Building a Service Culture
The first step in creating a service culture is hiring people who naturally align with values.
What is “selecting the right people”?
Leaders who walk around to check in with staff are practicing this.
What is “leader rounding”?
Handwritten thank you notes or recognition cards.
What are tools leaders can use to recognize staff?
This structured handoff ensures patients feel informed and safe at shift change.
What is “bedside handoff”?
Success in healthcare requires balancing service, quality, and this third result.
What is “financial/people performance”?
Connecting staff to this increases retention and engagement.
What is “purpose”?
Consistently explaining what you’re doing, why, and what’s next.
What is "Managing Up"?
The leadership style that creates credibility by aligning words with actions.
What is “walking the talk”?
Bosses manage tasks, leaders inspire and shape culture.
What is the difference between a boss and a leader?
Checking in on patients every hour to address pain, position, and personal needs.
What is “hourly rounding”?
A measurement tool for patient experience often used in hospitals.
What is “HCAHPS”?
The subtitle of Hardwiring Excellence mentions building a culture of service, quality, safety, and this.
What is “excellence”?
Hardwiring means replacing “random acts of excellence” with this type of act.
What are “purposeful acts of excellence”?
These are the non-negotiable behaviors that must happen 100% of the time.
What are “always behaviors”?
It erodes trust, lowers morale, and drives away good employees.
What is the danger of ignoring poor performers?
Explaining staff expertise and speaking positively about coworkers.
What is “managing up staff”?
Studer stresses that feedback should be given in this timely manner.
What is “immediately/close to the event”?
Studer says this is the “secret ingredient” that motivates people to deliver great care.
What is “gratitude/recognition”?
The practice of recognizing staff for great work through written notes or personal acknowledgment.
What is “structured recognition”?
Leaders use this practice to build trust, reduce anxiety, and connect with purpose in 5 key steps.
What is “AIDET”?
Speaking positively about others to build trust and confidence.
What is managing up?
Studer emphasizes moving from “random excellence” to this.
What is “consistent excellence”?
Leaders are encouraged to recognize staff in this ratio compared to correcting behavior.
What is “5 to 1 recognition to correction”?
The three components of a fulfilling job are purpose, worthwhile work, and this.
What is “making a difference”?
This practice requires leaders to focus on three outcomes: service, quality, and financial/people results.
What is “evidence-based leadership”?
Quint Studer emphasizes that without this, training and initiatives fade away.
What is “accountability”?
Coaching develops strengths; correcting addresses gaps.
What is the difference between coaching and correcting behavior?
Purpose, worthwhile work, and this element are the three components staff need to feel fulfilled.
What is “making a difference”?
The term for reinforcing behaviors until they become part of daily routines.
What is “hardwiring”?
Quint Studer describes this as the “flywheel” that sustains momentum in culture change.
What is “consistency and follow-through?