The Ritz Carlton Experience

1
The Ritz Carlton Experience
2
(No Transcript)
3
(No Transcript)
4
The Ritz Culture
5
What more can we learn
6
The Disney Way
7
If Disney Ran Your Business
Based on a DVD lecture by By Fred Lee
8
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

9
Employee vs. Patient Satisfaction
10
1.Redefine Your Competition Focus on What is
important
If Disney Ran Your Hospital You Would
11
Top Drivers of Patient Satisfaction

• PRESS, GANEY
• 1. How well staff worked together to care for
  you .79
• 2. Overall cheerfulness of the hospital .74
• 3. Response to concerns/complaints during your
  stay .68
• 4. Attention paid to the your personal and
  special needs .65
• 5. Staff sensitivity to inconvenience of
  hospitalization .65
• 6. How well nurses kept you informed .64
• GALLUP
• Staff worked together as a team .64
• Nurses anticipated your needs .64
• Staff responded with care and compassion .62

12
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 .
13
Amazon.com
14
2.Make Courtesy MoreImportant Than Efficiency
If Disney Ran Your Hospital You Would
15
(No Transcript)
16
Disneys Quality Priorities

• 1. safety
• courtesy
• show
• efficientcy

17
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?
18
3.Consider Patient Satisfaction as the entry
point
If Disney Ran Your Hospital You Would
19
Charting Customer Loyalty
Six-fold increase
5
4
3
2
1
20
HospitalsGetting 5Overall
Whereis the99thPercentile?
21
Your future has a lot to do with what your
patients say about you.
If they cant remember anything special, They
wont rave about your care.
22
The Net Promoter Indexwww.netpromotor.com
23
One Simple Question

• How likely will you be to recommend me to a
  friend?

24
Singing our praisesWhat 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
Gentle Nice Conscientious Competent Committed Chee
rful Informative Warm Upbeat Generous Softness Ple
asant Supportive Proficient Prompt Hardworking
Knowledgeable 2 Smiling 2 Bedside manner
2 Empathy 2 Tender 1 Takes time
1 Sensitive Reassuring Selfless Efficient Courteo
us Gentle Nice Sensitive Selfless Efficient Courte
ous
25
Use some patient loyalty wordsin 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)
26
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)
27
4.Measure to ImproveNot to Impress
If Disney Ran Your Hospital You Would
28
Principle Flywheel Concept
Good-to-great companies set their goals and
strategies based on understanding their greatness
Jim Collins, Good to Great, p. 186
29
You Cant 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

30
FINE POINTS Phrases that Irritate
Youll have to __________________________ Il
l have to __________________________ I dont
know. __________________________ I disagree,
or, Youre wrong _______________________ We
cant do that. __________________________ You
misunderstood me. __________________________ Im
sorry youre upset. __________________________ I
t wasnt my fault. __________________________
31
5.Decentralize the Authority to Say Yes
32
At Lonestar

The answer is yesnow what is the question
My Waitress at the Lonestar
33
Wilderness lodge

• Think about the Disney Experience

34
Disneys Service Department

• 1970s Central location
• 1980s Each pavilion dealt with service issues
• 1990s Each employee has the power to solve the
  problem and give recovery.

35
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?
36
6.View Hospital Work As Theater, Not Service
37
You become a Disney castmember

• You are applying to join a culture, not to do a
  job,
• Orientation describes reality, not a vision.
• You are always on stage
• Variation from standards is not tolerated by
  anybody, not even your peers. appearance
  guidelines
• They have no slogans or banners as constant
  reminders.
• They do not focus much on service excellence.
• Disney does not provide a service (and neither
  do we.)

38
(No Transcript)
39
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 couldnt 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.
40
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 patients 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.
41
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
42
The Hospitals That Have Led the Way

• Went from poor to very good (bottom quartile to
  95th percentile)
• Board to CEO (do it or else) CEO to Heads if I
  go guess what
• Focused on weekly progress
• 4. Everyone sees it
• QUESTION
• If you are in the top quartile already, and it
  isnt a crisis, what will motivate you -- all of
  you -- to keep getting better?

43
Measurement Essentials

• The overarching purpose of measurement should be
  to help a team, rather than top management, gauge
  its progress.
• An empowered team must play the lead role in
  designing its own measurement system.
• 3. A team should adopt only a handful of
  measures.

44
Preliminary Questions

• Who are our customers for each service we offer?
• 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?
• How will we know we are improving?
• Will it be accurate?
• Will it be timely?
• Will it be easy to understand and use?

45
To Grandmothers house we go
46
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.