Hello good afternoon and welcome to today's event. Today, we're going to be covering leadership for high reliability. You'll see that. It says part 1 this is a 2 parts. Uh, to this series, so we're going to initiate the conversation today. Uh, we, thank you for joining our call. It's always exciting to have you back for those of you have joined. Uh, before this is all I had for you, but if you need to us. Welcome. We appreciate you sharing your very precious time with us today and hope that you will get a lot out of our conversation today. So before we begin, I want to make sure that you're comfortable and understand that we are here for you, and we want you to participate in our conversation. There are 2 ways to do that the 1st 1 is to use chat. We're gonna drop a lot of stuff in chat. There'll be some links and information there. So it'd be sure to explore that. But we also want you to use it to interact with us Donna and Dr Kelly will be asking you. Some questions be sure to find that chat added to your participant panel if you don't see it right away down at the bottom right. Hand corner, you'll see the chat bubble icon click on it and it will be added to your participant panel over on the right. Hand side, that's where you'll see the attendees, uh, your colleagues, your peers and, uh, the chat and some other information there. We also want you to join the conversation at the appropriate time. Verbally you can do this by, uh, locating your name in the participant panel and just to the right you'll see that. There is a little hand icon there uh, click on that hand icon. We'll see your hand raise, I'll find you unmute your line and then the appropriate time you can join the conversation. We look forward to your comments and your questions. All right, so let's go ahead and get started. Let me introduce our speakers today. You know, these, these are familiar faces for you. Maybe it's the exception of 1 and we're excited to have a new participant on the call. Today. Those have joined before, you know, Dr, Kelly, he is a physician leader, and a senior HR expert who has focused half of his 40 year career on improving the quality and safety of patient care after medical school and residency. He was a full time faculty, member and internal medicine and University of Texas, South, Western medical center, where he taught students and residents did basic science research, and implemented a patient centered disease management program for Portland's 20,000 patients with asthma, seeing both the power and the failings of healthcare led to executive work at Baylor healthcare system, where he developed patient safety program across it's 10 hospitals in many outpatient clinics, he developed and published methods to measure patient injury and let other improvements as chief quality officer after leaving executive work for Dr work. Excuse me, Dr Kelly has spent the last 6 years sharing lessons learned with consulting clients committed to delivering care that we all would want for our own families. He has published 50 papers or book chapters received a variety of national awards and grants and helped found 2 patients centered nonprofit organizations along with Dr. Kimberly we have a special guest. We'll skip Jeff. You'll see that familiar face there. Unfortunately, he's not able to join today. Uh, but we do have a special guest, Donna novella isn't a p. R. N. and experienced health care and patient safety expert who spent her clinical career in pediatrics? In the emergency department, she spent the last 15 years dedicated to quality and patient safety and held several operational leadership roles where she designed developed and implemented patient safety programs, using high, reliability concepts for both freestanding and academic children's hospitals in Connecticut and donna's most recent role as director of patient safety and quality for the Connecticut hospital. The nation. She implemented large scale, statewide improvement projects in all of acute care hospitals across Connecticut. She received her bachelor's of science, and nursing is sacred heart University, and her master's of science in nursing from Yale University currently currently she lives in sandyhook, Connecticut with her family. Dr Kelly. And Donna, welcome to today's call. We appreciate you having having both of you on today. And Dr, Kelly, you are on mute so we'll have to start over. All righty sorry about that. Uh, it's, uh, it's nice to be rejoining everyone. And, uh, we have, I think, a really important topic to be talking about related to leadership because leadership really provides the energy and direction for organizations. So, but before we get too far into this next slide, please, Victor, we'll we do want to just remind you a little bit that this slide. We've used it before these 3 important aspects of the HR journey on the top. We have at the center, taking care of patients and the goal of having failure, free operations all in the context of strong safety and learning culture. Uh, uh. That learning is continuous, and since healthcare is complex and. Liable yet new problems are always going to emerge, but we must be ready to engage them promptly and improve and finally, in the lower left, you see the gear wheel graphic from the framework for high reliability that we've been using as a way to have a mental model of the work that we are trying to operationalize with all of you in your organizations next slide. Another slide that we've used before I'm going to just briefly repeat this, because I think it's so important, as we think about how we get our organizations and the people within it to be able to change in ways that we'd like, this is the so called ad car model and it. It is important to think about when you go through a change in your own life. I'm pretty sure that these steps happen and they, it's how we build within our organizations. The model is really widely used both in healthcare and business as well as being the initially the stages of change model in to help explain human behavior. So in order to overcome a barrier at each step, we use different approaches. The 1st thing we want to make