stand up for our patients when they cannot do it for themselves. And last, but not least, it takes a strong desire or passion to want to make a difference in the lives of others.
For the nurses reading this- take the time to celebrate your contributions to the community and know that you make a difference. For those of you who are not nurses; reach out and thank a nurse. Without them health care delivery would be scarce, inefficient and far less compassionate. Happy nurse’s week.
Sunday, April 26, 2009
I’m the mommy that’s why!
I was recently talking with a CEO of a large medical practice who was lamenting about the lack of buy-in for customer service among his senior leaders. We were discussing the need to communicate the latest patient satisfaction data in order to create a greater sense of urgency among the managers. Finally he said, “I run a democratic outfit until I cast the final vote. If I say they will focus on customer service, they will focus on customer service.” End of discussion.
As leaders we often try our best to build buy-in and enthusiasm for things that we know are in aligned with mission, vision and values. But when the training, coaching and cajoling doesn’t get the desired results, it’s time to draw the line in the sand. Because whether they like it or not, your managers and employees are being judged by your customers on how well they’re aligned with your service priorities.
Drawing that line can be a tough, position but it is absolutely necessary. As I talked with this CEO, I recalled facing similar challenges when raising my three daughters. I tried to create a culture with clear values and open discussion. I prompted them to do the right thing for the right reason, but when push came to shove, I was the leader (the CEO) of the household and would cast the final (and deciding) vote. At that point, they all knew that the discussion was over. That is not to say that I never met resistance, bickering or even threats of mutiny. But as time went on, and they saw the consistent pattern, they learned that we could have a democratic household but that not every issue was up for a vote. There were principles and values that remained constant from one situation to the next, and I would set the course and ensure that it was followed.
One day after one of our discussions, my daughters presented me with a bumper sticker that read, “I’m the mommy that’s why.” We hung it on the bulletin board in the kitchen and for years it was a permanent part of the décor.
Maybe that bumper sticker could be tweaked a bit, but the underlying meaning is the same. If you really want the organization’s priorities to be consistent from manager to manager or department to department, you should rethink your communication. Do your managers still think service excellence is a choice? Or have you communicated that it is non-negotiable and they will be held accountable? Take a look at the messages you’ve been sending and make sure that they are aligned with your real priorities. And if need be, I’ll have a bumper sticker printed for you. “I’m the leader that’s why.”
As leaders we often try our best to build buy-in and enthusiasm for things that we know are in aligned with mission, vision and values. But when the training, coaching and cajoling doesn’t get the desired results, it’s time to draw the line in the sand. Because whether they like it or not, your managers and employees are being judged by your customers on how well they’re aligned with your service priorities.
Drawing that line can be a tough, position but it is absolutely necessary. As I talked with this CEO, I recalled facing similar challenges when raising my three daughters. I tried to create a culture with clear values and open discussion. I prompted them to do the right thing for the right reason, but when push came to shove, I was the leader (the CEO) of the household and would cast the final (and deciding) vote. At that point, they all knew that the discussion was over. That is not to say that I never met resistance, bickering or even threats of mutiny. But as time went on, and they saw the consistent pattern, they learned that we could have a democratic household but that not every issue was up for a vote. There were principles and values that remained constant from one situation to the next, and I would set the course and ensure that it was followed.
One day after one of our discussions, my daughters presented me with a bumper sticker that read, “I’m the mommy that’s why.” We hung it on the bulletin board in the kitchen and for years it was a permanent part of the décor.
Maybe that bumper sticker could be tweaked a bit, but the underlying meaning is the same. If you really want the organization’s priorities to be consistent from manager to manager or department to department, you should rethink your communication. Do your managers still think service excellence is a choice? Or have you communicated that it is non-negotiable and they will be held accountable? Take a look at the messages you’ve been sending and make sure that they are aligned with your real priorities. And if need be, I’ll have a bumper sticker printed for you. “I’m the leader that’s why.”
Sunday, March 29, 2009
Words that Wound or WOW
There are a few statements that make me crazy. “it’s not my job,” is one of them. A close second is in my crazy-making lineup is, “I don’t have time.”
I am sitting in an airport right now watching a plane leave down the runway. A plane that I could be on. A plane that could put me home and in my own bed at 10 PM rather than 1:00 AM. But I am not on that plane in spite of the fact that there were 10 empty seats on it and I wanted to go standby and take one of those empty seats. Why am I not on that plane? Because Jody didn’t have time to help me. Jody was busy and she told me so.
I can understand that in the service business, when we are pulled in many directions, the main focus is often on the customer that is standing right in front of you. I respect that. But I cannot excuse someone who doesn’t even try to assist a customer. How often does that happen in your organization? Do you have team members who tell customers that they are too busy or that something is not their job? I hope not.
A fellow consultant and friend, Mary Malone shared a great approach to training staff on how to screen their words. She talks about words that wound, words that work and words that WOW. At the top of the list of her wounding words is, “It’s not my job.” And “I don’t have time.” If I had the chance to coach Jody the busy gate agent, I would help her to understand the distinction between the words that wound, work and wow. I would point out that, busy or not, she could finish her most immediate responsibilities and offer to assist me once she has boarded her other passengers. That would work or even wow me.
