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I recently graduated from our Leadership Cape Coral class, Lucky 13 (and the best class ever) where we had a chance to learn about different businesses and leadership styles around our community. Last year I provided the commencement speech and this year I went through the program. Yes, somewhat backwards.
Looking back, I would have slightly changed my message after gaining more perspective of the program. See, at times we provide leadership without enough intention or understanding of our own environment and culture. We need to understand where we are and provide a clear direction on where we are going and how we will get there, together.
When asked about the ROI (return on investment) for intentionally creating an optimal healing environment, I say it comes down to the impact on employee engagement. Year over year our organization realized an improvement in all 32 measured employee engagement categories--statistically significant results.
Those results don't include the pride and ownership people sense when you walk around our place. This does not mean every day is perfect. It does mean that even on the rougher days you know you can count on your team--employees, physicians, volunteers and auxiliary. We even have a patient and family council that contributes to our efforts.
It's an environment where you "crowd out" the people who do not want to be a part of making things better, or the ones not aiming to make the environment more healing for patients, families and their colleagues.
What's the special sauce to make this work?
Do you ever ask yourself this question: Do you know who you are and what you are creating in your organization? My friend John likes to ask me this quite often. It always pushes me to think deeper, in a more mindful manner. Am I being intentional in my choices, clear on the desired outcomes and direct on expectations? Is our team doing the same?
Last evening, I met with a few co-workers, a couple of their spouses and Yosaif August, a renowned author who designed Bedscapes--a scenic design tied in with music that helps create a more healing environment. August was here to celebrate our Women's Care-Birthing Suites' 25th anniversary. He developed an updated model with recycled soda bottles and utilized local pictures taken by Jenny, one of our social workers. We call it Bedscapes 7.0. It is has a stronger meaning and intent than just a design and music.
What made this dinner interesting were the group's seriousness, playfulness and connectivity. While we all know each other at varying levels, it was amazing to see the strong bond and energy this group had collectively. We had three nurses, a life coach, a musician and a hospital administrator around the table.
A few weeks ago, one of my colleagues suggested we ask each department managers to speak to their teams and understand their lagging and leading indicators. Specifically, what is one thing each person does every day to improve our overall results?
Last week I worked with one of the great ones. Dannette is part of our housekeeping team and she put me to work. While she said she would not make me clean the toilets, I told her to definitely make me clean the toilets as that's the first thing people will want to ensure she made me do!
It quickly became apparent Dannette had a lot of oversight to provide while working with me. Between mopping, cleaning toilets, wiping down the room and pulling trash, Dannette made sure I greeted each patient with a smile, asked if there was anything specific they wanted moved or cleaned, and of course, performed one more check-in with the patient before we left the room.
Ever feel fatigue or burnout? Do you know anyone else who has felt the same?
What do you do to help offset or reduce these feelings? How do you help your colleagues do so?
What triggers this or should I ask what doesn't trigger this?
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