The Last Word
Lessons Learned on Employee Engagement
The Language of Engagement
“In 2007, right before we began working with Studer Group, we went through a dark era. Employee turnover was over 50 percent. Since then, it’s been as low as 7 percent. The philosophy of our leadership team is servant leadership. As a Catholic organization, we see Jesus Christ as our role model in this. If you look at illustrations in the Bible, you’ll notice that the shepherd is always behind the flock leading and guiding them.
On our organizational charts, leaders are at the bottom and employees are at the top. In fact, we don’t really use words like ‘supervisor’ or ‘employee.’ We call ourselves ‘coaches’ and ‘mentees.’
We just joined the Ascension Healthcare Network so I feel my role is shifting from CEO to chief change officer. I’m very focused on keeping everyone’s passion and ownership high. I tell them that even though their paycheck comes from a different company, they’ll still see our patients in the grocery store. So we need them to bring their best.”
Shannan Flach,
Administrator
Wamego Health Center,
Wamego, KS
Dealing with Low Performers
“Back in 2006, when I first attended a Studer Group Institute, I remember thinking that holding low performers accountable sounded great, but it’s not that easy in a rural hospital. I might fire my son’s softball coach or the person I sit next to in church. While that’s still true, I have a completely different perspective now. If I see someone not acting in accordance with our standards of behavior, I address it right away.
Otherwise, I feel like I’m stealing an opportunity for that person to be great due to lack of feedback (just as I would if I failed to recognize a high performer when I observe greatness!) I do it for all our excellent employees and for our patients, too… because they deserve our best consistently. I confront employees in a positive way by saying, ‘I want you to be successful, but what I just observed is not okay and won’t keep you employed here unless it changes. I’m going to speak with your manager to ensure you have the tools and equipment you need to meet our standard. Then I’d like to schedule time with you in 30 days to re-evaluate your performance.’ Believe it or not, I now look forward to these opportunities.”
Kim Bordenkircher,
CEO, Henry County
Hospital, Napoleon, OH
Hardwiring Reward and Recognition
“When nurses round on patients, they ask, ’Is there anyone who’s made your stay especially great?’ When I round on physicians, senior leaders and managers, I ask, ’Is there anyone in the department who deserves recognition from the CEO?’ Then I write thank you notes and mail them to their home.
I have a sheet of paper on the clipboard I carry so I can jot down names when I spot opportunities… like the time I saw a housekeeper run after a patient in the parking lot with a slipper she’d dropped. You would’ve thought I’d sent her a goose with a golden egg when she got that note! Another thing the senior leader team does is a 90-day breakfast with new employees. We ask them, ’Who’s been especially helpful to you? Even in other departments.’ Directly afterwards we all sign a thank you note to that individual.
I think it’s important to find out how people like to be recognized. Some people hate public recognition but would be thrilled to take an hour instead of a 30 minute lunch break, so managers make a point of finding what is meaningful. It can feel artificial when you first start recognizing people, but I say, ’Fake it till you make it!’ You’ll notice a world of difference and find you really enjoy doing it over time.”
Mary Beth White-Jacobs,
CEO, Black River
Memorial Hospital,
Black River, WI
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