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I have been getting ready for next month's facility-specific orientation towards our hospital and health system goals. It is a way for our leadership team to connect with every employee, physician and volunteer. In turn, everyone ideally will understand their specific role in alignment with the goals of their department, the hospital and Lee Memorial Health System, in southwest Florida.
We are calling it Connectivity.
It will involve several presentations and we also will bring an abbreviated version to areas as needed. Each presenter must focus on key talking points--no more than three key points and no more than six minutes per presenter.
by Scott Kashman and Joan M. Odorizzi
As we go about doing our particular work each day, it is important to create personal and caring moments for our patients and each other. These moments are part of your daily or weekly work.
In a "caring moment" you would intentionally choose words and actions that send a message to another and enhance their well-being. In other words, an employee can give a patient a warm face cloth before eating, and that in itself is a good thing.
You can create caring moments by talking with the patient and sharing why you are doing so. Tell them you are doing this especially for them to help provide some comfort during this difficult time. Caring moments take only seconds of time and have a lasting, goodwill effect on someone else. Your intent to create these moments changes good experiences into meaningful and caring moments.
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.
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