In this age of increased focus on the patient experience, leaders need to give employees enough data so they believe improvement practices work and enough of a personal narrative to compel them to act. But what makes such communication highly compelling is when those employees understand how a new practice will help them. People want to know: “If I behave in this new way, how will this practice help fulfill my values-driven need for purposeful, worthwhile work that makes a difference in the lives of others? Show me how this new practice will help me achieve that personal ambition and I’m hooked.” Answering “the three whys” can improve an organization’s success and create more transparent communication with employees, which leads to better care for your patients.
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