Transcript The Ritz Carleton Experience

The Ritz Carlton Experience
The Ritz Culture
What more can we learn
The Disney Way
Based on a DVD lecture by
By Fred Lee
Table of Contents
If Disney ran your hospital you would…
1. Redefine Your Competition & Focus on What is
important
2. Make Courtesy More Important Than Efficiency
3. Stop Measuring just Satisfaction
4. Measure to Improve, not to Impress
5. Decentralize the Authority to Say “yes”
6. View Business Work as Theater
Employee vs. Patient Satisfaction
If Disney Ran
Your Hospital
You Would…
1.
Redefine Your Competition
& Focus on What is
important
Top Drivers of Patient Satisfaction
PRESS, GANEY:
1. How well staff worked together to care for you
2. Overall cheerfulness of the hospital
3. Response to concerns/complaints during your stay
4. Attention paid to the your personal and special needs
5. Staff sensitivity to inconvenience of hospitalization
6. How well nurses kept you informed
.79
.74
.68
.65
.65
.64
GALLUP:
1. Staff worked together as a team
2. Nurses anticipated your needs
3. Staff responded with care and compassion
.64
.64
.62
Who is your competition?
For clinical outcomes…
Your competition is other hospitals.
HOWEVER…
For customer satisfaction…
Your competition is
_____________________
_______________________________.
INFERENCE:
Your competition is any company with a
service culture that is deeper ingrained
than yours
Amazon.com
If Disney Ran
Your Hospital
You Would…
2.
Make Courtesy More
Important Than Efficiency
Disney’s Quality Priorities
1. safety
2. courtesy
3. show
4. efficientcy
Self Examination Exercise
Examine your own processes. What do you do in the
name of efficiency that frustrates your customers?
What would it cost to change it?
Would the trade-off in good-will be worth it?
How would employees like it?
If Disney Ran
Your Hospital
You Would…
3.
Consider Patient Satisfaction
as the entry point
Charting Customer
Loyalty
*
5
*
2
*
1
*
3
*
4
Six-fold
increase
Hospitals
Getting 5
Overall
Where
is the
99th
Percentile?
Your future has a lot to do with what
your patients say about you.
If they can’t remember anything special,
They won’t rave about your care.
The Net Promoter Index
www.netpromotor.com
One Simple Question
How likely will you be to
recommend me to a friend?
Singing our praises…What Loyal Patients Say
Caring, Cared, Cares
+32
Kind, kindness +24
Compassionate +15
Help, helpfulness +15
Comfort, comforting +13
Friendly +8
Professional +9
Attention, attentive +7
Concerned +6
Listens +4
Sweet +3
Respect +3
Quick +3
Polite +3
Patient +3
Loving +3
Understanding +2
Thoughtful +2
Knowledgeable
+2
Smiling +2
Bedside manner
+2
Empathy +2
Tender +1
Takes time +1
Sensitive
Reassuring
Selfless
Efficient
Courteous
Gentle
Nice
Sensitive
Selfless
Efficient
Gentle
Nice
Conscientious
Competent
Committed
Cheerful
Informative
Warm
Upbeat
Generous
Softness
Pleasant
Supportive
Proficient
Prompt
Hardworking
Use some patient loyalty words
in survey questions
The highest correlations with overall
satisfaction come from questions with words
like these…
• Care or caring
• Compassion
• Helpful
• Kind
• Friendly (or cheerful)
• Sensitivity to your needs (comfort)
Highest Correlations with Loyalty
On the Gallup patient satisfaction survey survey (by phone):
Nurses anticipate your needs (.64)
Staff responded with care and compassion (.62)
On the Press, Ganey patient satisfaction survey (by mail):
Staff sensitivity to the inconvenience of hospitalization (.71)
Overall cheerfulness of the hospital (.70)
Staff showed concern for your privacy (.65)
Nurses attitude toward your calling them (.60)
Nurses promptness in responding to the call button (.55)
If Disney Ran
Your Hospital
You Would…
4.
