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Coffee Break Boost Get the Buzz on Your Data
Provided by My InnerView/OCS Education E-Learning Network
Confidential– For My InnerView Client Use Only
My InnerView Monthly Q&A Session
September 18, 2012
Conference Phone Number: (800) 708-6791
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Agenda
� Welcome
� Monthly Q&A calls
� Improving Your Leadership Skills Part VI –
Delivering What Matters Most
� Frequently Asked Questions
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Introductions
� Mary Tellis-Nayak, RN, MSN, MPH
– VP, Quality Initiatives/Strategic Advisor
� Shannon Oborny
• Client Service Manager
� Karen Smith
– Program Development Manager
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SharingKnowledge
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Sharing knowledgeand teaching employees
the “business” of the businessis the key to building understanding
Share the “why” behind the “what”
The more employees see the overall vision for
your organization, the more they will accept and
support the plans necessary
to achieve that vision
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� Show the team how all the pieces of
the picture fit together
� Demonstrate how the team makes
a difference to the customer
� Teach employees the vital signs of
the business
How does one share knowledge?
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� Tear down the walls between
departments
� Show the teams the contributions each
discipline makes to the organization
� Employee Awareness Day
– Every department conducts a workshop
to explain what they do how it fits into
the big picture
Show the team how all the pieces of the
picture fit together
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� Using family and resident satisfaction surveys, the management shares and discusses this information with staff
� Staff participate in exploring ways to address the concerns of family and resident
� Staff participate in focus groups and customer forums to hear first hand of their concerns and issues
Demonstrate how the team makes a
difference to the customer
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� Managers who invest the time to teach
their employees the critical numbers of
the business will reap the rewards of
greater understanding and increased
productivity
Teach employees the vital signs of
the business
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� Before each shift, teams meet for 10 minutes to share critical information
� Each employee receives a small packet with the day’s vital information
– Projected hotel occupancy
– A list of VIP guests and their preferences
– Special conference/meeting needs
– A motivational principle of the day
� These meeting ensure that everyone is in touch with the critical numbers and knows how they impact customer satisfaction
Ritz Carlton – a case study
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EXERCISE
� List the 10 (or more) most important
pieces of data that are essential to you to
be successful in leading a long-term care
organization
� Which of these do you think are important
to share with your staff?
– WHY?
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Important numbers for LTC
Residents/Families Employees
Occupancy by category Stability of staff
Discharges to hospital/home Turnover of staff
Satisfaction with care/services Employee satisfaction
Satisfaction for short-stay residents Employee commitment
Satisfaction with admission process New hire satisfaction (first 3 months)
Falls Length of orientation
Weight loss New residents and their needs/desires
Medicare/Medicaid Discharges to home/hospital/death
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What do our Residents Want?
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AN EXERCISE:
What
Matters Most
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Quadrant Analysis: TWO KEY CONCEPTS
1. How staff, residents and family rate your care and services
Your average score on each item (1 – 4):
“Poor” “Fair” “Good” “Excellent”
Rank order all items by average score (1 – 100):
Lowest to highest ranking score
2. How much each item influences staff, residents and family to recommend to others
Correlate each item with “Recommendation (0 – 1):
No correlation to strongest correlation
Rank order all items by correlational strength (1 – 100):
Lowest to highest ranking correlation
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1 ----- Lowest to highest ranking correlation ------ 100
Su
cce
sse
s
You have little control over
employee expectations
Yo
u c
an
me
et
em
plo
ye
e e
xp
ect
ati
on
s
C.
Secondary
opportunities
D.
Primary
opportunities
B.
Primary
strengths
A.
Secondary
strengths
Ch
all
en
ge
s
1 -
Low
est
to
hig
he
st r
an
kin
g s
core
-1
00
Recommendation
Item Item score
Quadrant and Action Priorities
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Skilled Nursing Resident & Family
Survey Questions
1 Choices/preferences 12 Attention to resident grooming
2 Respectfulness of staff 13 Commitment to family updates
3 Respect for privacy 14 Competency of staff
4 Resident-to-resident friendships 15 Care (concern) of staff
5 Resident-to-staff friendships 16 Responsiveness of management
6 Meaningfulness of activities 17 Safety of facility
7 Religious/spiritual opportunities 18 Security of personal belongings
8 Quality of RN/LVN/LPN care 19 Cleanliness of premises
9 Quality of CNA/NA care 20 Quality of meals
10 Quality of rehabilitation therapy 21 Quality of dining experience
11 Adequate staff to meet needs 22 Quality of laundry services
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Voice of Residents and
Family Members
SKILLED NURSING
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Care (concern)of staff
Competencyof staff
Choices/preferences
Nursing(RN/LVN/LPN)
care
Management responsiveness
Respectfulness of staff
Safety of facility
Nursing assistant (CNA/NA) care
Resident/Family updates
Resident-to-staff friendships
NATION’S RESIDENTS SAY:
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NATION’S FAMILIES SAY:
Care (concern)of staff
Competencyof staff
Nursing(RN/LVN/LPN)
care
Nursing Assistant(CNA/NA)
care
Respectfulness of staff
Choices/preferences
Safety of facility
Responsiveness of management
Adequate staff to meet needs
Attention to resident grooming
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“Honey,
I’ve been through 2 world wars,
the Great Depression,
taught 3,297 children,
administered 4 elementary schools,
and outlived every pastor I worked with.
