Transcript Generated by AI 00:00 Mark Parkinson back with Park Place and thanks 00:03 for joining another in our leadership series. 00:06 We've talked about the importance of being mission driven. 00:09 In the last segment we talked about how we also 00:12 need to be metric driven and we discussed some different 00:16 ideas for goals that you may want to set for your organization. 00:20 In this segment we're going to talk about what to do with those goals. 00:24 So recall that we talked about setting clinical goals, 00:27 financial goals, 00:29 and workforce goals 00:31 and specific 00:32 metrics for your team like 00:35 our turnover rate will be less than 58%, 00:39 our rehospitalization rate will be less than 15%. 00:43 Our census rate will be 4% more six months from now than it is now. 00:47 Really, 00:47 really important to set those 00:49 objective goals where we can determine whether or not they have been reached or not. 00:54 The question then is what do you do with those goals, 00:57 and there are multiple ways to use them, 00:59 and I'm gonna talk today about two of them 01:02 that very effective organizations have used. 01:06 The first I'm going to talk about our building contest. 01:09 If you're in an organization that has multiple buildings, 01:12 a very fun way to use your goals 01:15 is to challenge buildings to achieve them. 01:17 So for example, 01:18 the better organization has a thing called World Class Standards 01:22 where they have 10 or 12 goals that are objectively based. 01:26 They relate to financial results, 01:28 clinical results, 01:28 and workforce results. 01:31 And 01:31 they send those 12 goals around to every building and keep track 01:35 of how every building is doing on them on a daily basis. 01:38 Every building has the opportunity to look and see not just how they're doing, 01:42 but compare themselves to other buildings, 01:43 and it becomes a contest 01:45 to see who can achieve the best outcome 01:48 on these goals. 01:49 The winner receives a world-class standards trophy. 01:53 It's a very big deal in the organization, 01:55 and it really drives their incredible clinical results. 01:59 Ensign has a similar building contest called the flag. 02:03 In the flag, 02:04 multiple buildings can win the flag, 02:06 but in order to win the flag, 02:08 you have to be really, 02:09 really good 02:10 at 10 to 12 clinical and financial goals. 02:14 In fact, 02:14 you've got to hit every single one of them 02:16 to win the flag. 02:18 These building contests create a lot of 02:21 camaraderie and friendly competition between the buildings. 02:26 They create ownership within the buildings because it 02:28 doesn't just become the administrator and the DON 02:31 that want to win the award. 02:33 The whole team knows about the standards and the whole team knows about the award, 02:37 and there's really buying in both organizations 02:40 to achieve these remarkable results. 02:43 I would encourage you to consider taking the goals that you set. 02:48 Holding buildings accountable to them, 02:49 but making it fun by turning it into a contest 02:53 with awards like Ensign and Better Give 02:55 if they achieve the awards. 02:57 The second thing of course to do with 02:59 goals is to use them for individual compensation. 03:02 I think it's incredibly important that every administrator and every DON 03:07 be incentivized 03:09 based upon clinical and financial outcomes. 03:12 The results of our book and the research that we did in 03:15 creating the book Long Term Care Success are just very clear. 03:18 Organizations that provide these types of incentives 03:22 do really, 03:22 really well. 03:24 Whatever it is that you tell your leadership to focus on, 03:27 they'll focus on it. 03:28 And if you 03:29 accompany that with a significant financial incentive, 03:33 they will focus on it very, 03:34 very intently. 03:36 Uh, 03:36 again, 03:36 as you've heard me discuss, 03:37 I think it's important that you balance this out. 03:40 You don't want to just incentivize financial outcomes because if you do, 03:44 that's all you'll get, 03:45 and you don't want to just incentivize clinical outcomes. 03:48 Because if you do, 03:49 that's all you get, 03:50 and we really need a good balance, 03:52 a balance between financial 03:55 and clinical outcomes. 03:56 So 03:56 you've got a set of goals now if you've been following through and acting upon this. 04:01 Take those goals, 04:02 apply them to buildings, 04:03 apply them to individuals, 04:04 and I think you'll start to see the kind of remarkable results 04:08 that we've seen these very successful companies achieve. 04:11 Thanks again for your support of Park Place. 04:13 Thanks for your support of this leadership program, 04:16 and until next time, 04:17 we appreciate your involvement with this community.