Measure to Improve
Not to Impress
Principle: Flywheel Concept
“Good-to-great companies set their goals
and strategies based on understanding
their greatness
Jim Collins, Good to Great, p. 186
You Can’t Get to Loyalty
By Focusing on Satisfaction Alone
 Improving systems will increase satisfaction, but not loyalty.
• Reduce waits by 50%
• Improve registration process
• Always have a wheel chair ready
• Answer call lights sooner
 Courtesy improves satisfaction, but only meets expectations.
 Satisfied customers cannot tell you how to improve.
Stop asking. False assurance. (Ask for frustrations)
 Satisfied customers have no story to tell
Loyal patients and dissatisfied patients do…
FINE POINTS: Phrases that Irritate
“You’ll have to…”
__________________________
“I’ll have to…”
__________________________
“I don’t know.”
__________________________
“I disagree,” or, “You’re wrong” _______________________
“We can’t do that.”
__________________________
“You misunderstood me.” __________________________
“I’m sorry you’re upset.
“It wasn’t my fault.
__________________________
__________________________
5.
Decentralize the
Authority to Say “Yes”
At Lonestar
“The answer is
yes…now what is
the question”
My Waitress at the Lonestar
Wilderness lodge
Think about the Disney Experience
Disney’s Service Department
1970’s Central location
1980’s Each pavilion dealt with service issues
1990’s Each employee has the power to solve
the problem and give recovery.
Who Can Say “Yes”
Who can bend the rules for a
customer?
Who decides how to solve a
problem?
Who can offer something tangible
for recovery?
6.
View Hospital Work
As Theater, Not Service
You become a Disney cast
member…
1. You are applying to join a culture, not to do a job…,
2. Orientation describes reality, not a vision.
3. You are always on stage
3. Variation from standards is not tolerated by anybody, not
even your peers. …appearance guidelines
4. They have no slogans or banners as constant reminders.
5. They do not focus much on “service excellence.”
Disney does not provide a service (and neither do we.)
Walt Disney on “Role”
“The first year I leased out the parking
concession, brought in the usual security
guards – things like that. But I soon realized
my mistake. I couldn’t have outside help
and still get over my idea of hospitality. So
now we recruit and train every one of our
employees. I tell the security officers, for
instance, that they are never to consider
themselves cops. They are there to help
people.”
To produce an experience…
Back
Start with a good script – which is much more than dialog.
Place its success in the hands of a director who is obsessed
with and accountable for the patient’s experience.
Cast for the talent to play a role, rather than the skills to do a
job.
Teach and coach principles, not just courtesy skills.
Acting is not pretending…
Actors learn how to be real, not how to pretend.
Acting involves intense listening with undivided attention.
“Acting is not acting, it is reacting.” -- John Wayne
Acting engages the whole range of human emotions.
Acting relies on sense memory and imagination to become real.
Acting is the talent of becoming emotionally available through empathy with a
character.
ACTING CLASS
The Hospitals That Have Led the Way
1. Went from poor to very good (bottom
quartile to 95th percentile)
2. Board to CEO (do it or else) CEO to
Heads if I go guess what
3. Focused on weekly progress
4. Everyone sees it
QUESTION
If you are in the top quartile already, and it
isn’t a crisis, what will motivate you -- all
of you -- to keep getting better?
Measurement Essentials
1. The overarching purpose of measurement
should be to help a team, rather than top
management, gauge its progress.
2. An empowered team must play the lead role
in designing its own measurement system.
3. A team should adopt only a handful of
measures.
Preliminary Questions
1. Who are our customers for each service we offer?
2. Is it important to our team to meet their needs and
wants?
• Do we know what they are?
• How?
3. How can we know we are meeting their needs and
wants?
4. How can we get an accurate picture of our
performance in their eyes?
5. How will we use the information for improvement?
6. How will we know we are improving?
• Will it be accurate?
• Will it be timely?
• Will it be easy to understand and use?
To Grandmother’s house we go
My dream for my department:
We dream of working in a department where…
We all feel like friends
Who find meaning in our work
Together as a team with a shared desire
To serve the needs and wants of our customers
For the overall success of our organization's goals.”