Sound the Alarm:
Surveys Aid in Putting out Fires
By Scott Foster, Recruiting Specialist

Imagine being in a hotel, and somebody yells, "FIRE!" The person runs for the fire extinguisher and pulls the alarm to call the fire department. Everyone in the hotel gets out safely. Extinguishing the fire has its benefits, like people escaping injury, but it does not improve the hotel. How did the fire start in the first place? How often does a fire occur? Putting out fires is not improvement of quality; it is simply putting out fires.

Think of the number of times in your own practice or company that is spent putting out little fires? Are the fires in the same area or are there a variety of fires? There seems to be a consistent theme among managers and business owners, there is not enough time in the day to improve processes. So we just put out fires that result in more frequent and bigger fires. Wow! This is a never-ending cycle that seems oh too familiar.

One key solution is to build improvement processes into the processes themselves. W. Edwards Deming, the father of Total Quality Management (TQM) titled his Fifth Point of Quality Management "Improve constantly and forever the system of production and service." Surveys, and most importantly the feedback from these surveys, are a helpful means of building an improvement process into your company or practices' processes. The goal of instituting this improvement tool is to identify issues, solve problems, and improve relationships. Surveys are critical to the improvement but even more critical is the follow-up to the feedback.

One form of a survey that is used in a physician practice setting is a patient satisfaction questionnaire. (*)According to a report coordinated by MGMA (Medical Group Management Association):

63% use questionnaires to measure the level of patient satisfaction
37% do not use questionnaires to measure the level of patient satisfaction
67.9% of practices measure patient satisfaction at the point of care
32.8% of practices measure patient satisfaction using the mail
34.8% of practices have an ongoing frequency of measuring patient satisfaction
2.2% of practices have a monthly frequency of measuring patient satisfaction
97% of practices use questionnaire results for practice improvement
75% of practices feel that measuring patient satisfaction has made improvements

MED utilizes a survey tool that evaluates not only our temporary and permanent employees, but evaluates our staff and the recruitment process as a whole. If there is an issue regarding one of our temporary staff via our online survey and/or weekly follow up, we remedy this by coaching or counseling the employee to help modify the behavior. In most cases, the feedback gives us the necessary information to get the employee back on track (hence, the fire is smoldered before it gets a chance to ignite).

Involving staff is another important element in improvement process. Discussing issues and solving them together forms a collaboration and understanding among the staff that the right behavior and actions can make a monumental difference.

Recently our survey resulted in many of our clients' comments regarding "too much service". While that doesn't sound like a terrible problem it can be perceived as officious. After discussing and solving the issue together, we have come up with a plan as not to overwhelm but streamline our service. Now when our clients call, they will be assigned one point of contact for their needs. The implementation of the "Recruitment Coordinator (RC)" will be our solution to handling the feedback on our survey.

Is this new process perfect? Not yet! But with consistent feedback, and quality-focused revisions, MED has squelched the fire and started the process improvement.

* Information Exchange. Patient Satisfaction Questionnaires, Medical Group Management Association. Item 3472, March 2005.

Lifesaving Skills:
CPR and First Aid Training!
By Mary Beth Nibberich

The evening news is often filled with tragic and dismal headlines. But the other day, I caught the tail end of an almost tragic story that had a happy ending and prompted me to take some action. The story involved a group of young drivers traveling at a rather high speed, which resulted in the driver losing control of the car. The car flipped and the driver was ejected.

It must have been the driver's lucky day. Well, okay, flipping a car, putting your passengers at risk and being ejected doesn't exactly constitute good fortune. But this accident victim landed in the yard of an Emergency Room Doctor. The paramedic being interviewed reported that the CPR and handling of this serious situation by the physician was the difference in saving the driver's life.

It made me realize that my own lifesaving skills need some brushing up. With risk management and regulatory compliance in healthcare, not being trained in CPR and emergency preparedness can result in serious liability.

The American Red Cross offers a variety of course options and can tailor them to your company's needs. After completing a program two weeks ago, I can tell you that the drills have changed in recent years. If the phrase, Check, Call, Clear or the ABC's of first aid does not have any meaning, then maybe it is time to check out a program.

CPR and First Aid Training certification can:

Reduce liability and improve risk management
Meet public/community expectations for a safe environment
Provide a benefit to employees
Prepare you for life's emergencies

Fitness Program for Leadership
By Mary Beth Nibberich

Just like training for any athletic event or just getting a good cardio workout, an exercise plan, time set aside, and commitment to the program are the key ingredients in achieving any fitness goals. Several of my business partners and clients, as well as yours truly, are fans of the author, John Maxwell. Over the years, I have added several of his books to my library. In his book, The 21 Irrefutable Laws of Leadership, John defines leadership in a straightforward and meaningful way.

For way too long, my definition of leadership was simply work hard and there will be rewards. John suggests that we don't leave leadership development to chance. We need to work on it everyday. Maxwell sets aside one hour per day for this by reading, writing, networking, or reviewing. The fruits of his efforts have been realized over and over. John has authored several books and is a first-class speaker presenting to CEO's, executives, and managers around the globe.

In order to gain salutary results in leadership wellness, the key is to stay devoted to personal development. Spend some valuable time with yourself in becoming a better leader. The investment will bring noticeable changes.

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