Published Articles
To cure labor shortage, become best place to work
Author: Mark BenedumPublication Name: Boston Business Journal
Published Date: 02/01/2008
Hospitals across the United States are struggling with workforce shortages that have the potential to compromise both quality and availability of health care in the years to come. There simply aren't enough nurses and medical technologists to serve our aging population.
Manage Up to Improve Performance
Author: Quint StuderPublication Name: Healthcare Registration
Published Date: 01/29/2008
A critical task in getting organizations aligned is teaching leaders how to quit playing the “blame game” and start positioning others— individuals, departments, and so forth—in a positive light.
Evidence-Based Leadership
Author: Quint StuderPublication Name: Projects@Work
Published Date: 01/14/2008
When it comes to leading teams, commonsense tactics can produce uncommonly good results. Here are five recommended best practices from the author of best-seller "Hardwiring Excellence" that can boost morale and improve performance, immediately and over the long term.
The Accidental Saboteur
Author: Quint StuderPublication Name: Event Solutions
Published Date: 12/01/2007
Whether you're a leader or an employee, you want your company to succeed, right? Of course you do. After all, your paycheck depends on it. But the vast majority of companies—even vibrant organizations that operate with little noticeable dysfunctions—are filled with saboteurs.
Serious About Service
Author: Quint StuderPublication Name: Health Executive
Published Date: 11/01/2007
Patient satisfaction levels have a direct effect on the bottom line. If you understand how service, safety, and quality issues impact financials, you can implement tools that boost and sustain both patient satisfaction and strong financials.
Employee Satisfaction: Key to Driving Performance Excellence
Author: Debbie CardelloPublication Name: Urgent Matters
Published Date: 08/20/2007
In today's health care market, American hospitals are faced with intense competition, declining reimbursements, and workforce shortages. Healthcare consumers choose hospitals where they believe they will receive the very best care and service.
Evidence-Based Leadership for Reduced Risk
Author: Bob Murphy, RN, JDPublication Name: Managing Infection Control
Published Date: 07/01/2007
People don't go to the hospital to get sicker; yet that is what often happens. Many states are in the process of making hospital infection rates and other adverse event rates public, so risk reduction is naturally a hot topic in the healthcare industry.
Infinite Excellence: Live the brand promise by emphasizing "always."
Author: Lynne CunninghamPublication Name: Marketing Health Services
Published Date: 06/20/2007
In the Summer 2007 edition of Marketing Health Services, Studer Group coaches Lynne Cunningham, Zani Weber and Karen Cook describe the new HCAHPS survey and relate how it is good news for the marketer. By striving to "always" provide an exceptional experience for the patient, the hospitals remains focused on truly "living the brand promise."
How to Achieve and Sustain Excellence
Author: Quint StuderPublication Name: Healthcare Financial Management
Published Date: 06/01/2007
Why can some organizations achieve and sustain excellence while others cannot? What makes the difference is one of the most important things the Studer Group has learned in coaching hundreds of organizations over the past eight years.
Improve staff turnover, LOS, and bottom line
Author: unknownPublication Name: Hospice Management Advisor
Published Date: 06/01/2007
Training hospice leaders to be effective managers may be one of the most effective ways to improve a hospice's staff turnover rate, as well as make a significant difference on the bottom line, according to the experience of one Florida hospice.
Objective Leadership Evaluations Drive Successful Performance
Author: Quint StuderPublication Name: ANI: Healthcare Finance Conference
Published Date: 06/01/2007
Why do some organizations sustain excellent performance while others operate in fits and starts? Even though they may work under the same financial pressures and in a similar external operating environment, some organizations excel at attracting talent, growing market share, and maintaining financial health, while others just don't.
Program Teaches Zero Tolerance for Poor Performers
Author: UnknownPublication Name: Hospice Management Advisor
Published Date: 06/01/2007
Hospice leaders know very well who are their high, middle, and low performers, but they may not take the time to identify employees this way or deal with the conflicts posed by the low performers, and this can lead to systemic and long-term problems in the organization.
Closing the Gap
Author: Quint StuderPublication Name: Health Executive
Published Date: 03/05/2007
Quint Studer exposes a significant gap in healthcare succession planning and shows us how to close it.
Round Bounty
Author: Christine M. MeadePublication Name: Marketing Health Services
Published Date: 03/05/2007
The healthcare marketing profession has changed dramatically over the past30 years. But what hasn’t changed is that clinical providers in a hospital continue to have the greatest influence on patient and family perceptions ofa hospital or health system.
Relationship Management
Ask physicians how they feel about the hospitals where they work, and you are likely to get some interesting answers. One reason is that many physicians feel like they work in four hospitals: the day hospital, the night hospital, the weekend hospital, and the holiday hospital....Leadership and Management
Author: Quint StuderPublication Name: hfm
Published Date: 07/01/2006
I think of reducing employee turnover as the “low-hanging fruit” when it comes to easy ways to dramatically cut costs.
