70
BEST PRACTICES INLEADERSHIPDEVELOPMENT AND ORGANIZATION CHANGE
1
50
60
70
80
90
100
50 100
Anger
(Time in seconds)
Heart Rate (BPM)
150 200
1
50
60
70
80
90
100
50 100
Appreciation
(Time in seconds)
Heart Rate (BPM)
150 200
Exhibit 3.7. Heart Rhythms After HeartMath “Freeze Frame” Intervention
Exhibit 3.6. Heart Rhythms Before HeartMath “Freeze Frame” Intervention
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Best
Of the
Best
I commend
of Department,
for the following reason(s):
Your Name:
Your Department:
ٗ
Patient
ٗ
Staff
ٗ
Visitor
We would like to recognize those individuals
who exceed your expectations.
Leader:
Please write in the level of recognition:
Level of Gift
Leader’s Inititals
Please return this card to your Team Leader, Coordinator or Nursing Supervisor
.
Team Leader, etc.: Please send completed card to Maryann Russ, Information Systems
Exhibit 3.8. Best of the Best (a.k.a. “BoB”) Award Form
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50%
2001
% with positive morale
% Vacancies
2002
74%
81%
55%
60%
65%
70%
75%
80%
85%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
13.2%
14.4%
10.8%
9.6%
3.6%
13.2%
12.0%
10.8%
12.0%
12.0%
12.0%
10.8%
12.0%
10.8%
14.4%
7.2%
26.4%
10.8%
13.2%
26.4%
10.8%
6%
Sep 02
Oct 02
Nov 02
Sep 03
Aug 03
Jul 03
Jun 03
May 03
Apr 03
Mar 03
Feb 03
Jan 03
Dec 02
Employee Positive Morale
Sperduto Annual Survey
Employee Retention
Monthly Annualized Turnover Rate
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
6.4%
6.9%
6.5%
8.7%
5.8%
8.9%
4.8%
8.0%
3.9%
4.6%
4.2%
5.7%
4.6%
6.7%
4.4%
7.8%
7%
7.7%
5.9%
8.7%
6.1%
8.4%
6.0%
7.9%
10.0%
Sep 02
Oct 02
Nov 02
Sep 03
Aug 03
Jul 03
Jun 03
May 03
Apr 03
Mar 03
Feb 03
Jan 03
Dec 02
Employee Recruitment
Vacancy Rate
(open positions)
Oct 03
Actual
New results for 2002!
Delnor had highest score in
Sperduto data base this year.
Meets Expectations
>76%
Exceeds Expectations
>80%
Total Annualized Turnover
Meets Expectations <20%
Exceeds Expectations <17%
R.N. Annualized Turnover
Total Vac. Rate
MCHC Benchmark
DCH Target Total Vac. <6%
R.N. Vac. Rate
13.2%
18.0%
18.0%
22.8%
6.3%
7.7%
6.5%
Exhibit 3.9. Hospital Employee Satisfaction Results
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Patient satisfaction
(Press-Ganey)
Service
People
Quality
Growth
Financial
Physician satisfaction
(PRC Survey)
Employee satisfaction
(Sperduto Survey)
Employee retention
(turnover rate)
Pressure ulcer
incidence
Surgical site
infection index
ER LOS for
admitted patients
Return to ER
Medication report rate
Falls
Readmits
Restraint usage
Specimen occurrences
Employee recruitment
(vacancy rate)
Patient volumes
Market share
Measures identified with a pillar are tied to performanc
e evaluations and compensation for all staff.
Consumer preference
Operating margin
Compensation ratio
Days cash on hand
Debt service coverage
Exhibit 3.10. Dashboard of Indicators
Note:
Possible scores: At or better than target; Near or trending to
ward target; Far from target; and Under development.