sure when we're looking for a change and typically individuals is awareness we tried to explain the change in its value. The so called what's in it for me? Or for you in this situation? And if that's well received, then we move on to desire, because we have to create some motivation, and we want to be able to build confidence that the change would bring good benefits to the person who's making the change. So this is kind of a goal focused approach next we build more knowledge about the specific steps that that are involved in the change and why they're necessary for success. This is sort of a process or Pat focused approach. But clearly people need to know what to do in order to stay on the right path for success. For ability, we tried to be specific and clear about what's needed to be successful and make sure that we're able to do what is needed and others are able to do what they need to do so that it's really skill focused. The last part of add car relates to reinforcement, which really is a reminder to have a monitoring system to monitoring the change and quickly recognize when things have gotten off track and to try to evaluate which of the previous steps need more attention. Next slide. So, we're going to be talking about leadership today and, uh, we're very excited to talk about this because of its criticality in terms of moving towards high reliability. Uh, leadership is an incredibly powerful success factor for high reliability. And we recognize that most of the senior leaders in your organization are probably not on this call we're going to speak today is though they were on the call as you'll hear. We're trying to sell them on parts of the leadership domain. So, we're not confused when we're referring to the senior execs if there's some on this call. That's great. But we're thinking that most of the people who join this call are people who have leadership responsibility and quality and safety and reliability, but less. So, perhaps across the entire organization. So why are we doing this? Why are we taking this approach to the webinar today? We hope that your senior leaders will view the recording of this session, because we'll be providing that for you as we always do. And 2nd, we hope that you can meet with your senior leader to discuss the main high level points that Donna, and I will be covering. Finally, we hope that those senior leaders will also be part of the 2nd, leadership webinar on July. 5th. And that's going to be a very practical session where we're going to cover 5 major options that leaders can choose 1 or 2 from, in terms of the places they might want to start in terms of, uh, projects that would advance high reliability since there's no, exact right way to do this. So we hope that this is in a sense, our infomercial to some extent for next for the July presentation, and we really hope that you have a chance to. Promote that, to your senior executives to join in that call, because it will be very practical. There's much less than the way of theory in that much more about. How do you get it done in a, in the kinds of situations we all find ourselves next slide. This slide shows again, you remember that we use sort of the gear wheel to be talking about the framework for high reliability and we're now in the 9 o'clock position, and we're talking about leadership, and it's divided into skills activities and behaviors and we're going to be going through some of those today and we're going to have more of the practical activities next time. Next slide now, this is it gives you the high level overview of how we're planning to use the time that you're generous to give us both today. And next month, during this session, we want to really focus on what's useful for leaders to know about and leading an organization that's trying to achieve it and some general leader behaviors that are very important and donna's going to focus more on those. Some of the attitudes that they need to have and to show visibly in their day to day presence in the organization in the 2nd webinar in July. 5th, we're going to be talking as I mentioned about very specific leader behaviors and specific leader activities that have to do with things, like rounding and huddling and helping to get enough bandwidth to be able to, to get people time to be able to make these improvements. So, and those are just some of the topics that we're gonna be covering next slide. So there really is, as everybody knows and art to leadership, and it is very challenging, you don't need a slide to tell you that leading is or is challenging but with this challenge comes the ability to watch an organization to evolve based on the leaders activities. Some of you may have had specific training and leadership and I certainly wish I did. I had to sort of learn from wonderful mentors and sort of the school of hard knocks, but it really has been, uh, rewarding for me to be able to watch the organizations that I've been part of to grow and mature slowly. And to accomplish things that actually help people have better outcomes. So, and that's really what we're here about, isn't it to have to get people better outcomes and organizations that, um, that are on the high reliability journey don't get everything, right? In the 1st place where no, there are no real high reliability organizations in healthcare yet. There are many that are a little further down the path and others, but and they have significantly better outcomes for their patients. And they're the people who work in those organizations tend to be very happy to be a part of that. So those are all good things to be aspiring to. So we hope that everybody is a leader hopes not to move it, but really what W, what this is about is not that we don't strike out sometimes, but then our betting average gets better, right? Or what we achieve is what's important and, and so thinking about the cup being half full is important. Next slide. So now, uh, 1 of the things I want to turn to, is this, uh, notion that, uh, we really need to be bold and, uh, and we need to think about having a new way. And, uh, we're in a sort of a remarkably unique time. Uh, we've had a really