Do You Trust Your Team?
Does Your Team Trust You?
Executive Committee
Panel Discussion Presentation
NCHPP Executive Committee Panel Members
Gregory Wood, NCHPP Chair
Shareefah Sabur, NCHPP Past-Chair
Valerie Hartman, Allied Therapist Section Leader
Rex Allen, NCHPP Vice-Chair, Bereavement Professional Section Leader
Cindy Scott, CEO/Executive Director/President Section Leader
Bridget Montana, Clinical & Operations Management Section Leader
Tandra Chandler, CNA/Hospice Aide Section Leader
Anne Hochsprung, Finance/IT Section Leader
Tracey Wheatley, Nurse Section Leader
Bob Wahler, Pharmacist Section Leader Mike Bolewitz, Pharmacist Steering Committee Member
Dan Maison, Physician Section Leader
Sue Zimmerman, QAPI Section Leader
Mary Lou Proch, Research/Academics/Education Section Leader
Sherri Weisenfluh, Social Worker Section Leader
Bonnie Meyer, Spiritual Caregiver Section Leader
Sandi Huster, Volunteer/Volunteer Management Section Leader
Workshop Objectives
The Speed Of Trust:
The One Thing That Changes Everything
Based on the book by Stephen M.R. Covey
Harvard MBA, Cofounder and CEO of CoveyLink Worldwide
• Define “trust” and how it relates to each discipline/department and its
impact on the patient/family.
• Identify Covey’s 13 Behaviors of High Trust Leaders and how the
behaviors are relevant to the hospice team and organization.
• Identify examples of how “trusting relationships” impact quality outcomes,
impact productivity, drive down costs & increase job
satisfaction/fulfillment.
• Identify Covey’s “5 Waves of Trust” and how the waves are relevant to the
hospice team and organization.
Objective
• Define “trust” and how it relates to
each discipline/department and its
impact on the patient and family.
Think of a person that you have a high trust relationship with right
now.
„ People of capability inspire us.‟ -- Samaveda (Sacred Hindu Text)
Think of a person with whom you have a low trust relationship.
„The moment there is suspicion about a person‟s motives,
everything he does becomes tainted.‟
-- Mahatma Gandhi
“Trust means confidence.”
-- Jack Welch, Former CEO of General Electric
Types (Waves) of Trust
•
•
•
•
•
Self
Relationship
Organizational
Market
Societal
Interdisciplinary Team Trust
and the Impact on Patients/Families
“As you go to work, your top
responsibility should be to build trust.”
Robert Eckert, CEO, Mattel
Interdisciplinary Team Trust
and the Impact on Patients/Families:
• The Cost of IDT Mistrust:
Emotionally unhealthy work environment
• The IDT Qualities born out of Trust:
Healthy, positive, energetic work environment.
Interdisciplinary Team Trust
and the Impact on Patients / Families:
How does IDT trust vs. mistrust affect
patient / family care?
What are the 4 cores that make up TRUST?
1st Wave of Trust: Self Trust
4 Cores of Trust
• Integrity
• Intent
• Capabilities
• Results
Integrity
• Walking your talk
• Being congruent inside and
out
• Courage to act in accordance
with your values and beliefs
• How do patients and family
members perceive the team?
• Do we stand behind what we
say during the admission
process?
• Do we convey to patients the
values put forth by the
agency? Our own values?
Intent
• Intent has to do with our
motives, our agenda and our
behavior
• Mutual benefit fosters trust
• How does the team convey
our intent? Are we
straightforward when
explaining our policies and
procedures?
• Does our character show
through?
•
Do we inform the family?
Capabilities
• Our abilities that inspire
confidence
– Talents
– Attitudes
– Skills
– Knowledge
• Can patients and family
members see our skill level?
• Are we able to problem
solve different situations?
• Do we bring in other team
members with the specific
skills and knowledge
needed?
Results
• Our track record
• Our performance
• Getting the right things
done
• When we get it right we
have credibility
• Can we manage patients’
emotional, psychological,
spiritual and physical
symptoms?
• Do we focus on what's
important to the patient and
family?
• Is the team focused on the
individualized care plan?
Objective
• Identify Covey’s 13 Behaviors of High
Trust Leaders and how the behaviors
are relevant to the hospice team and
organization.