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57.5
89
87.9
88.1
89.7
89.7
88.6
89
89.9
90.7
88.6
89.5
Patient Satisfaction
Quarterly Percentile Ranking
(Press Ganey avg of Inpatient, ER, SDS, Testing/T
herapy)
Start of New Press-Ganey Survey
60
0
Jan–Mar 02 Apr–June 02
Jul–Sep 02
60
31.9
57.5
61.5
10
20
30
40
50
60
70
70
80
81
85
92
93
95
87
89
86
94
90
100
Percentile Score
Mean Score
Q3 00
Q4 00
Q1 01
Q2 01
Q3 01
Q4 01
Q1 02
Q2 02
Q3 02
Q4 02
84
86
88
90
92
94
96
98
100
89
87.9
88.1
89.5
89.7
89.7
87.5
88.6
89
89.9
90.7
88.6
89.5
Se
p FY02
Oct FY02
Nov FY02
Sep FY03
Aug FY03
Jul FY03
Jun FY03
May FY03
Apr FY03
Mar FY03
Fe
b FY03
Jan FY03
Dec
FY02
31.9
31.9
Physician Satisfaction — PRC Survey
Rating of "DCH as a Place to Practice Medicine"
Physician Satisfaction — PRC Survey
Rating of "Overall Quality of Care"
Patient Satisfaction
Monthly Mean Score
(Press Ganey avg of Inpatient, ER, SDS, Testing/T
herapy)
Actual
DCH % Excellent
PRC % Excellent
Meets Expect
>90th
Exceeds Expect
>95th
- New score ranks us at 98th percentile!
- 59 question telephone survey.
- 30–40 physicians interviewed quar
terly.
- 177 hospitals in PRC database.
57.5
0
Jan–Mar 02 Apr–June 02 Jul–Sep 02
52.5
31.4
48.7
48.7
10
20
30
40
50
60
31.4
31.4
DCH % Excellent
PRC % Excellent
New score ranks us at
92nd percentile!
89
Exhibit 3.11. Patient and Physician Satisfaction Surveys
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DELNOR HOSPITAL
75
B. TEAM PERFORMANCE. Team performance can be measured at various levels. For
example, it can be measured at the center (division), team (department), or the work
unit level. Below are four or more team-based performance objectives and measures
that were established by your team in collaboration with the organization’s leader-
ship. One of the measures has to be a financial measure of team success. Two or more
teams within the same center may share a common measure and each team within
the center may have one or more measures unique to their team. A check mark will
indicate your team’s achievement on each measure.
Your Team Is: Emergency Department ____________________________________
Best Service: Patient satisfaction as measured by average quarterly mean scores
for ER.
[] 3 ϭ mean score equal to or greater than 87.8
[] 2 ϭ mean score between 86.3–87.7
[] 1 ϭ mean score below 86.3
Best People: Management of turnover as measured by twelve-month average for ER
(Current 5 6.1%).
[] 3 ϭ less than 10.0%
[] 2 ϭ between 10.0 and 12.0%
[] 1 ϭ greater than 12.0%
Best Quality: Bright Ideas implemented in ER Team. Ideas must be for
improvements on the team.
[] 3 ϭ One Bright Idea implemented per FTE on the team (у34)
[] 2 ϭ 0.5 FTE Bright Idea implemented per FTE on the team (17–33)
[] 1ϭ Less than 0.5 Bright Idea implemented per FTE on the team (Ͻ17)
Best Quality: Skin Care as measured by time of admission documentation of skin
condition for patients being admitted as inpatient.
[] 3 ϭ 90% or greater documented
[] 2 ϭ 80–89% documented
[] 1 ϭ 79% or less documented
Exhibit 3.12. Team Goals
(Continued)
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Best Financial: Management of team financial performance as measured by the
Financial Accountability Scorecard (FAS) for ER.
[ ] 3 ϭ Score of 90 or better
[ ] 2 ϭ Score of 80–89
[ ] 1 ϭ Score of 79 or less
Best Growth: Increase in volume as measured by number of patient visits.
[ ] 3 ϭ 3% or greater above budget
[ ] 2 ϭ 0–2% above budget
[ ] 1 ϭ less than budget
Comments and Goals (Optional):
Average Score of Section B:
_________
(Add each score in this section and divide by the
number of measures.)
76
BEST PRACTICES INLEADERSHIPDEVELOPMENT AND ORGANIZATION CHANGE
Exhibit 3.12. Team Goals (Continued)
Note: 3 (Exceptional), 2 (Achieves expectations), or 1 (Needs improvement).