a terrible downward spiral of pandemic fatigue and burnout. In fact, people have said that the healthcare workers level of burnout is similar to the military after 1 tour of duty in Afghanistan. And we think about that. That's an impressive. And I think it's led people to focus a little less on what's good for patients and more about just getting through the day and we've lost some of our good staff, and we have to work down. So it's been terribly difficult. And all of this has been working by financial pressures that have happened as a result of losing out on revenue, for example, for, uh, say, uh, elective surgeries. So, I think is important. And we're I'm going to be at advocating for, is that we really now create a realistic hope of return to a greater patient centered illness. Better performance, greater staff, retention, higher energy that lead to better finances and better care. So in order to do that, I think it's important for us to be thinking about reframing this. So, the next slide shows that again, we oftentimes and certainly we safe and reliable often talk about a list of strategies. That are shown on the left. And these are ones we often offer our clients and it's X through not because they're bad strategies. They're good strategies. But, what I want to do is kind of elevate your thinking, and to be thinking, boldly and to take a more integrated strategy that restores last energy and purpose and to do. So, I think we need to be thinking of the CEO and other senior executives is and also you as mid level leaders as the chief energy officers, because it's important for you to be sharing things that bolster the energy. And the hope of those who were on the front line, many organizations wind up after tough times with their staff, taking sort of a heads down kind of approach just getting through the day. But I think this is a great time to be able to really reframe this, uh, by, uh, get renewing hope and enthusiasm energy and engagement so that everyone can envision design and start to revise and celebrate a future. That's more of a heads up approach. That is people are looking up and looking ahead not looking down just trying to get through and, uh, this generates huge amounts of professional pride. Engagement. Satisfaction and the meaning that goes with it. So, Donna, what what have I left out here? What would you what? What things would you like to emphasize in the things I've talked about so far? No, Don, I think you've, you've covered it beautifully. I would say that I do want to emphasize that. This is a time where, you know, positive energy and really sort of creating that getting back to why we're all here is super important. And I feel very helpful that we can do that. I think people have enjoyed a very difficult time in healthcare. And I think we're emerging from that now and so I think that today will provide some strategies and some ways to start to think about how to lead after such a difficult period. Okay, Super so, um, I think, uh, I think that this is time to hand off to you. Yes, it is. So, the next slide please. So, I just want to remind everyone you all have seen this before. Um, but this is sort of that key mindset and perspective we're talking about in terms of developing a high reliability organization and a team. That that works in high reliability manner works at a high reliability manner. So, Here's 1 of the ways. That we can get from where we are now to where we want to be right in healthcare. Why can Sutcliffe have done? Pretty extensive research on the characteristics of a team that functions at a high reliable map, highly reliable manner and I kind of boiled it down to these 5 characteristics. These 5 characteristics characteristics are actually the underpinning of our framework, a safe and reliable. And so we're going to just be talking about, like, the bottom line is, this does work doesn't happen overnight. It's not perfect from the outset, but if you can get here, you're going to see better outcomes for patients and and a team. That's more engaged. Certainly in the care that they give. Next slide please. So, leadership as we know, comes in many flavors. And if we look at through the bottom of this slide underneath those asterisks in the navy blue, where it says piece setting and commanding think if we look at those many of you may feel as though that's how you've been functioning for the last couple of years. Which is perfectly understandable, because it is kind of where we tend to revert to during times of crisis. So now is the time to sort of staff reflect. And sort of reenergize ourselves to move to the top of the slide where we see those 4 leadership styles that really sort of fit where we want to be moving forward. And, honestly, we all know that you don't simply fit in 1 style that these are all you, you use these sort of interchangeably. There's not a singular style that you would use and that you would pick the style that best aligns with the circumstances. You're in. But I just want you all to sort of take a moment to reflect and I'd like you to write in the chat. If you wanted to sort of. Really focus on using 1 of these styles more readily with your team. Now, which style would that be and why? So, which style do you want to focus on using as a leader with your teams? And why do you think that leadership style is the most important to use right now? We could put that in the chat. That would be great. Don, do you have anything else you want to say about where we are in terms of leadership styles? Sure. And and this is where, um, we really hope you'll put something in the chat. This is the interactive part of things. So, uh, we really appreciate your participating and I would, I would say that, uh, all 4. I've, I've worked with all 4 of the folks on top, and to some extent put those in the bottom, the ones in the bottom or not bad. But in crisis situations, you need somebody who's going to just say, get it all done and that's okay. But the long term use of those kinds of things on the bottom are really hard on the people in the organization. And so, uh, it tends to where people down, and, uh, and but on the