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I have had the opportunity to be involved with hospitalists since the specialty began almost 2 decades ago. In my previous role, I managed a hospitalist service as a chief medical officer and as a practicing physician, I worked closely with hospitalists that cared for my patients. Now, as a Studer Group physician coach, I’m fortunate to work with hospitalists on improving communication and patient experience. These experiences have offered insight into some of the issues hospitalists and hospitalist programs can face, and have uncovered five essentials that can make a hospitalist program successful.
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Do you know your practices no-show rate?  For many practices the answer is no, even though no-shows create access issues, reduce revenues, and negatively affect patient care. Before we can treat the problem of no-shows, we must begin with the diagnosis. It starts with tracking no-shows for trends and repeat offenders. Understanding the reasons patients miss their appointments is key to creating a successful and proactive strategy. 
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Does the invitation to a strategic planning retreat fill you with dread?  It doesn’t have to be so scary. In fact, you can streamline strategic planning using just five key steps to engage internal and external stakeholders in the case to support change, identify a shared vision, and take decisive action in the coming years. 
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In the past, we’ve had a tendency to think of individuals in two different groups: the mission-driven (that’s most of us) and the margin-driven (those who are keenly focused on financials). In reality, there really aren’t two separate groups. We can’t have mission without margin. Each makes the other possible. Regardless of our role within the organization, we all got into healthcare because we have a passion to help people and make a difference.
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We recently sat down with Greg Paris, a former CEO of a rural hospital and current Studer Group Coach and leader of the rural healthcare division, to discuss how accountability differs in rural organizations from larger systems.
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Over the past several years, evidence has accumulated that compels providers and health care organizations to address the patients’ perception of care as a key health care outcome to be addressed and optimized.
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In this era of transparency, accountability, shared decision making and healthcare consumer choice, medical practices must find ways to distinguish their practice to create a best-in-class experience. Essential to this is exceptional care quality, driven by talent selection, adherence to evidence-based treatment plans and ongoing medical education and professional development. 
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In order to create a culture of excellence - one with accountability at the foundation – leaders must be aligned in a meaningful way to the strategic plan and goals of the organization. Through over a decade of coaching healthcare organizations, Studer Group and its partner organizations have proven an objective evaluation tool is key to the alignment and achievement of outcomes. The Leader Evaluation process is a critical part of Studer Group’s execution framework, the Evidence-Based LeadershipSM model, where aligning metrics to key stakeholders and helping them to understand the urgency for each measure is a crucial part of this framework.
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After 15 years as a Studer Group Coach, and even before that in my work with Quint Studer at Holy Cross Hospital in Chicago and Baptist Hospital in Pensacola, I have had the opportunity to work with hundreds of organizations and currently work with and lead 75 active coaches across the Unites States. In our experience, the most common coaching question we receive is, “How do we move performance?”
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When we talk about empathy, we are referring to the capacity to understand another person’s experience from within that person’s frame of reference. Sigmund Freud commented that “Empathy does not involve identifying with the other person per se, but with what that person is experiencing”. In other words, it is about recognizing and validating a patient’s anxiety, fear, pain, worries and situation. Our patients need to know that we are seeing, listening and relating to them.
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