Let The Change Begin With You
“Be The Change You Want To See In The
World” – Mahatma Gandhi
• Before we can ask change of others, we
have to demand it of ourselves
• Changes in trust flow from the top down
• Make sure that you are demonstrating to
all what you want to see in others
2nd Wave of Trust:
Relationship Trust
• It’s all about consistent behaviors!
“The man who trusts men will make fewer mistakes than
he who distrusts them.”
Character-Based Behaviors
1. Talk Straight
–
Communicate clearly, both in terms of content
and intent
2. Demonstrate Respect
–
Do this frequently and genuinely
3. Create Transparency
–
Share the good, the bad,
and the ugly
Character-Based Behaviors
4. Right Wrongs
–
–
Do not stop with a simple apology
Make restitution whenever possible and do so
quickly
5. Show Loyalty
–
Speak of everyone as if they are
in the room with you
Competence-Based Behaviors
6. Deliver Results
– Results = instant credibility and trust
7. Get Better
– Seek Feedback (Ask and act on it!)
8. Confront Reality
– “Sacred Cows,” “Elephants in the room”
Competence-Based Behaviors
9. Clarify Expectations
– A “behavior of prevention”
10. Practice Accountability
– Hold yourself accountable first and then others =
trust
– Performers want/respond to accountability
Behaviors That Flow From a Mix
of Character and Competence
11. Listen First
– listen to and listen for what matters most
Behaviors That Flow From a Mix
of Character and Competence
12. Keep Commitments
– “Big Kahuna” of all behaviors
13. Extend trust
– fundamental belief that most people are
capable of being trusted
Principles
Opposite
Counterfeit
#1 Talk Straight
Integrity, Honesty,
Straightforward
To lie or deceive
Withholding info,
Double-talk,
“Spinning”
#2 Demonstrate
Respect
Fairness, Love,
Kindness, Civility
Disrespect, not
Fake respect or
showing that you care concern, respect for
“select” individuals
Honesty, Openness, Hide, cover, obscure,
Integrity,
or make dark
Authenticity
Illusion, pretending,
“seeming” rather
than “being”
#4 Right Wrongs
Humility, Integrity,
Restitution
Deny, justify,
rationalize, fail to
admit
Cover up, hide
mistake
#5 Show Loyalty
Integrity, Gratitude,
Recognition
Take credit for what
other’s have done,
discrediting others
Two-faced, talking
about others behind
their backs
#3 Create
Transparency
Principles
Opposite
Counterfeit
Responsibility,
Accountability,
Performance
Performing poorly or
failing to deliver
Deliver activities
instead of results
#7 Get Better
Continuous
Improvement,
Learning, Change
Entropy,
Deterioration,
Becoming irrelevant
“Eternal student”
#8 Confront
Reality
Courage, Respect,
Responsibility,
Awareness
Ignore it, act as it
didn’t exist
Act as if confronting
reality, but really
evading it
#9 Clarify
Expectations
Clarity,
Responsibility,
Accountability
Leave expectations
undefined, assume
known or fail to
define
“Smoke and mirrors”,
shift based on
people’s memory,
convenience
#10 Practice
Accountability
Accountability,
Responsibility,
Stewardship,
Ownership
Not own up, “It’s not
my fault”
Point fingers and
place blame
#6 Deliver
Results
Principles
Opposite
Counterfeit
#11 Listen First
Understanding,
Respect, Mutual
Benefit
#12 Keep
Commitments
Keep commitments, Break commitments
the “Big Kahuna”
(the quickest way to
(the quickest way to destroy trust)
build trust)
Vague commitments
or no commitments
at all
Empowerment,
Reciprocity, Belief
that most people
are capable of
being trusted
False trust, fake
trust, micromanage,
“snoopervise”
#13 Extend Trust
Speak first and listen Pretend to listen,
last, or not to listen at waiting for your turn
all, ego-driven
to talk, no real
understanding
Withhold trust,
distrust
Objective
Identify examples of how “trusting
relationships” impact quality outcomes,
impact productivity, drive down costs and
increase job satisfaction/fulfillment.
Let us consider …
Think of a person that you have a high trust relationship with
right now.