top, the the visionary coaching affiliated and Democratic leaders, uh, really give people a chance to, uh, come into interface with leadership and to participate in those, uh, organizations that have those styles are ones that, in fact, have much more alignment of their staff. They tend to have less turnover and, uh, in greater engagement and, uh, employee satisfaction. So, we're seeing done lots of participation in the chat. That's awesome. Thank you. And and lots of different styles. So, there's some folks that are feeling, like, visionary is the way they need to go. Right now. Others feel like their teams need affiliate or Democratic people want to create change. Um, WH, Cindy Cindy made it as her comment says Democratic, because people want to change with what they help create. So, I think this is thank you very much. This is awesome. I think that all 4 styles Sonia I hope I'm saying your name, right? I, I believe I believe your comment is very correct all all 4 styles, depending on the situation. So thank you all for participating in that. Can we go to the next slide? Please. Okay, so we have this fun video for you guys. I'm going to have Victor, pull this video up for us. It's about a 3 minute video as you watch and listen, I want you to just really be thoughtful about what's happening and we'll talk about it after the video's over. If you've learned a lot about leadership and making it look like, you've learned a lot about leadership and under 3 minutes stand alone. Of course, a leader needs the guts to stand alone and look ridiculous. But you must be easy to follow. Must be easy to follow while everyone else publicly shows that a leader embrace the leader and leader. It's not about the leader, and he's always calling God's friends to join. He's calling to his friends to join in stand out follower, stand out ready to sell depreciated or even under transformed nuts follower transformed into what? Leader leaders the Flint, the 1st follower is the spark. Here's the 2nd floor. This is a turning point. Has done. Well, now, is the ground and the crowd is news must be public, make sure outsiders to see more than just the leader. Everyone needs to see the more than just the leader everyone needs to be followers because new followers emulate immediately. Now, we've got momentum is the tipping point, and now we have a movement as more people jump in. It's no longer risky. If they were on the fence before there's no reason not to join in now they won't stand out. They won't be ridiculed and they will be part of the in crowd. If they vary over the next minute you'll see the rest who prefer to stay part of the crowd. Because eventually they'd be ridiculed for not joining and ladies and gentlemen. That is how a movement is made. So let's recap what we've learned if you are a version of the. Is dancing all alone remember the importance of nurturing your 1st, few followers as equals making everything clearly about the movement not be public be easy to follow, but the biggest lesson here. Did you catch it? Leadership is over glorified? Yes, it started with the shirtless guy and he'll get all the credit but you saw what really happened. It was the 1st phone that transformed alone nuts into a leader. There's no movement without the. 1st. See, we're told that we all need to be leaders, but that would be really ineffective the best way to make a movement. If you really care is to courageously follow and show others. When you find a loan nut doing something great. 1st person to stand up. Great Thank you. I had a little bit of an echo. I don't know others experienced that, but, um. Can you all hear me? Yeah. Okay. So I think really what I, what I think the message in this video is really about how nurturing that 1st, follower nurturing. Those early adopters is really a key and success, and that they really start a movement. So, um, celebrating that 1st follower, um, really encouraging folks. You may need to be a 1st follower at some point in your in your role. So think about as a leader, the lessons that you can learn from this video here, how do you start a movement in your team? And I bet if you think right now, as we're sitting here, you could probably think of who your 1st followers would be on your units and your teams and think about ways to encourage them to come aboard and start a movement wanting to go ahead to the next slide. Yep, and and I think just to to underscore what Donna has said. In this video, the 1st followers just sort of did this organically, but if you're leading something, you can go out and talk to people ahead of time. And you can say, I think we really need to be doing this. And I think in order for us to be successful, we need to have sort of the core team. And I think it's people have talked about this and change management, too of having sort of guiding, sort of, um, groups that are pulled together. But you can go out and find 2 or 3 people so that when you start or the leader, and you start advocating for this, they're right there with you. And so, unlike the shortlist guy, you're not going to look like a nut. If anything you look like you are attuned and have the right organizational values in mind, and it's easier to join a group of half a dozen that you might have created than it is just to, to join with 1. So think about creating your 1st, 5 followers sort of privately, and then getting started. Thanks, Dan, so let's go on to the next here we go. So, here we are, we're back at our framework and we're going to go to that upper right corner of personal accountability for both culture and leadership. And basically we need to reconnect as leaders to the commitment of doing what's needed to be done for patients and families. That's why we're all here. It's easy to forget. Sometimes in the data centers, and, uh, you know, all the reasons why it's hard to lead right now in healthcare, but really sort of resetting yourself being mindful of purpose. And mission is something that leaders need to be accountable for both, you know, personally, in the, in the culture and, and how they lead and as a leader, you have accountability to develop skills and behaviors