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My kids help me stay humble and make me realize how simple life lessons could stay with you a lifetime.
One of the lessons includes feedback. Very few people accept feedback; fewer intentionally make changes once they receive the feedback (that includes not getting defensive); and very few actually solicit feedback.
Fortunately, I have learned to solicit feedback on a daily basis. You know what I find? People provide feedback because they were thinking it anyway. Once people see your openness to it, trust build and sustainable changes happen.
So, let me share some feedback with you, as receiving feedback includes transparency.
One day, I was speaking with my colleague, Joan Odorizzi, our Healing Environment Business Partner. She shared her vision of having a connecting pathway across our campus, reflecting the connecting relationships inside our organization and across our community. What started out as an aspirational concept moved toward a simple walking pathway. As the concept developed, we reached out to community leaders to share our plans to promote healthier lifestyles through the lens of an optimal healing environment (OHE).
A similar concept can be found in a recent FierceHealthcare article, which describes the American Hospital Association's blueprint for hospital-community partnerships and touches on the Triple Aim--better care, better health and lower costs.
by Scott Kashman and Nancy Travis
Scott: Over the past several years, I have been more actively involved in social media. Through my own blog, Facebook, LinkedIn, Twitter and Hospital Impact, I have tried to see what forums were most effective. Each plays to a slightly different audience or provides a different way for me to engage others in communication.
When I started out, Paul Levy and Marty Bonick were two executives who guided my first blog efforts. It allowed me a chance to share some organizational perspectives and get more people in dialogue.
Recently, we started a hospital Facebook page to better engage community members and staff, in accordance with our social media policies. It serves as a way to share upcoming events, solicit feedback and gain real-time perspectives when people "check in" to our facility. In fact, I spoke to one family member who shared some concerns with wait times given our busy seasonal fluctuations. She and I connected and I shared some of our plan to alleviate this. She then turned to me and shared how amazing and caring our emergency department team was during her stay. It's allowed me to learn how we could use social media in a positive, proactive way to shape experiences and understand where we could enhance our processes.
While Paul and Marty helped pave my initial start, it is Nancy Travis, our director of women's services, who shines in the area of engaging people in our community and around the world. She is our social media go-to person, using social media in a way that impacts our decisions and shapes the services we provide. That's why I have asked Nancy to co-write this with me. Nancy, take it away...
This past week, my hospital broke ground on our Pathway to Discovery. We continue to transform our hospital beyond a place for the sick.
We are creating a model health and wellness campus, serving our community when they are sick and providing a place for them to stay healthy throughout the year. The campus is open to everyone.
The key to this plan is knowing you have to wait until you build a new hospital or get major capital dollars. It's not an all or nothing option. The fact is the majority of our health systems will not have the luxury to create new buildings and campuses. When you do, savor those times. You have the influence to make the changes now.
Our journey over the past few years led to many positive changes without losing site of the need to go even deeper into our organization, providing a more meaningful culture and experience.
Why do people fear failure in business? I mean, what's the worst they could happen? You get fired.
It was around 1999 when my boss Sue called me into her office. Someone brought a concern to her and she wanted me to know. She let me know there were a few people in my department who felt I was out to get them. These were all employees who were out on a performance improvement plan for their work. She was aware of these plans. We spoke some more and she saw I was clearly shaken up. Here I was, holding people accountable, staying focused on our organizations goals, my intentions in the right place and wham--I was suddenly the bad guy.
My boss provided a good lesson: She asked if I was out to get these employees and I immediately said no. She asked if she's ever accused me or expressed concern that I wasn't treating people fairly while holding the department team accountable. I said no.
She said, what's the worst thing that could happen to you? I shared the fact that she could fire me. She agreed and went on to ask, "Don't you think you would have some warning if this was going to happen, or if I had concern with your performance?" Yes, that certainly made sense.
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