Business PPT

It is often tough to change the customs of a company or other concern, particularly when it consists of many members who may not all be in the same location.  To find out what works, you can always look to the success tales of organizations that have gone before you.  For example, consider the tale of Adventist Midwest Health. 

With over 5,000 on the go health care workers engaged in numerous hospital, outpatient and support facilities, the first step for Adventist was to find manageble, definable steps that the full staff could discuss and implement.

A major goal was to right patient’s and patient’s family’s opinion regarding the quality of care they were receiving.  The establishment had always been dedicated to providing fantastic medical care, but it often happened that the staff’s focus on the task at hand caused the impression they were in a rush and non-communicative to those they encountered during the day.  Although not the case, this eventually made patients question the level of care they were receiving. 

To gain the trust of patients and their family members, Adventist realized it needed to be a friendlier place, one that demonstrated respectful communication to all patients, family members, and staff.  And, while some organizations may have attempted to change the culture with a vague mandate such as “be friendly,” Adventist realized it needed to break the concept down into simple concrete actions. 

The 10/5 Rule was implemented by the leaders of Adventist and the suggestion of consultants from the Studer Group. They trained staff to make eye contact when approaching anyone (patients, coworkers and vendors) in the vestibule surrounded by ten feet and to say “hello” at five feet.  

Abruptly everyone had a shared norm and a simple name for it. The employees would check each other on whether or not they were following the rule and kept each other accountable.  While some employees acknowledge that it can be irritating to be “called on it” when they forget to say hello, the rule has helped to start a friendlier environment.

In view of the fact that it was implemented, the 10/5 Rule has become a way of life at Adventist. It only took a month of using the rule before patients started commenting on the positive changes and employees started enjoying their work day more.

Lessons Learned

Several vital issues regarding change and influence are illustrated through the 10/5 rule. 

1.    Make change concrete.

According to the book, Influencer, it is vital for leaders who want to effect change to identify vital behaviors. These are the action steps needed to lead to other, less tangible change. At Adventist, the first vital behavior was to look up and acknowledge other people. While just doing that didn’t completely change the culture of the establishment, it did start a ripple effect that resulted in other positive change.

2.    Make messages “sticky”.

Authors Chip and Dan Heath recommend in their book Made to Stick that an thought has to be “sticky” in order for people to grasp the message and then apply the word.  Adventist learned a sticky message in their 10/5 rule – it was concrete, creative, and simple to remember.

3.    Encourage everyone involved to hold each other accountable.

Lastly, accountability was a key element in the success of this initiative.  Adventist leadership encouraged employees and staff right through the Adventist establishment to hold each other accountable with respect to the use of the 10/5 rule. Everyone was tuned into and dedicated to the success of enforcing the rule. 

Culture by its very nature is abstract and hard to define. Adventist’s experience teaches us that by changing specific, concrete behaviors, the culture of the establishment will most likely also change as a result.  

Vinnie Garufi is the Director of Establishment and Leadership Development for Adventist Midwest Health.  Wendy Mack is a advisor, keynoter, and author who specializes in leadership and change management.  For more information on mobilizing energy for change, stay www.WendyMack.com.