that are going to make your leadership effective. And as as a person on the team, you have accountability to sort of. And how you show up, right? So we talk about this all the time that, you know, especially as leaders. Eyes are on you all the time and you set the tone so you have the accountability to make sure that you are living the culture that you want to create. Next slide please. So, once you are, uh, we are, we're leaders, we want to create in our units, a culture of safety. That's what we are striving for here with high reliability and this diagram. You could see that each of these boxes. Feeds the next box, so, if you could achieve this, if you can develop a team that doesn't hesitate to voice a concern about a patient, or or lead a team that has caregivers that feels safe to discuss. And learn from an error that's been made that you have teams that are. Primed and ready to raise a concern and know that it's going to be taken seriously and acted upon. And as a leader, you can be really action oriented and a key piece is giving that feedback back to the teams. In a way. That's visible and understood this is sort of a self perpetuating cycle of transparency and improvement and this will create a culture of safety on your unit or with your team. Next slide please. So. When we talk about leadership and talk about that culture of safety, and having sort of a team a well oiled machine. There are some strategies that you can use. So you can see here on the left side of your screen on how to support engagement and create a sense of a free to core with your with your team, using these 4 concepts, planning, reflecting communicating clearly, managing conflict. All of these strategies really will create a sense of. Uh, strong, strong sense of team. So, if we look at the 1st, 1, where we're looking at planning activities, like huddles and timeouts, and I think we're gonna talk about this more, tactically, in the next session, but just sort of conceptually here to understand that using things like huddles and timeouts are a way to plan together and give that sense of participation, which, you know, like we were talking about in the chat earlier, I think, is a really important right now really important way to engage your team. Um, reflecting as a leader in a consistent manner. That's predictable. And that there's a sense of a loop getting closed. When issues are raised is very important. We all know, communicating clearly is just sort of, uh, we're keenly aware of how important that is, especially right now to culture and patient safety, and then finally managing conflict in in a way that is consistent and is known and knowing as a leader, how to have crucial conversations with staff members and understanding just culture, these are all really important concepts of developing a strong sense of team, which, of course, we need for high reliability. Don, did you want to add anything at this point? Okay next slide please. So we've been talking about leadership. We've been talking about team development and, uh, those are all super important. But having a high reliability, culture of safety is completely Co, dependent on having a culture of psychological safety. You cannot have 1 without the other. So, on the left side, you see, sort of these more negative attributes or feelings on the right side. You see where we would be and want to go with highlight with psychological safety. So you always want your team members to ask questions and see clarification without feeling stupid. You always want your team to be able to report an error, or admit they don't know how to do something, rather than feeling like they're being viewed as incompetent. You always want respectful critique or challenging of the status quo, having thoughtful team members who want to make things better. Instead of being looked upon as negative or intrusive, and finally you want a team that's up for suggesting ideas for improvement or innovation. You want those 1st followers. Like we talked about earlier. Those folks should be feeling really supported in those in that in that manner versus being labeled as disruptive. So doing all these things again, creating psychological safety. Is Co, dependent on a culture of safety and a culture of high reliability next slide please? All right, so here we are, we've created, uh, we have strong leadership skills. We have personal accountability we've created, uh, and is free to core culture, safety, psychological safety. We've done all this. And where does that land us lands us. In a, in a place where a team feels like they're better together and that they are better individually because of the folks around them. And I know this seems a little bit like Nirvana but this is achievable. This is something we can get to. This is how high reliable high reliability teams operate. I'm going to, um. I'm going to end there see if anybody has any comments they want to put in the chat or done if you have any comments and then I'm going to hand it back over to Don. Anybody have any thoughts on just conceptually what we've talked about. It's. It sounds hard. It is a little bit hard, but it is. It's achievable actually. Hmm. It doesn't, it isn't just that you turn the psychological safety late on 1 day, but what it, it, it really. Involves is just trying to make sure that when somebody asks a question, that takes a little courage to ask you knowledge. Hey, you know, I'm sure that maybe it was a little uncomfortable for you to ask that, but I am so glad you asked because that that's the right idea. I want everybody to be doing that. And similarly, when, um, you know, someone in a team is rolls their eyes when somebody says something reasonable, then it's, it's it's really the leader's chance to say well, you know, uh, hey, you know, we, that's not respectful. That this is how we get to psychological safety. Is by asking questions and and understanding what we need to do in order to take good care of our patients. And so the leader really has a huge role in being able to do this. And, um, and it's very. It's very sturdy when it's well in place. But it's fragile if the leaders don't, uh, aren't consistent about it if they say 1 thing in public and 1 thing and private that gets back to the team. So, a psychological safety is really incredibly foundational. And when that happens all these other things that Donna has talked about, those things begin to fall into place because in fact, the team feels comfortable at learning and working together. And although this again may sound a little hokey. I can tell you that. I've I've been in dozens of organizations and hundreds of units where part of my job was to go and do some evaluations. And when you go to an organization that has. Fairly far down the road journey, it feels different when you're on a unit there, it just feels different. And you can say this is a place where I'd like to get care, because everybody is respectful to 1 another. They're learning. They're proud of what they've accomplished, and they respect each other and they honestly don't want to work any place else. Thank you don, I do want to underline 1 thing that you've said, and I think this goes back to leadership and personal accountability and that is that, as Don said, once you achieve, that's like unit a psychological safety yesterday but I can tell you, that 1 negative interaction from a leader can really tumbled a lot of work that's been done. People your team watches you and they watch you closely. So really committing to those sort of principles around psychological, safety and, as Don noted holding other publicly holding people, you know, acknowledging people for raising questions. Privately holding people accountable for not behaving in a manner that, you know, helps psychological safety grow is really, really important. So thank you all. And I'm going to hand it back over to Don. Okay, thanks. So, if we get up the next slide victory, that'd be great. Um. Want to really sort of emphasize authenticity here and that's why it's in giant letters underscore because it is huge for being able to, for the leader to travel the high relay the high road of major change leaders need to almost exude authenticity people, especially nurses are very good at detecting BS or somewhat hollow statements. That don't ring. True and so as a result, it is really important that the leader has their heart into it and to do that. We have on the bottom. What we call the authenticity equation and it's on. It summarizes what we really need to do, we need to be self aware and humble. We need to use convincing skills and consistent behaviors and messages to be authentic. So, again, really give some thought to to those as desirable characteristics for being able to be viewed as authentic and when you're authentic, that's when you get the 1st followers, because you're authentic to something they admire and they would really want to follow you. So, authenticity is gigantic. Next slide. So, uh, let's, uh, we're going to turn in the next few slides to talk some more about communication and I think it's really important because leaders, especially executive leaders lead primarily by communicating with other people in order to have them get it to try it. And then do it consistently so we, as leaders accomplish things by envisioning planning, and then communicating the vision and then the way to get there in this slide shows, why it's important to communicate and not just share information. How many emails have we gotten? That's sort of more like, on the left sharing information. Hey, we're gonna there's this new policy that's going into effect and it's going to happen at this particular time. And Susan is in charge of it. And if you have any questions, be in, touch with her. Uh, but, uh, that's what we're doing, and it basically presumes the buy in of everybody as opposed to communicating, which emphasizes sharing the, why and generating enthusiasm and selling something to those who are listening. Using stories are important, because facts and form, but stories move people to act. Next slide. So, um, so why is a good communication important uh, when we communicate effectively? Um, we provide clear, uh, information, uh, we give it meaning we tell them, uh, why, and why it's important to do not just do it and it builds will, or organizational energy and it brings people on the journey with you because you've now shared why you think that's important and it shows your own authenticity without good communication initiatives are often seen as flavor of the month. Oh, my gosh. Yeah. 1, more thing we've got to do, and and and outreach is ignored by the busy teams and compute confusion may grow because something may happen in 1, part of the organization, but not in another. And, uh, the message is clearly communicated as seen as just a checking a box and, or maybe it'll go away. And, uh, in the program typically, we'll, we'll stop. So, the next slide shares information about, uh, the mechanics, the house of communicating effectively and, uh, this is on the top, right? You can see that. There's a circle in the small pieces of the pie is what you say the biggest part of the pie is how you say it. So, again, I'm going to repeat that. The biggest part of the pie is how you say it and if you just send out an email that says, do it or whatever. I mean, that that speaks volumes. If you use clear terms conversational tone, you try not to be sounding like a no. At all, you know, we're using jargon that people don't understand you want to use empowering language. Like, we are going to do this and, uh, and trying to say together we can get this done. Uh, and to use fewer words, if you can try and try when you're putting something like this together to bounce it off of 1 of your colleagues, and for some input just to make sure that it's, uh, it feels right I, we're just finishing a session with a hospital that is going through, kind of a communications and leadership program and, um, and they, uh, their leaders are now sort of butting up to be able to share important communications with each other in order for them to be able to get some, uh, to get some, uh, I think a supportive critiques of the things they're thinking about putting out so that they're gonna be more effective using the active voice meaning we are doing this not this is going to be done when you use the passive voice. It sounds like something's being done to you as opposed to the active voice, which is we are doing, um, and we're always in the selling mode. I mean, I didn't think that when I became a physician leader that I needed to be good in sales, but I tell you what you are absolutely. You know, in sales because you are selling ideas and you're trying to get the, the people to buy them. And to invest their precious time and energy and hopes, I'm doing these things, a former leader of, uh, who's a little controversial. But he was very good at communicating said if there's something important communicated 6 ways and 6 times, because people don't get it the 1st time. Don't think that just because you've sent it out once that everyone's gonna know exactly what to do. Come back later, go visit the unit, have someone else talk about it? I mean, there are all kinds of ways of communicating to make sure that the folks understand what what you think is important WH, what they need to do and how it's gonna help the organization next time. Okay, so 1 of the things that's helpful, too is to be, uh, is to weave in a little bit of your own personal perspective again. Uh, we have in here the statement that starts with me, which is right I mean, after all the accountability is Donna said that it starts with all of us. We all have accountabilities to communicate effectively, but sharing your own personal perspective is, uh, is sometimes very helpful. You have to sort of walk a fine line to make it personal. That is why this matters to you, but not to have it be all about you. An example of of that is that, um, 1 of the reasons why I went into patient safety was because I had a 3 close family members that had very serious adverse events with permanent injury. And that made me very passionate about this. And what I did was I shared very briefly that I just had, you know, personal experiences with this. And then I asked 2, other people have those personal experiences with the bad outcome. I could've gone into all kinds of detail about him. But that would have made it about me, right? And we don't want it to be about ourselves, but we want to have others know that it matters to us that this, that we do this thing. And why. Next slide so 1 of the key messages, too is about making it very clear that you understand that this is not about perfection because as Voltaire pointed out, uh, many, many years ago, and many have quoted and not the least of, which is is Don Berwick is a perfect is the enemy of the good because what happens is people get bogged down into trying to make it better and better and better, uh, to a level, which is probably not necessary. And so what's important is that we are respectful, inclusive, accountable, psychologically safe, transparent, and we really focus on the learning and to be aspirational in the long term. But if we wind up spending too much time on, on perfecting something, right to the limit, 1st of all, it's annoying to people they get really frustrated, because they feel like they're wasting their time and they're not working on something else. That's at least as important. So, having. You know, 5, things that you do well, but not perfectly is much more important than having 1 or 2. Perfect. So, uh, so be really thinking about that. Plus people get pretty tired of perfectionist. I can tell you from personal experience. Can I can I just interject a comment that was made in the chat by sherry, which I think is really important to bring up. We're talking a lot about communication about authenticity and I think a really important piece of communicating effectively authentically is being a good listener. And so sherry made the comment that she tries to really listen effectively and ask questions. Asking questions is also a really effective way to demonstrate authenticity. You're you're, you're curious about what they're thinking you're you want to hear what people have to say. So, I just wanted to thank sherry for putting those thoughtful comments in there. And I think it was important to kind of bring it out to the rest of the group here. Oh, I agree. Thanks, Donna. And it's, uh, by being. We all have the tendency as leaders to be thinking that our job is to make quick decisions. Um, and to sound intelligent by making quick decisions and that often excludes others from the decisions. And so listening is a, is a form of respect and you oftentimes will learn a great deal from what you hear. And it shows that you really care about what other people think. And there are, uh, things called what we call appreciative inquiry. We talked a little bit about that earlier this year about good listening skills. Uh, but there isn't a a more important thing that leaders do then when. And it's just, thank you, you never. Going to heat. Be powerful and highly motivating for the person who has been listened to that shows that their view really matters and they're going to be with you and loyal in the work that follows excellent. So we're nearing the end of our time, but we will save time for a couple of other colleagues to be on, in just a moment, but think about having an elevator speech, and an elevator speech is just something that you memorize. So that when you have 30 seconds, and, uh, on an elevator to be saying, what you think is important for people to know about this, this big project that you want the high reliability project that you're working on. Uh, when I enter my time at Baylor, we had, we started off our elevator speech by saying we want to be the best place to give and receive care that safe quality and compassionate. And then we would add, and we're going to do these 3 these 2 things this month. And, and here's why. And so, as a result, think about having that, so that you, everybody stays on track with regard to what is important to, for people to know about. Excellent. And so, uh. We're going to I'm going to go real quickly through these, but these were a wonderful things that I received and my, in a sense training as a leader from mentors, I call them the 5 