بیماران در درجه دوم: رهبری تغییر با تغییر شیوه رهبری شما

Americans enjoy the finest healthcare delivery system in the world, but most people will tell you that we still have a long way to go. Far too frequently, patients leave the doctor's office or hospital feeling confused, angry, or neglected. Healthcare leaders recognize this problem, but in their focus on patients (and sometimes financials), they often overlook the true key to lasting patient loyalty and satisfaction: their employees. __Patients Come Second__ shakes up the traditional healthcare model, arguing that in order to care for and retain patients, leaders must first create exceptional teams and find ways to engage nurses, administrative staff, physicians, supervisors, and even housekeeping staff and switchboard operators. By connecting employees' work with a higher purpose and equipping them with the tools to become leaders themselves, patient care can be dramatically transformed. And with continuing healthcare changes on the horizon and ever-rising pressure to acquire and keep patients, doing so now is more important than ever. Britt Berrett, president of an 898-bed hospital, and Paul Spiegelman, founder and CEO of a successful patient-experience company, are the perfect guides to the changes needed in healthcare leadership. With a rich combined experience in their field, they have filled each chapter with an abundance of engaging, insightful stories and write with a humor and friendliness that balances and enhances the urgency of their message

No business can effectively take care of its customers before it takes care of its employees. Healthcare is no different—and that’s why patients have to come second.A provocative approach to increase patient loyalty and satisfaction. In Patients Come Second, authors Spiegelman and Berrett argue that in order to care for and retain patients, leaders in healthcare must first find ways to engage nurses, administrative staff, physicians, supervisors, and even housekeeping staff and switchboard operators. Though the traditional model puts the patients (or sometimes financials) first, healthcare employees must want to provide great service to their patients, and the authors bolster their case by revealing a direct correlation between employee loyalty and customer loyalty. A timely, transformative look at healthcare leadership. With continuing changes on the horizon, the pressure on healthcare leaders to acquire and keep patients will only increase. This unique book shows leaders how they can handle this pressure by guiding their employees in a way that imbues their work with a higher purpose, gives them a true desire to help patients, and equips them with the tools to become leaders themselves. Experienced but approachable authors. Paul Spiegelman, founder and CEO of a successful patient-experience company, and Britt Berrett, president of an 898-bed hospital, are ideal complementary partners to explain the changes needed in healthcare leadership. They have filled each chapter with an abundance of engaging, insightful stories and have written in an often humorous and friendly tone that balances and enhances the urgency of their message. And they share that revolutionary message with audiences around the country through their energetic, interactive presentations.

FROM THE NEW YORK TIMES AND WALL STREET JOURNAL BESTSELLER Americans enjoy the finest healthcare delivery system in the world, but most people will tell you that we still have a long way to go. Far too frequently, patients leave the doctor's office or hospital feeling confused, angry, or neglected. Healthcare leaders recognize this problem, but in their focus on patients (and sometimes financials), they often overlook the true key to lasting patient loyalty and satisfaction: their employees. Patients Come Second shakes up the traditional healthcare model, arguing that in order to care for and retain patients, leaders must first create exceptional teams and find ways to engage nurses, administrative staff, physicians, supervisors, and even housekeeping staff and switchboard operators. By connecting employees' work with a higher purpose and equipping them with the tools to become leaders themselves, patient care can be dramatically transformed. And with continuing healthcare changes on the horizon and ever-rising pressure to acquire and keep patients, doing so now is more important than ever. Britt Berrett, president of an 898-bed hospital, and Paul Spiegelman, founder and CEO of a successful patient-experience company, are the perfect guides to the changes needed in healthcare leadership. With a rich combined experience in their field, they have filled each chapter with an abundance of engaging, insightful stories and write with a humor and friendliness that balances and enhances the urgency of their message. Americans enjoy the finest healthcare delivery system in the world, but most people will tell you that we still have a long way to go. Far too frequently, patients leave the doctor’s office or hospital feeling confused, angry, or neglected. Healthcare leaders recognize this problem, but in their focus on patients (and sometimes financials), they often overlook the true key to lasting patient loyalty and satisfaction: their employees.

Patients Come Second shakes up the traditional healthcare model, arguing that in order to care for and retain patients, leaders must first create exceptional teams and find ways to engage nurses, administrative staff, physicians, supervisors, and even housekeeping staff and switchboard operators. By connecting employees’ work with a higher purpose and equipping them with the tools to become leaders themselves, patient care can be dramatically transformed. And with continuing healthcare changes on the horizon and ever-rising pressure to acquire and keep patients, doing so now is more important than ever.

Britt Berrett, president of an 898-bed hospital, and Paul Spiegelman, founder and CEO of a successful patient-experience company, are the perfect guides to the changes needed in healthcare leadership. With a rich combined experience in their field, they have filled each chapter with an abundance of engaging, insightful stories and write with a humor and friendliness that balances and enhances the urgency of their message.

Argues that the best patient care is predicated on hospital managers assembling and engaging high-performance employees and providing them with the tools and guidelines that allow them to take personal responsibility for their results