STANDARDS ROLLOUT TOOLKIT FOR LEADERS

							Standards Rollout Toolkit for Leaders

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Discussion: Behavioral Standards
• What are the Standards – What do the standards mean to me?
• How do the standards help us advance excellence? • What can we do collectively to drive the standards into our team processes?

• What can I do as a leader to role model behaviors? • What could we do differently in our team to model the behaviors?
• How can we monitor our progress or course correct? • What help do we need?

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Standards of Behavior
• Respect - I honor and value each person.

• Effective communication - I listen carefully and keep
others well informed.

• Sensitivity - I demonstrate my willingness and ability to
listen and understand others’ feelings, needs and circumstances. and pride in my work and appearance.

• Professionalism - I demonstrate confidence, competence

• Exceeding expectations - I assist others without being
asked.

• Courtesy - I treat everyone with kindness and care. • Teamwork -I support and encourage others and focus on
our shared goals

What do these Standards mean to me personally?
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Why are Standards Important?
The Standards of Excellence are principles that guide our decision-making.
They help us determine:  What kind of organization we want to be and what we want to stand for;  How we lead and interact with each other and how we treat our patients and others.

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How can Standards help us achieve excellence?

Standards:
• Create “third party” opportunities to ask each other about behaviors. • Provoke conversations about how we can be better.

• Create an environment of mutual support and respect. • Set base expectations for our conduct. • Establish accountability for living by each standard.
• Guide our business processes.
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How do Standards impact organizational culture?
Standards are one of the most basic building blocks of organizational culture. They provide the foundation for our purpose, mission and goals. Standards serve as an invisible force that drive an organization. They remind us what is important, worthwhile, has priority and is just, right and desirable. Standards define leadership expectations for conduct. They provide a common sense of direction for all associates and influence our day-by-day behavior.
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How do Standards impact organizational culture?
Standards start at the top with personal commitments. We are the standard-setters, role models, promoters, clarifiers and protectors of culture.
Standards are woven into all our processes. They underlie our interactions with each other and with our patients and customers.

Standards are critical to a positive work environment. They are basic to the attainment of superior, measurable results in an organization focused on customer service.
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Examples of specific behaviors
Sample behaviors for Respect
 I value others‟ time – I show up at meetings on time, stay until the end and I am clear about what is expected of me.  I protect privacy and confidentiality.
 I treat others as I would like to be treated.

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Norms of Departmental Behavior
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How does our group now model the standards?
(How do I personally model them?)

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What impedes our journey to Excellence?
Some things we could do differently (I could do differently) are:

 Start doing more of….  Start doing less of…
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What should I do with the Standards now?
Standards create a „third party‟ opportunity for us to ask ourselves and one another about behaviors and processes and to provoke conversations about how we can be better. What could I…
 Start doing more of….  Start doing less of…

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What should I do with the Standards now?
Articulate behaviors to "make these your own”.
 Demonstrate understanding of our Standards through your own behavior and your interactions with others.

 Drive our values through the organization and look for ways to modify processes to reflect our Standards.  Personally model new ways of working provide opportunities to practice behaviors.  Commit to your own personal change.
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What’s the next step?
Senior leaders first! “Walk the Talk”
• Senior leaders embrace and internalize the Standards… Then cascade the Standards from VPs to divisional leaders to managers

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