I’m 89 years old.
And YOU are telling
ME it’s bedtime?”
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NATION’S RESIDENT
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NATION’S FAMILY
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20
1
17
13
2
A B
C D
SECONDARY STRENGTHS
SECONDARY OPPORTUNITIES
PRIMARY STRENGTHS
PRIMARY OPPORTUNITIES
16
4
7
10
3
19
8
15
145
12
9
21
2218
6
FAMILYRESIDENT
11
20
1
17
13
2
16
47
10
3
19
8
1514
5
12
9
2122
18
6
11
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SECONDARY STRENGTHS
Safetyof facility
Competencyof staff
Care (concern)of staff
Respectfulnessof staff
17
2
A BPRIMARY STRENGTHS
15
14
17
2
1514
RN care8 8
FAMILYRESIDENT
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CNA care
D
PRIMARY OPPORTUNITIES
9
Commitment tofamily updates
Resident-to-staff friendships
13
A B
SECONDARY STRENGTHS P
RIMARY STRENGTHS
135
95
FAMILYRESIDENT
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Responsiveness of management
Choices/preferences
1
CSECONDARY OPPORTUNITIES P
RIMARY OPPORTUNITIES
16
1
16
FAMILYRESIDENT
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PRIMARY OPPORTUNITIES
Quality ofdining experience
Adequatestaff
Cleanlinessof premises
Residentgrooming
19
A
SECONDARY STRENGTHS
C D
SECONDARY OPPORTUNITIES
12
2111
19
1221
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FAMILYRESIDENT
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“I hope for the day when everyone who lives in any long-term care situation knows there is someone waiting for him or her each morning after the journey of sleep one takes each night.
“And I yearn for the day when each staff person — most especially CNAs — know that there are people who are waiting for a morning greeting, interested in learning how the CNA fared in the hours they were apart.” CARTER WILLIAMS
The elderly orangutan was in a rescue and not doing well. This old hound wandered in absolutely emaciated and the orangutan snapped to.
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He stayed with the hound night and day until he was well and in the whole scenario, found a reason to live. They are now inseparable.
IT’S ALL ABOUT RELATIONSHIPS
It is the compassionate connection between a caregiver and a resident that elevates common courtesy into something more tender and unforgettable than good, routine care
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When you don’t
remember
anything,
you’re satisfied!
Loyalty is generated by memorable thingsthat happen that we didn’t expect
What if Winniethe Pooh had been in a bad mood?
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� Though it takes somebody doing
something special beyond what is
expected, it doesn’t take everybody
doing something special all the time
� It takes only one brief experience on only
one day of a stay to determine
dissatisfaction or loyalty
The Law of Memorable Events
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� Satisfaction and loyalty are not won on field
of best clinical quality
– Clinical and process outcomes is not where
battle for consumer’s mind is being waged
� Residents judge their experience by the
way they are treated as a person, not by
how they are treated for their disease
� Perceptions of personal treatment are more
highly correlated than clinical competence
Understanding the patient’s mind
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Loyalty
comes from
compassion
What words on comment cards madethe patients love the staff?
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If one were to pick out the
synonyms for compassion,
there is an amazing
consistency in the qualities that
have the greatest impact
on patient loyalty
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There is no human relationship more intimatethan that of nurse and patient…..
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“Competence”
synonyms
were the
least mentioned
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Courtesy
and competency
are expected
Doing what is expected does not earn unsolicited raves
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Loyalty
is often expressed
because of the
actions of
one nurse or CNA
on one shift!
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What can I do to improve the quality
of life for my residents?
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Compassion,
caring,
comforting and
kindness —
these make up
the bulk of the
adjectives linked
to loyalty … they
are all rooted in
empathy
The capacity for empathy is “the ability to
share in another’s emotions or
feelings”
When people receive empathy, they feel loved
and cared about
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For long-term care not to teach the role of empathy, or inspire compassion, is a colossal omission, because empathy
has the capacity to heal by its effect on stress, and compassion is the primary influence behind patient loyalty.
