The Nurse Leader Handbook - Chapter Tools
Section 1: Tactics to Manage and Lead
Chapter 1: Effective Communication
- Figure 1.1 – Pillar Management: Populating the Pillars with Defined Goals
- Figure 1.2 – Transparency: Communication Board Example
- Figure 1.3 – Sample of Department-Specific Newsletter
Chapter 2: Rounding on Staff
- Figure 2.1 – Employee Rounding: Employee Satisfaction Increase (Entity Comparison)
- Figure 2.2 – Employee Rounding: Employee Satisfaction Increase (Results)
- Figure 2.3 – Customer Satisfaction Results
- Figure 2.4: Communication Flow for Rounding on Employees
- Page 24 – Tools to Maximize and Hardwire - Rounding log
- Figure 2.5: Rounding for Outcomes – Staff
- Figure 2.6: Stoplight Report
- Page 24 – Tools to Maximize and Hardwire – Stop Light Report
Chapter 3: Performance Management
- Figure 3.1 – Understanding Changes
- Figure 3.2 – Performance Management
- Figure 3.3 – Compliment to Criticism Ratio
Chapter 5: highmiddlelow® Performers and Critical Conversations
- Figure 5.1 – Impact of highmiddlelow®
- Figure 5.2 – highmiddlelow® Conversations & Organizational Results
- Figure 5.3 – Ignore Them? High Performers
- Figure 5.4 – Improved Organizational Performance
Chapter 6: Selecting and Retaining Talent
- Figure 6.1 – Quality Connection
- Figure 6.2 – Cost of High Turnover
- Figure 6.3 – Financial Impact Overall and Nursing Turnover Reduction
- Figure 6.4 – Interdependent Relationships Quality Example
- Figure 6.5 – The Selection and Retention Process
- Page 74 – Behavioral-Based Questions Sample
- Page 74 – Lend an EAR to the Candidate
- Figure 6.6 – Interview Matrix
- Figure 6.7 – Peer Interview Decision Matrix
- Page 84 – The 30- and 90-Day New Employee Retention Meetings template
Chapter 7: Developing the Healthcare Team
Section 2: Tactics to Implement for Better Patient Care
Chapter 8 Nurse Leader Rounding on Patients
- Figure 8.1 – Leader Rounding on Patients “Did a Nurse Manager Visit You During Your Stay?”
- Figure 8.2 – Leader Rounding on Patients “Did a Nurse Manager Visit You During Your Stay?”
- Figure 8.3 – Leader Rounding Customer Perception Overall Ranking
- Figure 8.4 – Conversation Flow: Nurse Leader Rounding on Patients
- Figure 8.5 – Rounding on Patients Log
Chapter 9: Pre- and Post-Visit Patient Calls
- Figure 9.1 – Pre-Visit Phone Call Results
- Figure 9.2 – Pre-Visit Phone Call Outpatient Procedure Results
- Figure 9.3 – Pre-Visit Phone Call Sample
- Figure 9.4 – State University of New York Study Mayo Clinic Proceeding, August 2005
- Figure 9.5 – Studer Group Partners vs. Non-Partners ‘Patients who gave a rating of 9 or 10’
- Figure 9.6 – Post-Visit Calls Likelihood of Recommending-Inpatient
- Figure 9.7 – Post-Visit Calls Likelihood of Recommending-ED
- Figure 9.8 – Post-Visit Calls Clinical Quality
- Figure 9.9 – Reality of Adverse Events Post-Discharge
- Figure 9.10 – Post-Visit Phone Call Sample
Chapter 10: Hourly Rounding on Patients
- Figure 10.1 – Call Light Reductions After Implementing Rounds
- Figure 10.2 – Quality: Patient Falls Reduced
- Figure 10.3 – Quality: Skin Breakdown Reduced
- Figure 10.4 – Service: Patient Satisfaction Increased
- Figure 10.5 – Eight Behaviors for Hourly Rounds
- Figure 10.6 – Hourly Rounding Log
Chapter 11: The Bedside Shift Report
- Figure 11.1 – Bedside Shift Report
- Figure 11.2 – SBART
- Figure 11.3 – Bedside Handoff Competency Checklist
- Figure 11.4 – Bedside Report Rounding Feedback – Managers
- Figure 11.5 – Handoff and Bedside Report-Benefits
Chapter 12: Individualized Patient Care
- Figure 12.1 – Individualized Patient Care: Results Likelihood of Recommending
- Figure 12.2 – Individualized Patient Care: Results Overall Rating of Care
- Figure 12.3 – Whiteboard / Note Card Example
- Figure 12.4 – How to Implement Individualized Patient Care
- Figure 12.5 – Individualized Patient Care Patient Rounding Log
Chapter 13: Key Words at Key Times (AIDET)
- Figure 13.1 – Key Words at Key Times – AIDET Outcome-Medical Imaging
- Figure 13.2 – Key Words at Key Times – AIDET Outcome-Physician
- Figure 13.3 – AIDET Competency Assessment
- Figure 13.4 – AIDET Dashboard
Chapter 14: Service Recovery
- Figure 14.1 – Hospital Service Recovery Program Return on Investment Adds up to $266,000!
- Figure 14.2 – Estimate Service Recovery Program Return on Investment at Your Hospital
- Figure 14.3 – Service Recovery Opportunity Process
- Figure 14.4 – Service Recovery Tracking Chart
- Figure 14.5 – Service Recovery Resource Log
Section 3: Knowledge Fundamentals
Chapter 15: Goal Management
- Figure 15.1 – Impact of Organizational Goals Hardwired into Leader Evaluation on Patient Perception of Care
- Figure 15.2 – Yearly Goals
- Figure 15.3 – Goal Decision Matrix
- Figure 15.4 – ICU Manager Leader Evaluation Sample (755 weight on Quality)
- Figure 15.5 – ICU Manager – Report Card
Chapter 16: Understanding Financial Impact (From ROI to Revenue Creation)
- Figure 16.1 – ICU Ventilator – Associated Pneumonia
- Figure 16.2 – ICU Central Line Blood Stream Infections
Chapter 18: Measurement
- Figure 18.1 – What Will CMS Report
- Figure 18.2 – How Often Did Nurses Communicate Well with Patients
- Figure 18.3 – Would Patients Recommend the Hospital to Friends and Family
- Figure 18.4 – 4 vs. 5 Sample Distribution of Patient Satisfaction Score
- Figure 18.5 – Sample Survey Questions
- Figure 18.6 – Reports: Green, Yellow, and Red
Chapter 19: A Culture of Safety
- Figure 19.1 – Never Events: What’s the financial impact?
- Figure 19.2 – Crosswalk of Never Events with Studer Group EBL Tactics
- Figure 19.3 – Round on Patients Saves Lives
Chapter 20: Collaborating with Physicians
Section 4: Professional Development
Chapter 21: Effective Meetings
Chapter 22: Supervisory Meeting Model
- Figure 22.1 – Studer Group Supervisory Meeting Model
- Figure 22.2 – Leadership Development Institute Linkage Grid
Chapter 25: How to Manage Change (Nursing Evolution Required)
- Page 338 – The “Tough Questions Exercise” provides a structure method to anticipating and answering possible tough questions.
Chapter 26: Walking Life’s Tightrope