„ People of capability inspire us.‟ -- Samaveda (Sacred Hindu Text)
Think of a person with whom you have a low trust relationship.
„The moment there is suspicion about a person‟s motives,
everything he does becomes tainted.‟
-- Mahatma Gandhi
• Now write down the differences between the
two working relationships.
Let us consider …
Trust:
Mistrust:
• Speak more openly about
successes and failures
without fear of judgment or
criticism.
• No second guessing motives
or questioning IDT member
judgment.
• Enthusiasm to learn
together.. grow together …
without fear of being
blamed or criticized for
overstepping boundaries.
•
•
•
•
•
Exhausting
Time consuming
Protectionism
Avoidance
Isolated practices
How do trusting relationships
impact quality outcomes?
Think of a time when you worked on a high performing
team. What were the characteristics of this team?
• Patient & family satisfaction survey results are a
reflection of trust or lack of trust.
• Did the hospice meet expectations and increase
confidence / trust?
• Important to clarify expectations early.
• Important to deliver results consistently.
• Video Clip
How do trusting relationships
impact productivity?
When you trust members of your team how does this effect
your productivity?
How does it effect your team’s productivity?
Low trust among team members = wasted time
Duplication of work
Checking up on others
High trust among team members =
efficiency in meeting patient care needs
How do trusting relationships
drive down costs?
How are costs effected by a low trust team?
What impact does a low trust team have with
patients/families?
• Fewer phone calls from patients/families and
between staff members
• Decreased evening and weekend on-call demands
• Increased direct patient care time for staff
• Video Clip
How does trusting relationships increase
job satisfaction and fulfillment?
• What is your reaction to Monday morning when you
work?
• How willing are you to take on extra projects?
• How do you describe your team members?
• Reduced anxiety about whether others are doing their jobs
• Being trusted rather than being micro-managed
• Being a part of a hospice agency that can be trusted
• Confidence in leadership & job security
• Rate your job satisfaction
Objective
• Identify Covey’s 5 Waves of Trust
and how the waves are relevant to
the hospice team and organization.
Waves of Trust
• 1st Wave: Self
• 2nd Wave: Relationship
Stakeholder Trust
• 3rd Wave: Organizational
• 4th Wave: Market
• 5th Wave: Societal
• 1st Wave: Self Trust
We can increase our own credibility
• 2nd Wave: Relationship Trust
Consistent behaviors to increase trust
between team members and
patients/families
Stakeholder Trust
Increase speed
Lower cost
Maximize influence of
your organization
* Organizational
* Market
* Societal
“Organizations
are no longer built on force
but on trust”
- Peter Drucker
rd
3
Wave: Organizational Trust
• The Principle of Alignment
• Employees and volunteers
“A good leader can only exist over the long term in a
large organization if there are good myths about him--and particularly about his consistency” – Henk Broeders
7 Low-Trust Organizational Taxes
Redundancy
Bureaucracy
Politics
Disengagement
Employee Turnover
Churn
Fraud
7 High Trust Organizational Dividends
Increased Value
Stronger Partnering
Accelerated Growth
Better Execution
Enhanced Innovation Heightened Loyalty
Improved
Collaboration
th
4
•
•
•
•
Wave: Market Trust
The Principle of Reputation
Patients / families and caregivers
Physicians & other referral sources
Contracted facilities
MARKET TRUST
“Trust is a key building block in the creation of a
company‟s reputation, and as a direct result, it‟s
shareholder value” – Robert Eckert
th
5
Wave: Societal Trust
• The Principle of Contribution
• Local communities & rural areas the
hospice organization serves
• State
• Nation
• World
“Customers get impressions about products from hundreds of
sources, but when they believe a company is a good citizen,
they feel more positively about the brand”- Shelley Lazarus
“A brand for a company is like a reputation for a person.
You earn reputation by trying to do HARD things well”Jeff Bezos
Panel Discussion Q & A
Thank you!
• Member of NCHPP? Join Today! Free!
• Email [email protected] or call 800.646.6460 to get ID &
Password
• My.NHPCO.org – Professional Network
• Consider Steering Committee service – Electronic application on
NCHPP page of NHPCO web site
• Get involved with your discipline section & strengthen the hospice
community!