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% Priority Support/
Goal
Action Steps
Time* (1–3)* Direction (1–3)* 90 Day R
esult Report
Best People
Best Service
Quality
Cost
Growth
90 DAY WORK/ACTION PLAN
FY2003 Quarter:
Leader’s name:
Dept:
Exhibit 3.13. Ninety-Day Work/Action Plan
Note:
*% Time: Percentage of leader’s time to be spent on goal. Priority (1–3): 1
ϭ high; 2
ϭ medium; 3
ϭ
low. Support/Direction (1–3): 1
ϭ
supervisor approval
needed; 2
ϭ supervisor input needed; 3
ϭ move forward on own.
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78
BEST PRACTICES INLEADERSHIPDEVELOPMENT AND ORGANIZATION CHANGE
ABOUT THE CONTRIBUTORS
Craig A. Livermore is president and chief executive officer for Delnor-
Community Health System and Delnor-Community Hospital in Geneva, Illinois.
He earned his B.S. degree in business from Eastern Illinois University and a
Master of Hospital and Health Care Administration degree from Saint Louis
University. He is past-chairman of the Metropolitan Chicago Healthcare Council
Board of Directors and a member of the American College of Healthcare Exec-
utives. He is also actively involved in numerous health care and community
organizations. Prior to joining Delnor, Mr. Livermore was president and chief
executive officer of Augustana Hospital and Health Care Center in Chicago.
Thomas L. Wright is chief operating officer for Delnor-Community Health
System and Delnor-Community Hospital in Geneva, Illinois. He also serves as
chief financial officer of Delnor-Community Health Care Foundation and Delnor-
Community Residential Living. He holds a B.S. degree in mathematics and an
M.B.A. degree with a concentration in finance from Loyola University of
Chicago. He is an advanced member of the Healthcare Financial Management
Association, a member and past chairman of the Metropolitan Chicago Health-
care Council Finance Committee, and a Diplomat of the American College of
Healthcare Executives. Mr. Wright is also very active in supporting local health
care and community organizations.
Linda Deering is vice president and chief nursing officer for Delnor-Community
Hospital in Geneva, Illinois. She holds a B.A. degree from Northern Illinois
University, and an M.S. degree from Northern Illinois University. She is an active
member of the American Organization of Nurse Executives, Illinois Organiza-
tion of Nurse Leaders, and Illinois Coalition for Nursing Resources. In addition to
her work at Delnor, she works with other hospitals across the nation to facilitate
organizational excellence and culture transformation.
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CHAPTER FOUR
Emmis Communications
A change management process is for creating and implementing a distinctive
firm brand and fostering a unique employer-of-choice culture while driving
performance, accountability and innovation to higher levels. Initiative leverages
executive strategic planning and alignment, leadership-development programs,
performance-management systems, employee-commitment strategies, targeted
organizational communications, and special events and recognition.
OVERVIEW 80
INTRODUCTION: RAPID GROWTH TO A MEDIA MID-CAP 81
Distinctive Culture 82
Internal Growth and Economic Pains 82
COMPASSIONATE EMPLOYER OF CHOICE 83
ASSESSMENT: ON THE AIR 85
DIAGNOSIS: PLUGGED IN? 86
New Business Realities: Drivers for Change 87
Change Objective 88
APPROACH 88
DESIGN: WHO’S OUR CUSTOMER? 89
INTERVENTION: GETTING TUNED IN 89
Executive Alignment 89
Malicious Compliance 91
Leading for Results 91
PROGRAM PROMOTION AND MULTIMEDIA 92
BUILDING A HIGH-PERFORMANCE DISCIPLINE: CRANKING IT UP! 94
Balanced Scorecards 94
79
S
S
Note: Some information in this case study was taken with permission from Emmis Communica-
tions internal and public documents.
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. 70
BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE
1
50
60
70
80
90
100
50 100
Anger
(Time in seconds)
Heart Rate. Survey
Rating of "DCH as a Place to Practice Medicine"
Physician Satisfaction — PRC Survey
Rating of "Overall Quality of Care"
Patient