Discharge Phone Calls Deliver Quality Care, Higher Patient Satisfaction
Recently a nurse told me about a patient who thanked her for saving his life. She said, "When I called, the patient recognized my name and started to express his gratitude. He said we made him feel like the only patient we had that day in the ER and if it hadn't been for the doctor who insisted he be admitted (despite his reluctance), he wouldn't be alive today. "Revenue Cycle Strategist
Author: Quint StuderPublication Name: hfma
Published Date: 05/01/2006
Every organization should ensure that all of its employees, including its leaders, receive training every year. Does leader-ship training at your organization get results? Test yourself or your supervisor by answering these questions.
Reducing Leader Variance
Author: Quint StuderPublication Name: hfm
Published Date: 10/01/2005
Quint Studer explains how to reduce leader variance in the October 05 issue of hfm magazine, a publication of the Healthcare Financial Management Association.
High-Middle-Low Performer Conversations
Author: Quint StuderPublication Name: hfm
Published Date: 08/01/2005
Quint Studer explains how to have conversations with high, middle, and low-performing conversations in the August 05 issue of hfm magazine, a publication of the Healthcare Financial Management Association.
Boost Patient Satisfaction without Burdening Your Budget
Author: Gail Boylan, RNPublication Name: Oncology Issues
Published Date: 03/30/2005
Patient satisfaction and staff satisfaction go hand in hand. A few simple steps can help improve both.
Five Questions to Ask New Hires
Author: Quint StuderPublication Name: Healthcare Executive (American College of Healthcare Executives)
Published Date: 03/01/2005
In this article, Quint Studer outlines the five best questions to ask a new hire at your organization.
Developing the New Frontline Manager
Author: Lauren Arnold, PhD, RN and Greg NelsonPublication Name: Nurse Leader
Published Date: 12/01/2004
This article details how to develop new frontline managers.
The Art of Rewarding and Retaining Staff - Part 3
Author: Susan Osborne, RN, MSN, MBAPublication Name: Nurse Leader
Published Date: 10/01/2004
This article is the last in a 3-part series on rewarding and retaining staff.
How to Become an Employer of Choice
Author: Lynne CunninghamPublication Name: COR Healthcare Market Strategist
Published Date: 08/01/2004
Being "a great place to work" is imperative in any business today, but especially in healthcare where national shortages of nurses, pharmacists, and other professionals have become critical.
The Art of Rewarding and Retaining Staff - Part 2
Author: Susan Osborne, RN, MSN, MBAPublication Name: Nurse Leader
Published Date: 08/01/2004
This article is part 2 of a 3-part series on retaining staff.
Moving from Good to Great
Author: Quint StuderPublication Name: Marketing Health Services (American Marketing Association)
Published Date: 06/01/2004
Principles and Passion turn the Healthcare FlywheelSM. This article is adapted from Chapter 2 of Hardwiring Excellence.
The Art of Rewarding and Retaining Staff - Part 1
Author: Susan Osborne, RN, MSN, MBAPublication Name: Nurse Leader
Published Date: 06/01/2004
The key for success is retention of your current staff.
Communicating Quality
Author: Quint StuderPublication Name: COR Healthcare Market Strategist
Published Date: 03/01/2004
How a hospital can raise its quality profile in the community it serves.
The Value of Employee Retention
Author: Quint StuderPublication Name: hfm
Published Date: 03/01/2004
High employee retention is key to service excellence and operational excellence.
How Health Care Wins with Consumers Who Want More
Author: Quint StuderPublication Name: Frontiers of Health Service Management (American College of Healthcare Executives)
Published Date: 07/04/2003
Quint Studer's article, "How Healthcare Wins with Consumers Who Want More" is published in the Summer 2003 Frontiers of Health Service Management magazine
Making Service Excellence a Priority
Author: Quint Studer
Publication Name: Trustee Magazine (American Hospital Association)
Published Date: 09/01/2002
It's important (but not always common) for boards and CEOs to agree on the organization's top priorities. By working closely with the CEO on the right "To Do" list, boards can help the organization respond effectively to significant challenges, such as low patient satisfaction or high employee turnover. A leadership team that is willing to examine itself and improve can overcome obstacles that at first seem insurmountable.
Sustaining the Gain: Creating Organizational Alignment through Accountability
Author: Quint StuderPublication Name: Press-Ganey Satisfaction Monitor
Published Date: 05/01/2002
The payoffs to the evaluation are huge: great results. The best of these results is an organization that is a great place to work, to practice medicine, and to receive care.