Ask your team members to identify common challenges and requests from patients and families. Can they distinguish words that wound, words that work , and words that wow? Practice makes perfect. Give them a chance to try out various scenarios. And once you have that down, give Jody a call. She could use some coaching.
I am sitting in an airport right now watching a plane leave down the runway. A plane that I could be on. A plane that could put me home and in my own bed at 10 PM rather than 1:00 AM. But I am not on that plane in spite of the fact that there were 10 empty seats on it and I wanted to go standby and take one of those empty seats. Why am I not on that plane? Because Jody didn’t have time to help me. Jody was busy and she told me so.
I can understand that in the service business, when we are pulled in many directions, the main focus is often on the customer that is standing right in front of you. I respect that. But I cannot excuse someone who doesn’t even try to assist a customer. How often does that happen in your organization? Do you have team members who tell customers that they are too busy or that something is not their job? I hope not.
A fellow consultant and friend, Mary Malone shared a great approach to training staff on how to screen their words. She talks about words that wound, words that work and words that WOW. At the top of the list of her wounding words is, “It’s not my job.” And “I don’t have time.” If I had the chance to coach Jody the busy gate agent, I would help her to understand the distinction between the words that wound, work and wow. I would point out that, busy or not, she could finish her most immediate responsibilities and offer to assist me once she has boarded her other passengers. That would work or even wow me.
Ask your team members to identify common challenges and requests from patients and families. Can they distinguish words that wound, words that work , and words that wow? Practice makes perfect. Give them a chance to try out various scenarios. And once you have that down, give Jody a call. She could use some coaching.
Friday, March 6, 2009
Going Viral from a Waiting Room Near You
• OMG he’s beautiful. 8 lbs. 3 oz. The doctor is looking him over right now. More later.
• Mom is doing great. Just out of surgery and in recovery. No word from the doctor yet. I’ll keep you posted unless nurse Ratched confiscates my laptop. She has vetoed cell phones in the waiting room. Not sure why.
• Here she is! One hour old and already stealing our hearts. Labor went fast and our nurses were fabulous.
• We’re still in the waiting room. Apparently we didn’t make the list of high priorities. Should I file a change of address form? LOL
These short comments are just a sample of the correspondence that could be shooting through cyberspace from your waiting rooms, patient rooms and just about any other nook or cranny of your hospital. Today’s consumers are wired and communicating non-stop using laptops and cell phones to share opinions and keep loved ones up-to-date on their breaking news. I know because I’m one of them.
Between my Blackberry and my laptop with its trusty air card, I’m able to log in and stay in touch with family and friends at all hours of the day and night and from any location in the world. And for me it’s great because as the nurse in a large but close knit family, I am usually the one to keep my nine siblings up to speed on medical events involving my parents. There have been times when I have felt like a medical correspondent broadcasting live from various hospital waiting rooms as I deliver the updates to anxiously awaiting family members. Frankly I love it. When my grandson was born in January, I was able to share the big news within minutes.
In addition to old-fashioned email, the uncensored, real-time communication venues like Twitter and Facebook allow patients and family members to post their thoughts, opinions and even photos of their life’s most important events to viewers from around the world. And rest assured; many of those events are happening within your four walls. While we talk about transparency, our consumers are throwing back the curtain and unveiling their health care encounters with millions. We can’t hide and we can’t spin. What we can do, is make sure that we are consistently performing at our best. Keep raising the bar.
• Mom is doing great. Just out of surgery and in recovery. No word from the doctor yet. I’ll keep you posted unless nurse Ratched confiscates my laptop. She has vetoed cell phones in the waiting room. Not sure why.
• Here she is! One hour old and already stealing our hearts. Labor went fast and our nurses were fabulous.
• We’re still in the waiting room. Apparently we didn’t make the list of high priorities. Should I file a change of address form? LOL
These short comments are just a sample of the correspondence that could be shooting through cyberspace from your waiting rooms, patient rooms and just about any other nook or cranny of your hospital. Today’s consumers are wired and communicating non-stop using laptops and cell phones to share opinions and keep loved ones up-to-date on their breaking news. I know because I’m one of them.
Between my Blackberry and my laptop with its trusty air card, I’m able to log in and stay in touch with family and friends at all hours of the day and night and from any location in the world. And for me it’s great because as the nurse in a large but close knit family, I am usually the one to keep my nine siblings up to speed on medical events involving my parents. There have been times when I have felt like a medical correspondent broadcasting live from various hospital waiting rooms as I deliver the updates to anxiously awaiting family members. Frankly I love it. When my grandson was born in January, I was able to share the big news within minutes.
In addition to old-fashioned email, the uncensored, real-time communication venues like Twitter and Facebook allow patients and family members to post their thoughts, opinions and even photos of their life’s most important events to viewers from around the world. And rest assured; many of those events are happening within your four walls. While we talk about transparency, our consumers are throwing back the curtain and unveiling their health care encounters with millions. We can’t hide and we can’t spin. What we can do, is make sure that we are consistently performing at our best. Keep raising the bar.
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