piece and I offer them to you because I think they had been very helpful to me to be able to, uh, think about how I interact with others and, uh, think about my, my roles and how to think about things is to always be patient centered. It's not about us. It's really about the patient's passionate about improving care and persistent. We're not going to give up on this, but we're going to be patient 2. this is a marathon not a Sprint. This isn't about getting it done that instantly it's about getting it done and always being polite because we need everyone to be with us. We can't be putting anybody down. And so, as a result, always being polite and doing this. Let's organizations deliver the kind of care that we all, like, for ourselves and our families and next slide. And so, what I'd like to do is I've got on this and I'd like to suggest you, uh, maybe take a picture of this slide. Because what I'd like to do is to ask you to do something that we haven't done before, which is to have a little bit of of work that you might do between now. And the, uh, the next session, or that you would have your senior executive to, or you do together. Um, and these are not hard things it's to round on units and ask, hey, what gets in the way of having a good day. Uh, enormous things that you can learn think about what leadership style you use most often, is it really? What you want, or do you want to try some of the other things that Donna was sharing and finally, uh, ask a close and trusted, uh, colleague to share what they think your priorities should be and if you agree go to your calendar, does your calendar reflect more time on higher priorities if you were like me in the past. I often would say something but my calendar didn't reflect that and I really had to work harder at making. Sure. That I was walking the talk. So, um, so I'll just ask now, if, um, if Galen or Cassidy are on the phone, because, uh, 1 of the things that's important is that we have the survey coming up kicking off and so we want to, uh, make sure, you know, that that's happening and know, what, uh, what do you can be doing to make that a success. Hi, there, this is Cassidy. I am the survey lead for this project and Galen is helping me out as well and he's also on the call. Um, so our survey starts tomorrow. Really excited kicks off. I sent out. Survey links last week with QR codes, both in English and Spanish, every facility and so the survey links should be distributed by the facility. Usually it's internal. Emails are sent out and we're Huddles. If a facility does huddles have a distributed that way or dedicated computers tablets with the survey pulled up. Are really common methods to try to encourage engagement. Um, and people really find that using competition and fun kind of methods of getting people really into doing. This is the best way. Usually there's like, pizza parties or Raffles for the groups. You all hit, like, 100%, or if their facility hits, you know, a certain response rate. Or they'll print out the QR codes and put them on pieces of chocolate and put them in bold around the break rooms or common gathering places. And that's always a good 1. because it makes people sometimes feel a little better anonymity wise. If they can take it on their own phone. But we encourage sending out general reminders usually a couple times a week and then we really. Discouraged direct questioning, it's in instance, of not going up and be like, have you taken the survey yet? Um. And try to keep it as, you know, white and encouraging and. Making this as an easy and like, stress free in helping people feel like their voice actually matters. Um, it should be open until June 29th. Um, but you're welcome to communicate with safe, reliable. Um, if you would like to extend beyond that. Um, so you just have to reach out to us. Well, and I think just as a pitch for this, um, and again, uh, uh, and can perhaps comment on this, but this is really important information, uh, that you'll be learning about your organization. It's very actionable. It is helpful in terms of deciding what things you can feel good about and compliment the parts of your organization for having achieved. Some really important things as it relates to say, teamwork or, uh, other important aspects of the survey. And it's also points out some things. That might be worth spending some time on. But it validates that. Those might be good targets. Instead of just having a hunch. You've got data to be able to show how you're doing, or what you might want to work on. And, in fact, there's some wonderful work that 1 of our senior people has done that shows that, uh, in fact, survey results, predict things like 5 star and a number of other, uh, things like that. So, um, so really, it's a very valuable source of Intel. So, I'll turn this back to you Victor to finish out. Absolutely. Thank you. Dr, Kelly and Donna. I wanted to give Donna an opportunity to, uh, for final thoughts. I thought you might have had something to add. Donna did I misinterpreted again? So, I was just very wholeheartedly agreeing with kathy's idea of chocolate encourage participants. That's right. Always the winter cast. Thank you thank you Victor for that opportunity. Yeah, absolutely. No worries and it is always a pleasure to have our friends from safe and reliable join us for these conversations. And thank you. Dr, Kelly and Donna from part in your experience and your thoughts and your preparation into this presentation. We're definitely looking forward to part 2 as we disconnect today. You'll be redirected to take a survey. Please be sure that you accept that. Redirect give us your feedback. We want to make sure that we're on point everything we do is is for your edification and, uh, your satisfaction. So feel free to reach out to us. There's 101 ways to do that if you're already connected with us. Great. If you are not be sure to reach out at a team of networks dot org, or you can follow us on Twitter or Facebook, make sure you get ahold of us. We'd be happy to help out with you. That unfortunately does conclude our time for today. 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