Workplace Etiquette: It Still Matters ... A Lot!

08/07/2007

Healthcare organizations are quite concerned with improving the quality of care that patients and family members receive, and measuring the results of their efforts. That's ultimately targeted at the bottom line, but it's also the right thing to do. When given a choice, patients will go where they are treated best. The same holds true for employees - they will also choose the more caring and supportive employer every time.

Press Ganey is a leading vendor of healthcare satisfaction measurement and improvement services. According to Matthew Mulherin, who directs corporate communications at the firm, "The extent to which a hospital meets it patients' expectations for care is strongly related to how the hospital's employees feel about their workplace." In other words, organizations that focus on patient satisfaction get the added bonus of having employees who are happy.

The bad news, however, is that while your employees might be relatively content in their positions, many workers complain about a lack of respect and courtesy that seems to be growing at many institutions, both within peer groups and with supervisors. Ask yourself: is your organization putting as much effort into creating a respectful and considerate environment for your staff as it is for improving patient satisfaction?

Unfortunately, our society at large has become quite disrespectful. As I write this, the "Brawl at the Hall" has just occurred, where fisticuffs broke out between patrons at Boston's own Symphony Hall, of all places, during a Boston Pops performance. Apparently, a patron called an usher to complain about chatter by another audience member, and a fistfight ensued.

What this says to me is that no matter where people are these days, many act like they are in the privacy of their own homes or automobiles, and disregard those within earshot. Ringing cell phones at upscale restaurants, loud conversations in close quarters that are rich with personal information, and the scarcity of "thank-you," you're welcome," and "how may I help you?" in our daily conversations-these are all indicators that etiquette just isn't what it used to be.

While there isn't much you can do to police those in the seats next to you at the symphony (short of refusing to fight!), you might be able to impact the etiquette of those who work in your organization. If CEOs, administrators, and other members of the senior leadership team at your hospital are perceived as being courteous, concerned, and helpful by your staff, those behaviors will be emulated by others in the organization, making your organization a place where respect and consideration for others are second nature. And this can enhance the quality of your workplace Evidence tells us that employees want to work at a place where they feel respected, appreciated and valued.

You may now be saying to yourself, "Hold on Roger, I'm already extremely polite - I say "hello", hold the door open for people and rarely use my cell phone in public." If so, I salute you, but encourage you to do more. I recently spoke with Gretchen Neels, an etiquette coach in Boston who has helped many executives and professionals improve their manners. "When we know the rules and what's expected of us, we can relax and be more ourselves. It's doubt and uncertainty that make people uncomfortable in social and business situations."

As a means of conveying to your staff that your organization values courtesy, kindness and helpfulness, consider these five steps:

Be clear about how you expect your subordinates to conduct themselves. Establish a code of conduct, and publish it. If the concept of a "kinder, gentler organization" is a new one, be sure to have the CEO convey the concept to the team in a positive, upbeat fashion. As stated earlier, top tier management must set the example for all others.
Reward good behavior. This sounds pretty basic, but think for a minute - do you really reward those who go out of their way to be good citizens, or do you simply expect them to behave well? Let's face it, most of the time it's only bad behavior that gets the attention.

Focusing on and rewarding good conduct, action and deeds will almost always get the behavioral changes you are looking for among your staff. Be sure your managers notice and comment on even small efforts made by employees, such as using "please" and "thank-you," and maintaining a helpful attitude.
Tie compensation to positive changes. One idea is to reward those who have gone out of their way to be polite and courteous with a gift card, movie tickets, or other tangible incentives. Many places have "Employee of the Month" awards - yours could institute an "Esteemed Citizen of the Month" or "Gentleperson of the Year" award.
Send personal notes to those who improve. Nothing takes the place of a personal note from the boss. When you hear about someone who has been especially courteous to a patient or colleague, write a quick note thanking them for exemplifying those traits you are eager to promote. I guarantee that once that employee knows you appreciate his or her efforts, that behavior will continue, and s/he will become a role model for others.
Get everyone on board. If you have anyone infamous for their temper tantrums, screaming fits or power trips, take the opportunity to put them on notice that their past behavior is no longer acceptable. Offer counseling or suggest the employee contact the EAP if you feel that the unacceptable behavior can be overcome. If the person simply lacks empathy for others and doesn't see the need to change, you would be much better off asking for his or her resignation.

You might also want to get a copy of Gretchen's Business Etiquette 101, 30 Absolutely, Never Evers for Business, Dining and First Impression. To request your free booklet, visit her website.

Summary: When you consider that rules of etiquette are in place to make people comfortable in public spaces, it makes it a bit easier to accept and employ them consistently. This is especially true when the end result is that your employees are happier, which leads to improved patient satisfaction - a very nice cycle indeed. Two pieces of advice: keep your cell phone calls short and always keep a spare jacket.

Shameless Self Promotion

Some of our current engagements include:

Bassett Healthcare – Director, Pharmacy Services
Beverly Hospital – Nurse Manager, Emergency Department
Beverly Hospital – Director, Maternal & Child Services
Beverly Hospital – Director, Practice, Education & Research
Cape Cod Hospital – Chief Nursing Officer
Caritas Carney Hospital – Director of Finance
Franklin Medical Center – Nurse Manager, Emergency Department
Gifford Medical Center – Director of Human Resources
Gifford Medical Center – Director of Surgery
Grand Itasca Clinic & Hospital – Director, Medical, Surgical, Pediatrics & Women's Health
Hospital of Saint Raphael – Director, Imaging Services
Landmark Medical Center – Chief Financial Officer
Lawrence General Hospital – Chief Medical Officer
Milton Hospital – Chief Nursing Officer
Newton-Wellesley Hospital – Nurse Manager, Emergency Department
Rhode Island Hospital – Nurse Manager TICU & SICU
St. Joseph Health Services of Rhode Island – Chief Operating Officer

Leadership Quote of the Month

"Shirazes are red,
So I'm never blue
A glass full of wine ...
Yippee and wahoo!"

Trader Joe's Spring Wine Flyer 2007

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