This just in from one of our speakers, Chris Thrash, who specializes in helping healthcare organizations create cultures of service excellence:
Since last year, healthcare reform has been greatly debated with each side expressing strong opinions about the approach, validity and substance of this massive piece of legislation. I have watched this debate with great interest because I care greatly about our hospital clients and healthcare friends across the country. I wanted to make you aware that after consultation with state, regional and metropolitan hospital association partners, the American Hospital Association on Saturday announced support for the House reform bill. One of the very last issues to be resolved – which delayed their final decision – was ensuring that an additional provision on geographic variation was addressed in a responsible manner and not used as a backdoor method for cutting billions of dollars in hospital payments. Throughout the course of this debate, AHA stayed focused on hospitals and the patients and communities they serve. Everyone has had concerns about aspects of the bill; no stakeholder – or legislator – got everything they wanted, so American Hospital Association said, “We will seek changes as the reform journey continues”. As with any reform of this magnitude, it will need to be closely monitored and further refined. Moreover, the alternative to moving forward on reform would be an exclusive focus on just cutting provider payments without the benefits of expanded coverage. Sunday’s action in the House was significant but not the last step in this long and difficult process. Now it’s back to the Senate for what promises to be another wild ride as we move toward the goal of extending coverage for tens of millions of Americans in need.
No matter what kinds of challenges Healthcare Reform brings, what type of leadership will be necessary for the days ahead?
With more Americans having access to healthcare than ever before, we will need great leaders who challenge organizational complacency through positive role-modeling and messages of hope and encouragement. A question that might arise today would be: “What are the challenges your hospital faces as you work toward greater levels of excellence?” The responses might be: “Too little time to focus on the important things because we are so consumed with putting out fires”; “Our staff members have not totally bought into our pursuit of excellence”; and “We are constantly short-staffed.” All of these are important issues faced by leaders today in most healthcare organizations.
But probably one of the most important questions would be: “How can you tell a true challenge from an excuse?” Most hospitals seldom make a clear distinction between the two. Sometimes, unfortunately the reasons we give for not doing something are actually challenges disguising themselves as excuses. Everyone at one time or another makes excuses rather than rising to a challenge in today’s stressful work environment. The reasons can be a variety of things: putting things off, timing, personal issues and so on. However, when it becomes routine for a hospital to justify the failure to address blockades to excellence, leaders must take a look at themselves. Many times, excuses are being used as permission for the organization to not hold itself and its staff members accountable for taking action and challenging the status quo.
Many times, complacency is the common thread between the excuse and the challenge, between the reasons given for not facing an issue or behavior and the real necessity for change. At the root of organizational complacency is the attitude “Good is good enough”. One critical role of a great leader is fighting complacency by refusing to accept excuses, and instead facing up to the challenges. Strategic challenges, problems and adversities are faced with clear vision and everyone knows their role in overcoming them.
A culture of no-excuses, where complacency is nonexistent and accountability is the expectation, is shaped by how leadership thinks and behaves. When leaders are consistently visible throughout the organization, encouraging and role modeling behaviors that promote high performance, they are reinforcing the no-excuses culture.
Communicating with positive and encouraging messages, the leader constantly focuses on the need to pursue greater levels of excellence and consistently rewards and recognizes those who demonstrate exceptional service. Positive words encourage and motivate staff members. Negativity and the reasons that something can’t be done are nowhere to be found, and excuses have no place in creating service culture excellence.
Please understand that I am challenging the staff members of my own organization along with myself when I ask the following question of hospital leaders: Are you using words and behavior that contribute to a culture of excuses, or to a culture of service excellence?
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Would you like Chris to help your healthcare organization achieve high patient satisfaction, strong employee morale and viable relationships with the communities you serve? Scheduling Chris as a speaker for your next meeting or conference is a great place to start, and we can help. Contact us at The Speakers Group today to discuss solutions that are unique to your organization’s needs and objectives. Thank you!
Posted under Healthcare, Leadership Development, Motivational Speakers, Organizational Excellence
This post was written by TSGspeakers on March 24, 2010
