PatientFirst

Bruce Seidman’s Precepts for ultimate "Patient FIRST":

Rule CCCC: FIVE over-arching ideals in your work

Character:

Moral compass, ethics, keep word

Calling:

God’s gifting, and experiences

Chemistry:

When people work together

Culture:

Overrides PROCEDURES

Pelican:

Be a PeliCAN, not a PeliCANT

Staff Retention is Number 1

Rule CCCC: FIVE over-arching ideals in your work

Nurses like money, too!

Staff Patient ratio perfected

Admin & Direct Management Support is the entire key

More Control over "breaks / lunch"

Keep senior nurses happy

Rule CCCC: FIVE over-arching ideals in your work

Keep senior nurses happy

Are your staff retention policies encouraging superior skills, experience, and "local knowledge" to (literally)

walk out the door?

Get senior nurses inputing / advising on decisions (not lip service, please!)

Systems thrive when they are able to cope and adapt to uncertainty

New Hire Training

Bruce Seidman RULE:

Keep senior nurses happy

Is it systems-driven, not old-guard driven?
Is it mostly during night shift, when pace is slower and coaching skills/local knowledge transfer is more organic?

We Crave Recognition

Bruce Seidman RULE:

In-person trumps webpage
Regular recognition periods
Surprise encouragement visits
Out of the Blue recognition
Whole Unit / Floor "pats on backs"
tons more . . .

Bruce Seidman RULE:

“Patient First systems needs CHANGE in order to thrive.”

Let me repeat: “Patient First systems needs CHANGE in order to thrive.”

Kaizen <--> Culture®: perpetual MICRO improvements

Systems thrive when they are able to cope and adapt to uncertainty

Find out more

HOSPITAL ADMINISTRATORS Frequently Asked Questions

Please reach us at bruce@brucecoastal.com if you cannot find an answer to your question.

I run hospitals. The Titanic is slow to shift course. How can one outside consultant actually effect change that is measurable?

Invest 15 minutes with me on a scheduled phone call. That's all it will take for me to answer this valid question for you. I'll need to ask you 2 simple questions upfront in order to give you relevant data for YOUR hospital (questions that only YOU can answer)

I have MISSION - VISION - VALUES. We do ONE WORD (like Team, Family, Unit, SYSTEMS, COOPERATE, etc, etc, etc... We employ the "6 Pillars of this," or the "4 Pillars of that," yet at the end of the day ENGAGEMENT is not real -- hourly morale is not actually in line with our ENGAGEMENT data. "I am just so frustrated!" Bruce Seidman, can you help our HOSPITAL?

YES.

Seriously...just not in "6" months. It takes micro changes over time, it takes SOFT-SKILLS training, scaled, on people's phones, using AUDIO and INFO-GRAPHICS, with repetition. "An organization is the length and shadow of its leader" (not the Board). Peter Drucker wrote that over 60 years ago (I added: "not the Board"). It takes

"enter-TRAINment mini-ZOOMs" with heterozygous (opps...I mean heterogeneous, personnel from different pay-scales seeing each others faces' LIVE repeatedly). And most of all, it is EXECUTING ACCOUNTABILITY (translation: measurement) all the way down to the lowest job in your hospital. (and ... NOT in your hospital: APPS, software, NEW MACHINES, sale reps, suppliers...)

So, "YES," you should hire an external "previous leader" to shake up your status quo. My task is to CONSULT my way out the door!

How do I figure out if Bruce Seidman is a good fit with me and what we are trying to do here at ___________ Health Systems?

Invite me in. You will know this answer in 5 minutes (probably less).

I have tried external change agents and frankly they don't understand my hospital...my world. What makes Bruce Seidman different?

It's not me that is different. It's that I already understand your world, and you will want to listen to:

Listen in: a CEO Client, on "Patient First" precepts (above), 3 minutes 38 seconds.

Millenial Nurses are problematic for the senior nurses. How does Bruce Seidman's Kaizen (blah blah blah) help fix this very obvious generation gap?

Yes, the young nurses think they know it all. Yes, they are a bit on the whiny side (compared to more experienced nurses). Yes, it's true: young nurses are spoiled (maybe even go as far as "bratty at times." Bruce Seidman's processes,

Kaizen <--> Culture® remedies the generation gap, period, end of story.

But, it takes training, it takes work, it takes OFF THE CLOCK pairing of senior nurses with young nurses, mano y mano, over many repetitions coupled with the appropriate checklist for a specific task.

I have my own experience in changing a hospital's entire CULTURE. Why should I go outside?

Well, maybe you shouldn't. If your employees are engaged, motivated to cover their shifts each day and each night, don't change a thing. Happy staff equals great PATIENT care! If however, that is not the case, then maybe you want an OUTSIDE GUY in here to shake it up. Visit the CULTURE tab in the menu bar above (upper left, 3 horizontal lines) to see Bruce Seidman's proven methodology. Also, click on the KAIZEN logos here.

nurses - doctors - orderlies - phlebotomists- janitorial staff - technical support - outside support vendors to equipment - technicians - Rad Tech staff - Ultrasound

. . . the actions we take

. . . the choices we make

. . . the standards we hold ourselves to

. . . the way we treat people overall (not because they are in a blue hospital gown)

. . . the things we care about

. . . the difference we make for people

. . . the opportunities we accept (and turn down)

. . . always doing the right thing, right now, and when no one is there to see it (patients, too, because we are not always in our patients' presence)

Patient First (is it possible?)

Patient First (is it possible?)

Patient First (is it possible?)

Patient First (is it possible?)

Patient First (is it possible?)

Patient First (is it possible?)

Bruce Seidman’s Precepts for ultimate "Patient FIRST":

Rule CCCC: FIVE over-arching ideals in your work

Rule CCCC: FIVE over-arching ideals in your work

Rule CCCC: FIVE over-arching ideals in your work

Staff Retention is Number 1

Rule CCCC: FIVE over-arching ideals in your work

Rule CCCC: FIVE over-arching ideals in your work

Keep senior nurses happy

Rule CCCC: FIVE over-arching ideals in your work

Keep senior nurses happy

New Hire Training

Bruce Seidman RULE:

Keep senior nurses happy

We Crave Recognition

Bruce Seidman RULE:

Bruce Seidman RULE:

Bruce Seidman RULE:

Bruce Seidman RULE:

Bruce Seidman RULE:

Listen in: a CEO Client, on "Patient First" precepts

"Culture Superseeds process"

What is Bruce Coastal Kaizen Culture ® anyway?

listen to other audios inside "bruceCoastal" -- 1.5x speed

What do you want to build in YOUR hospital?

PDF Viewer

HOSPITAL ADMINISTRATORS Frequently Asked Questions

"CRUCIAL CONVERSATIONS" WITH YOUR BOARD MEMBERS

Culture transition starts from the outside. Culture transformation ends (and begins again) as an inside job

Individual "Assessments" to catalyze CHANGE

culture CASE STUDY -- SEE HOW MS. MARY BARRA is changing General motors: (click corvette)

SYSTEMS THRIVE WHEN THEY COPE & ADAPT TO UNCERTAINTY ...who is Bruce Seidman and why should I trust his previous leadership and his expertise?

I speak these words: