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High-Performing Healthcare Organizations Have Seven Qualities in Common
Date:3/25/2008

Three Healthcare Leaders Reveal Characteristics at National Conference

DALLAS, March 25 /PRNewswire/ -- Top-performing organizations share many of the same characteristics, processes and practices. Along with two other healthcare executives, Paul Spiegelman, founder and CEO of The Beryl Companies and author of "Why Is Everyone Smiling? The Secret Behind Passion, Productivity and Profit," revealed the seven simple truths of high-performing facilities at the recent American College of Healthcare Executives Annual Congress in Chicago.

"Healthcare organizations are being challenged to operate on the same principles as other retail and service businesses," said Spiegelman. "Market dynamics like transparency, consumerism and staffing shortages demand that healthcare executives seek ways to set their organizations apart as an employer of choice and a provider of exceptional customer service in addition to excellent clinical care."

Spiegelman's co-presenters, Britt Berrett, CEO of Medical City Dallas, and Jason Wolf, director of organization development Eastern Group for Hospital Corporation of America (HCA), shared their findings from a multi-facility study that uncovered the characteristics in common of HCA's highest-performing facilities. "Organizational performance does not require extensive, complicated plans, but rather clear commitments to simple, concise and sensible actions that lead to profound organizational outcomes," said Wolf. The HCA study revealed that high-performing facilities had more satisfied employees and patients, offered better quality and generated higher earnings.

The seven simple truths revealed at the ACHE Congress presentation include:

1. Visionary leadership

2. Consistent and effective communication

3. Select for fit and ongoing development of staff

4. Agile and open culture

5. Put service first

6. Ongoing recognition and community outreach

7. Solid relationships

"By implementing these seven simple truths, healthcare organizations realize a positive difference to the bottom line, establish the organization as an employer of choice, and create a provider of choice," said Berrett. Using these principles, Medical City Dallas has repeatedly been recognized as one of the area's best places to work.

The Circle of Growth philosophy practiced at Beryl establishes that employee loyalty drives customer loyalty, which results in business profitability. To complete the circle, businesses reinvest profits into the professional and personal development of the workforce and the circle begins again. This philosophy has contributed to Beryl's being named one of the best medium-sized businesses to work for in America by the Society for Human Resource Management last year. Previously, Beryl had been named a top employer in all of Texas and one of Dallas/Fort Worth's best places to work for several years.

Spiegelman will be presenting next at the "Power of Impressions" conference sponsored by Beryl's educational arm, The Beryl Institute, March 26-28 in Dallas. The focus of the conference is on enhancing customer service in healthcare. Key presenters include Brian Grubb from the Ritz-Carlton Leadership Center and Chuck Lauer, author and former publisher of "Modern Healthcare." More information is available at http://www.theberylinstitute.net.

About Beryl

Beryl helps organizations grow revenue and build lasting customer relationships by connecting people to healthcare. As a leading provider of outsourced telephone and Web-based communications, Beryl delivers 24/7 exemplary customer service to more than three million consumers each year. Since 1985, hundreds of healthcare organizations have relied on Beryl for best-practices insight and data they can use to make more informed decisions about customer acquisition and retention. More information is available http://www.beryl.net.


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SOURCE The Beryl Companies
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