PCCM Division: Mission, Vision, and Values
Why are you here?
You have been identified as a leader within the division who can help us reach our goals in regards to mission, vision, values (MVV).
why do i care? I know what my job is
Yes, the majority of providers in our group are doing a good job everyday. But our group has expanded exponentially over the past several years. When we were smaller everyone got to see each other on a daily basis and it was easier to ensure we were pulling in the right direction. As we become more spread out and larger its essential we better define some of these to keep our group pulling in the same direction. Our goal is to have high performing teams and you can’t have that without clear direction. That is provided through Mission, Vision, and Values.
Listen to these two podcast episodes (can do while driving). They are about more than just MVV but around the middle of the first episode he begins talking about why this is so important for organizations. You have to give people the what and they why they are doing things. They have to see beyond their cubicle. Now we don’t work in cubicles but its clear people cant see beyond the zone, hopsital, or clinic they work for to the bigger picture.
What is MVV?
What is Mission?
The companies purpose for being. The what and the why. Why are we here? It should look good on a t-shirt. Here are sample companies below.
What is Vision?
Listen to these two episodes with Horst Schulze. He was the former president of ritz carlton. They did an excellent job getting their staff to understand the MVV of their company.
Check out Horst Schulze’s book. Team Mission read it for the retreat. Its a phenomenal book that touches a lot on vision and service excellence. Its a short read (~200 pages). Can also listen on audible in just a few hours.
What is Piedmont’s MVV?
The purpose is what we would consider Piedmonts Mission statement. Its succinct and clear.
Our vision really shines. Watch Kevin Browns video below to hear why they chose what they chose.
Should we just adopt Piedmont’s MVV and Move on?
Maybe. Thats one approach and its not entirely incorrect. Within the PCCM Division we think there is something that makes us special and we’d like to identify and capture that somehow. If you read Horst Schulze’s book and its mentioned in the podcast. Every part of the Ritz Carlton organization had their own mission, vision, and values. All the way down to the cooks, maids, doorman, and bellboys. Furthermore, the employees themselves in those positions got to help draft those MVVs. Each hotel also had their own MVVs.
We believe this is more than enough justification to have our own. It can be very similar to Piedmont’s if we like and it definitely should be of similar themes. It begs the next question
Should each area of the division have their own?
We don’t know yet what the answer is here. You will help us figure that out!
We are loosely divided into location of service (ICU, Pulm, Clinic), COEs (or more accurately subsections of PCCM like Sleep and ALD), and Markets (Henry, Fayette, Atlanta, Newnan, etc). Lots of our providers travel between these locations, zones, and sub-specialties making it difficult to determine if each one needs its own.
However, its clear the value the ICU team providers is different than the Sleep Clinic. The value each team is bringing their local market is also somewhat different depending on the market needs.
I’m still not sure I care i need some more convincing
Okay…at least you are honest. Here are some more thoughts in that space.
Have we had a core ideology drift?
“one call that’s all” vs “don’t call us we are full”
“patient first” vs “profits first” vs “RVUs first”
“save lives” vs “reduce LOS”
“Do More” vs “Done for the day”
What is a good day?
“When we don’t have a low census and not a lot of new business and I can take a break”
“When we have more patients than we have ever had before”
Are we building staffing models and programs on what will win in the market place? Or what will be better from a quality of life vantage point? Or what a key stakeholder is at times arbitrarily requesting?
What has been driving success for our teams?
Best clinicians. Best access. ? Best experience ?
Phrases often floated:
Patient first
Be the best
Save lives
Referring physician first
Make money
Beat wellstar
Show piedmont
Take care of ourselves
have each other’s backs
He who has the most patients wins
One call that’s all
medical excellence
service excellence to the patient and the referring physician
Efficient business minded.
The best care with the best service by the best physicians for every single patient every single time.
What is our core ideology?
Patient first; Referring physician first; key stakeholder first philosophy
Being the “best”; doing what it takes; getting it done
Okay im partially convinced; What Should Our Mission Be?
We aren’t sure exactly yet. We want the team to have input into this (this is where you come in!). It becomes more valuable if everyone has input. However its very difficult to give everyone input without taking up massive amounts of time.
