Posted February 20, 2018
Research indicates that bullying in the healthcare workplace is on the rise. Address bullying at the outset with prescribed standards of behavior and tough conversations.
Posted October 19, 2017
Whether an organization is expressly striving for “high reliability” or creating goals to provide the highest quality and safety in care delivery, traditional huddles must be elevated to include specific steps and questions that align to clear goals.
Posted September 26, 2017
Quality Impact Teams (QITs), reward high performers, build excitement around organizational goals and accelerate cultural transformation. Learn which of the 11 types of QITs are most important and why.
Posted August 10, 2017
Many organizations struggle with low provider turnout at meetings. We suggest 6 tips for improving physician attendance and engagement.
Posted May 30, 2017
Answering tough questions from your team is a fundamental skill for all leaders. Learn four steps to guide your responses so you are communicating effectively.
Posted April 25, 2017
The purpose of designating “meeting free zones” on your schedule is not to tackle your everyday to-do list; use that sacred time for meaningful, outcomes-focused conversations and actions.
Posted September 28, 2015
In an era of big data, high performance expectations, and growing trends in pay-for-value, some organizations may struggle with what to do with this surplus of information. What’s more, they must identify how best to present the data in a meaningful, transparent and receptive way such that the feedback drives performance and creates behavioral and practice alignment. Research and our experience in coaching hundreds of healthcare organizations reveals that organizations and individuals who are aligned on goals and receive regular performance feedback tend to outperform those that lack feedback.
Posted May 07, 2014
Aligning action plans with desired results requires us to have the right action plans in place. This involves a review of results to date, looking at trend lines (quantitative data) and validating current data through continued dialogue with all stakeholders (qualitative data). It also requires having accountability processes in place to identify priorities at least every 90 days, identifying who is responsible for creating and executing those actions to impact the outcomes, and monthly follow-up to assure compliance and movement in the right direction.
Posted March 18, 2014
One of the questions I'm frequently asked as I travel the country coaching healthcare organizations is how to be more effective in approaching annual performance appraisals. At Studer Group, we suggest communicating the "why" first and connect it back to the values of the organization. In other words, why are we having this performance conversation?
Posted April 21, 2013
At Studer Group, we do extensive research with America's top healthcare organizations to harvest best practices, identify opportunities for improvement and provide the tools and tactics that organizations implement to drive clinical outcomes. One of our assessments, the Straight A Leadership Assessment, asks leaders a series of questions to create better alignment and accountability. The cumulative results of these assessments show one area that is consistently listed as an opportunity for improvement: communication. In fact, it was mentioned so frequently that it prompted this Outcome Driven Communication Series.