By David Musyj
It is known that practicing executive patient safety rounding has proven an informal method for leaders to talk with front-line workers, physicians, and patients about possible safety issues in the organization and show their support for reporting patient safety events including near misses. I have tried rounding but found it to be superficial.
Walking throughout the hospital in a business suit or skirt and shiny shoes may work for some, but it still only scratches the surface. I always thought I could do more. That is why I came up with something different.
One evening I was watching a TV show called "Undercover Boss," which is based on a senior-level executive of a company working undercover at their own firm to investigate how the company really works and identify how it can be improved, as well as rewarding the hard-working staff. Seeing the show, I thought, what a great idea! How could I do something similar at Windsor Regional Hospital? And that is how the idea started.
Although Windsor Regional Hospital has more than 700 beds and 3,000 staff, I truly could not go undercover. Also, going undercover, in my opinion, was not a good idea. I do not want to stumble across patient safety issues or be accused of spying on staff. I wanted to have a discussion with the front-line staff and patients about their daily activities, accomplishments, stresses, and suggestions for positive change. Therefore, I asked staff to invite me to "work" with them for a few hours. The request went out; within hours I had a list of staff inviting me to "walk in their shoes." I donned some scrubs and running shoes, and off I went!
For the last six months, I have been a hospital housekeeper, nurse, pharmacist, admitting clerk, emergency department registration clerk, transporter, and more. I have supported front-line patient care, delivered supplies, cleaned toilets, made beds, and delivered food trays, to name a few tasks. I have done these tasks about forty times. At the same time, I have been able to have discussions with staff, patients, and families about positive changes that could be made to enhance patient safety and patient care. Needless to say, I need to work with my existing leadership team on some of the ideas that are provided to me or that I come across myself.
We already have in place a program called "Genius Lab," where front-line staff can submit ideas on any topic that we examine and implement. We also have had a program called "Take A Walk In My Shoes," where hospital staff can job-shadow someone else at the hospital to learn more about their job duties and possibly make a career change for future employment.
The Windsor Regional Hospital version of "Undercover Boss" takes it to another step. The feedback I am getting from staff is amazing and positive. First, the pride they have in the care they provide is overwhelming. Although I recognize this, I clearly took this for granted. Until you see it live and in action, you do not fully appreciate it! Second, the changes they propose or that we collectively "uncover" and solve truly benefit the patients and the staff.
Starting this type of program is easy. Send out an email or post a memorandum to staff. Work out an agreeable date and time. Put on some scrubs and sneakers. Roll up your sleeves. Off you go and clean some toilets. Some people have asked, when are you going to stop? My response ... when people stop asking me. Otherwise, you can never stop learning!
David Musyj is the President and CEO of Windsor Regional Hospital in Ontario, Canada. Under his leadership, Windsor Regional Hospital has won numerous local, provincial, national and international awards, including more 36 Leading Practices and 10 Innovation Awards at Ontario Hospital Association International conferences, and was recently the first Canadian Hospital to present at the prestigious Mayo Clinic.
By David Musyj
Walking throughout the hospital in a business suit or skirt and shiny shoes may work for some, but it still only scratches the surface. I always thought I could do more. That is why I came up with something different.
One evening I was watching a TV show called "Undercover Boss," which is based on a senior-level executive of a company working undercover at their own firm to investigate how the company really works and identify how it can be improved, as well as rewarding the hard-working staff. Seeing the show, I thought, what a great idea! How could I do something similar at Windsor Regional Hospital? And that is how the idea started.
Although Windsor Regional Hospital has more than 700 beds and 3,000 staff, I truly could not go undercover. Also, going undercover, in my opinion, was not a good idea. I do not want to stumble across patient safety issues or be accused of spying on staff. I wanted to have a discussion with the front-line staff and patients about their daily activities, accomplishments, stresses, and suggestions for positive change. Therefore, I asked staff to invite me to "work" with them for a few hours. The request went out; within hours I had a list of staff inviting me to "walk in their shoes." I donned some scrubs and running shoes, and off I went!
For the last six months, I have been a hospital housekeeper, nurse, pharmacist, admitting clerk, emergency department registration clerk, transporter, and more. I have supported front-line patient care, delivered supplies, cleaned toilets, made beds, and delivered food trays, to name a few tasks. I have done these tasks about forty times. At the same time, I have been able to have discussions with staff, patients, and families about positive changes that could be made to enhance patient safety and patient care. Needless to say, I need to work with my existing leadership team on some of the ideas that are provided to me or that I come across myself.
We already have in place a program called "Genius Lab," where front-line staff can submit ideas on any topic that we examine and implement. We also have had a program called "Take A Walk In My Shoes," where hospital staff can job-shadow someone else at the hospital to learn more about their job duties and possibly make a career change for future employment.
The Windsor Regional Hospital version of "Undercover Boss" takes it to another step. The feedback I am getting from staff is amazing and positive. First, the pride they have in the care they provide is overwhelming. Although I recognize this, I clearly took this for granted. Until you see it live and in action, you do not fully appreciate it! Second, the changes they propose or that we collectively "uncover" and solve truly benefit the patients and the staff.
Starting this type of program is easy. Send out an email or post a memorandum to staff. Work out an agreeable date and time. Put on some scrubs and sneakers. Roll up your sleeves. Off you go and clean some toilets. Some people have asked, when are you going to stop? My response ... when people stop asking me. Otherwise, you can never stop learning!
David Musyj is the President and CEO of Windsor Regional Hospital in Ontario, Canada. Under his leadership, Windsor Regional Hospital has won numerous local, provincial, national and international awards, including more 36 Leading Practices and 10 Innovation Awards at Ontario Hospital Association International conferences, and was recently the first Canadian Hospital to present at the prestigious Mayo Clinic.