Part of your goal over the next year is to work with your local team to help us figure that out.
Here are some ideas we’ve come up with (Sample mission statements)
To be the premier destination for Pulmonary Critical Care in the SouthEastern United States
To create the best experience for patients and providers in Healthcare
To Own Critical Care…Because it is too important not too
These are all critical care based because that is the only area of the practice we’ve worked on this so far. This is why we need you! We need leaders in all aspects of our practice working on it.
Sample Vision Statements
To become the best clinical pulmonary, critical care and sleep medicine healthcare delivery team in the Southeastern United States within the next 10 years with regards to medical care and service excellence to patients and referring physicians. We will achieve this by developing differentiated skill sets with regards to operational and customer service excellence while building upon a framework of medical excellence within our COE structures and our growing Piedmont Clinic Governance Council structures. Our team values caring for patients and caring for one another on this journey. We hope you will consider joining with us.
To become the best clinical pulmonary, critical care and sleep medicine healthcare delivery team in the Southeastern United States within the next 10 years with regards to medical care excellence and service excellence to patients and referring physicians. We will achieve this by developing differentiated skill sets with regards to operational excellence and customer service excellence while building upon a framework of medical excellence within our COE structures and our growing Piedmont Clinic Governance Council structures. Our team values caring about and for patients and caring about and for one another on this journey. We hope you will consider joining with us.
Sample Values
This is an area each part of our division could really start to differentiate what our values are. Below is some sampling we are trialing and developing through the critical care leadership team. At Ritz Carlton they had 24 Values and instilled them in their employees to live them everyday by reinforcing them constantly. They shared success stories everyday in shift huddle and focused on one value per day and rotated through them.
Medical Excellence
1. I am responsible for uncompromising quality patient care and creating a safe environment of “do no harm”.
2. I ensure our patient’s plan of care is in alignment with evidence based best practice standards, or expert opinion and in the absence of that level of guidance.
3. I will be open minded and innovative in problem solving to optimize patient care outcomes
4. I will formulate recommendations and work hard to create solutions when barriers to patient care arise
5. I believe in and strive to achieve the 3A’s of medicine: availability, affability, and ability.
6. I understand my role in achieving the components of each core metric to ensure patient safety and quality deliverance: Sepsis, CAUTI, CLABSI, Hospital Acquired infections/DVT’s, etc
Service Excellence
7. I will provide the right care, right now
8. I review the plan of care with every patient (or NOK), every day, to ensure they are pleased with our service, care plan, and all questions are answered
9. I will work to meet the needs and expectations of our patients, consultants, and colleagues daily
10. I will willingly accept all consults and service requests with gratitude and a smile
11. I own and immediately resolve patient care, consultants, or colleague issues.
12. I am proud of my professional appearance, language and behaviors while engaged at work and with patient care
13. I utilize my chain of command when needed to ensure the highest service standards are met for my patients and referring physicians
Character Excellence
14. I have complete ownership over every situation and adopt the mentality of “100% ownership, 0% excuse”
15. I will practice appreciative inquiry with my team in order to understand and improve those around me
16. I am engaged and accept accountable feedback as an important part of my team’s success
17. I will be reliable, respectful and carry integrity into every encounter
18. I care about my team members and work hard to ensure they are supported in both times of failure and times of success.
19. I own the opportunity to continually learn and grow as an individual so that I am an active participant in our mission.
How do we avoid making a bad Mission statement?
It’s just words but its need to somehow be powerful and emotional in a concise way.
What do we want from you?
We’d like to further the conversation over the course of the next year (July 2020 to July 2021) on figuring out what our MVVs should be. We’d like for you to incorporate this work into your daily job as a leader over your local area. What does your team think?
Help us determine if we should come up with our own mission statement and if we should help us figure out what that is
Get your local group as say in what that mission statement should be
Help us determine our vision statement (or adopt or tweak piedmonts)
Get your local teams input in our vision statement
Come up with values for your local team (service, clinic, or market)
Help us figure out the best way to implement these into daily practice