BUILDING THE ENGAGED ENTERPRISE Joseph M. Patrnchak Todays Discussion 1. Building an engaged enterprise isnt just a tactical exerciseits an organizational change process. 2. Five core principles to create that changewith Cleveland Clinic as a real world example.
3. Examples of specific programs and initiatives to maximize your engagement efforts including implementing Servant Leadership. Catholic Healthcare Values Charity Respect for Human Life
Human Dignity & Interconnectedness Common Good Stewardship Forming Health Care Leaders: A Guide Catholic Health Alliance of Canada Employee Engagement a heightened emotional and intellectual connection that an employee has for his/her job, organization,
manager, or co-workersthat influences him/her to apply additional discretionary effort to his/her work. Engagement: Key Drivers My organization and its leaders care about me Connection to the organizations mission Stimulating work My opinions count Recognition for the work I do Opportunities for professional development Relationship with my supervisor & colleagues Whats an Engaged Enterprise ? 10
9 Ratio of Engaged to 8 Actively Disengaged Employees 9.5:1 7 6 5 Engaged Actively Disengaged 4
3 4:1 2 1 0 Neutral State World Class Starbucks
Cleveland Clinic Herman Miller Building an Engaged Enterprise: 5 Core Principles 3. Real change starts with real dissatisfaction. When a mission becomes personal, it becomes a cause. If you dont care, they wont care.
4. Old habits die hard, so hard wire the change. 5. Its about building pyramids, not sand castles. 1. 2. A Case Study: Cleveland Clinic
Ranked in Top 5 US hospitals for 20+ years 8 regional hospitals Canada & Abu Dhabi 5.5 M Patient Visits/Year 43,000+ employees
3200 physicians & scientists 11,000 nurses 3000+ managers Principle #1 Real Change Starts with Real Dissatisfaction Real Change Starts with Real Dissatisfaction Resistance
D+V+F>R Dissatisfaction with Current State Vision of Future State First Steps 11 10 9 8
7 6 5 4 3 2 1 0 Ratio of Engaged to Actively Disengaged Employees 9.6:1
4:1 2.8:1 Cleveland Clinic 2008 Neutral World Class A Critical Dissatisfier Hospital Consumer Assessment of Healthcare Provider Systems Communication with physicians and nurses Responsiveness of staff
Cleanliness and quietness Pain management Communication re: medications Discharge information Overall rating Willingness to recommend Cleve lan 200 d Clinic 8 H CA HPS Sl ightly
avera above ge would overall & recom Av m en d erage t o well below a all oth verage in er d o
mains A Vision of the Future #10 Methodist Hospital System #18 Ohio Health #45 Childrens Healthcare of Atlanta #49 Griffin Hospital #56 Scripps Health #59 Mayo Clinic #75 Southern Ohio Medical Center #76 Arkansas Childrens Hospital #85 Lehigh Valley Hospital #94 Baptist Health South Florida
Principle #2 When a mission becomes personal, it becomes a cause. Personalizing the Mission WE ARE ALL CAREGIVERS. Personalizing the Mission The Cleveland Clinic Experience
Personalizing the Mission Principle #3 If you dont care, they wont care. What is Servant Leadership? The servant-leader is servant first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is
leader first, perhaps because of the need to attain power or to acquire material possessions The difference manifests itself in the care taken by the servant-first to make sure that other peoples highest priority needs are being served. What is Servant Leadership? A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. The servant-leader shares power, puts the needs of others first, and helps people develop and perform as highly as
possible. What is Servant Leadership? The best test [of Servant Leadership] is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived? Theres More than One Way to Lead Command & Control
Position authority Might makes right Survival of the fittest My way is better People are tools
The end justifies the means Who screwed up? Servant Leadership Moral Authority
Puts others first Puts the organization first Empowers others Welcomes feedback Builds consensus Seeks solutions, not blame Better than Great Comparison of Good to Great companies with servant-led companies: 10-year period ending in 2005 500 largest companies = 10.8% return Good to Great = 17.5% return Servant-led companies = 24.2% return Servant
Leaders Engaged Employees Loyal Customers Superior Results SERVING LEADERSHIP UPEND THE PYRAMID BUILD ON STRENGTHS
RAISE THE BAR BLAZE THE TRAIL RUN TO GREAT PURPOSE Serving OthersSharing Power Caring for the Caregivers 12,500 participants in first year 120,000 pounds lost
I really am glad that the Clinic has offered this Curves membership to us! Thanks again! Hea lthy Cho ice Reb ate The Power of a Thank You Manager, peer, patient recognition
20,000 awards/month "It's very rewarding to know you are appreciated." Principle #4 Old habits die hard, so hardwire the change. Building an Engaged Enterprise: Its About Cultural Change
Hardwiring the Change 4000+ annual engagement plans 40% of manager performance engagement-based Engagement coaching, mentoring, and transition Serving Leader competency-based development Pulse survey process Executive dashboard & review Executive team visibility & recognition Principle #5 Its about building
pyramids, not sandcastles. Percentile It Takes Time to Build a Pyramid 100 90 Cleveland Clinic 80 Compared to 70 Other Hospitals 60
50 40 30 20 10 0 2008 2009 2010 Philanthropy up 47% over five years Engagement
HCAHPS 2011 $$$$ 2012 2013 It Takes Time to Build a Pyramid 11 10 9
8 Ratio of Engaged to Actively Disengaged Employees 10.1 7 9.6:1 6 5
4 4:1 3 2 2.8:1 1 0 Cleveland Clinic 2008 Neutral
World Class Cleveland Clinic 2013 Building an Engaged Enterprise: 5 Core Principles 3. Real change starts with real dissatisfaction. When a mission becomes personal, it becomes a cause. If you dont care, they wont care.
4. Old habits die hard, so hard wire the change. 5. Its about building pyramids, not sand castles. 1. 2.
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