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The nursing
home:
The nursing
home:
• lowest status age group
• loss of health, roles, home
• dependent, frail
• powerless to change
• weakest social class
• lowest social status job
• least paid, least autonomy
• powerless to change?How do DON and Administrator generate quality of li fe?
where two
worlds meet
where two
worlds meet
CNAsResidents
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The cradle of quality
=
Resident’s world = The CNA
• 90% of personal care
• 6 times as an RN
• 5 times as an LPN
Q of life = CNAs relationship
CNAs significant world =
The Nursing Home
• 50% of waking hours
• 90% economic support
• significant social bonding
• self image, self respect
Q of life = NH relationships
Resident CNA
interaction
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How do you show you
care about your
employees?
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The biggest investment is TIME
1. Schedule time to focus on
employee development
6. Remember birthdays and
service anniversaries
2. Ask about interests outside of
work
7. Support employees in
times of crisis
3. Treat everyone with respect and
dignity
8. Be available when people need
you
4. Say “thank you”9. Help co-workers become more
effective
5. Get employees involved and ask
for their opinion
10. Surround good people with
other good people
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Employees need to know how the
team is doing
� People want to be part of a winning team
� People want to know their contributions
make a difference
� The more emphasis you place on
teamwork, the more accountability team
members will feel and the more
collaboration will occur
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Walkingthe Talk
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� Only 14% of employees said they
had a positive role model at work
� 86% couldn’t identify even one person
at work they wanted to emulate!
Survey results
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� The principal method of communication in most organizations is the observation of other people’s behavior
� People follow people and as the leader, they are following YOU
� Everything you do and say is being watched and evaluated
� You are always leading
� Everything you do counts
The responsibilities of leaders to
“walk the talk”
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The responsibilities of leaders to
“walk the talk”
� Your influence is constant
� You lead by what you do
� You work in a “fish bowl”
� You don’t get to pick and choose what
attitudes or behaviors you want to
count – everything counts
� You can NEVER not LEAD
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The enemies of leading by example
� Haziness – Acting and reacting without thinking
� Greed – The drive to acquire or possess
more and more in one’s self-interest
� Speed – The motivation to cut corners in
response to the “warp speed” of business
� Laziness – Taking the path of least effort and resistance
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CASE STUDY: A Fortune 100 company
� An interdepartmental team worked diligently week after week to clarify their corporate values
� Tens of thousands of dollars were spent marketing the values internally– Posters were printed
– Screensavers developed
– Mouse pads created
– Coffee cups imprinted
� What company is this??????
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CASE STUDY: A Fortune 100 company
� Values were highlighted in the annual report
� Values were communicated to all employees
� Everywhere you went you could see thecorporate values
– R Respect
– I Integrity
– C Compassion
– E Excellence
� The company was ______________
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The importance of follow-up:
Leadership Calendar
� Mark 12 different days on your calendar spread out over 8 months
� After the end of that day, write down some leadership behavior that you exercised during the previous period (or that day)
� Ask yourself:– How did I feel about my action or behavior?
– How does this action or behavior jive with what I know about leadership best practices?
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Frequently Asked Questions
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Ordering Surveys
Q: When I order surveys, why does it take 5
days for MIV to mail?
A: Surveys customized per facility
– Printed with facility names
– Printed with individual barcodes
• Allows MIV to scan completed surveys into correct
facility within our database (example below)
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Response Rates – SNF Surveys
Q: What are the national averages for
response rates for SNF Surveys?
A: 2011 National Report shows averages for
SNF Surveys are:
– Family = 41%
– Resident = 59%
– Employee = 65%
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Response Rates – SNF Surveys
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Response Rates – ALF Surveys
Q: What are the national averages for
response rates for ALF Surveys?
A: 2011 National Report shows averages
for ALF Surveys are:
– Family = 46%
– Resident = 60%
– Employee = 64%
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Response Rates – ALF Surveys
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Peer Groups
Q: What Peer Group are available for me to
benchmark against?
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Peer Groups
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Peer Groups
Q: Why is the size of my peer group
smaller/larger now than it was when I built
the report last month?
A:
• Reports compare you to active, like
facilities
• Reports update to include the past 365
days only!
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Peer Groups
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My InnerView Home Page
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My InnerView E-Learning
To expand a
section: left–
mouse click on
the heading
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My InnerView E-Learning
To collapse a
section: left–
mouse click on
the heading
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Contact Us:
My InnerView Client Services:Email: [email protected]: (800) 601-3884
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