Posted May 17, 2018
After a year of refocusing on accountability and leadership development, McLaren Flint saw significant improvement in patient experience, employee engagement, and financial performance.
Posted January 29, 2018
Is there a difference between a “hardwired” and a ”highly reliable” leader? If high reliability means zero defects, then are we highly reliable when we allow ourselves that cushion to complete most (but not all) of our staff rounding (or any other expected behavior)?
Posted December 20, 2017
Research suggests that challenging goals get the best results, but finding the balance between aggressive and realistic goals can be tricky. Get tips from an expert on setting goals that are tough – and achievable.
Posted December 11, 2017
As organizations mature in goal setting, they struggle with keeping leaders engaged with writing effective goals. Recently, the Leadership Development Team of Appalachian Regional Healthcare System (ARHS) in Boone, NC, made goal-setting engaging, effective and fun during their quarterly training.
Posted November 03, 2017
Before diving into any new initiative, it is important to ensure your employees and leaders are aligned in their perceptions of what the organization does and doesn’t do well. This means before treating, you should begin with a thorough diagnosis.
Posted October 02, 2017
Many organizations struggle to see improvement year after year but there is one thing leaders can do to make a change - put some skin in the game. Organizations achieve the most sustainable results when evaluations are 100 percent based on leader outcomes.
Posted September 01, 2017
Inspiring organizations to be highly reliable and commit to zero harm is the goal of The Joint Commission - but their customers did not always see it that way. Recognizing their reputation could be a barrier to their mission, The Joint Commission changed its approach so customers would be open to their feedback, education and best practices.
Posted June 16, 2017
This year marks Studer Group Canada’s 10th anniversary. We’ve grown rapidly – from working with a small group of healthcare organizations in 2007 to supporting a diverse network of more than 20 leading organizations today. Our partners range from small rural hospitals to large community and regional health centers [centres] to major academic health science centers.
Posted May 22, 2017
St. David’s Georgetown had a problem with high turnover for new employees. By implementing and hardwiring Studer Group’s peer interviewing practice, they reduced their turnover rates from more than 20 percent to less than 10 percent.
Posted February 24, 2017
Studer Group helps large healthcare systems to get results by focusing on 4 proven organizational strategies.