The Ritz Carlton

Experience

The Ritz Culture

What more can we learn

The Disney Way

Based on a DVD lecture by

By Fred Lee

Table of Contents
If Disney ran your hospital you would
1. Redefine Your Competition & Focus on What is
important
2. Make Courtesy More Important Than Efficiency
3. Stop Measuring just Satisfaction
4. Measure to Improve, not to Impress
5. Decentralize the Authority to Say yes
6. View Business Work as Theater

Employee vs. Patient Satisfaction

If Disney Ran
Your Hospital
You Would

1.
Redefine Your
Competition & Focus on
What is important

Top Drivers of Patient Satisfaction

PRESS, GANEY:
1. How well staff worked together to care for you
2. Overall cheerfulness of the hospital
3. Response to concerns/complaints during your stay
4. Attention paid to the your personal and special needs
5. Staff sensitivity to inconvenience of hospitalization
6. How well nurses kept you informed

.79
.74
.68
.65
.65
.64

GALLUP:
1. Staff worked together as a team
2. Nurses anticipated your needs
3. Staff responded with care and compassion

.64
.64
.62

Who is your competition?

For clinical outcomes
Your competition is other hospitals.
HOWEVER
For customer satisfaction
Your competition is
_____________________
_______________________________.
INFERENCE:
Your competition is any company with a
service culture that is deeper ingrained
than yours

Amazon.com

If Disney Ran
Your Hospital
You Would

2.
Make Courtesy More
Important Than
Efficiency

Disneys Quality Priorities

1. safety
2. courtesy
3. show
4. efficientcy

Self Examination Exercise

Examine your own processes. What do you do in the
name of efficiency that frustrates your customers?

What would it cost to change it?

Would the trade-off in good-will be worth it?
How would employees like it?

If Disney Ran
Your Hospital
You Would

3.
Consider Patient
Satisfaction as the entry
point

Charting Customer
Loyalty

*
5

*
2

*
1

*
3

*
4

Six-fold
increase

Hospitals
Getting 5
Overall
Where
is the
99th
Percentile?

Your future has a lot to do with

what your patients say about
you.

If they cant remember anything special,

They wont rave about your care.

The Net Promoter Index

www.netpromotor.com

One Simple Question

How likely will you be to
recommend me to a
friend?

Singing our praisesWhat Loyal Patients

Say

Caring, Cared, Cares

+32
Kind, kindness +24
Compassionate +15
Help, helpfulness +15
Comfort, comforting +13
Friendly +8
Professional +9
Attention, attentive +7
Concerned +6
Listens +4
Sweet +3
Respect +3
Quick +3
Polite +3
Patient +3
Loving +3
Understanding +2
Thoughtful +2

Knowledgeable
+2
Smiling +2
Bedside manner
+2
Empathy +2
Tender +1
Takes time +1
Sensitive
Reassuring
Selfless
Efficient
Courteous
Gentle
Nice
Sensitive
Selfless
Efficient

Gentle
Nice
Conscientious
Competent
Committed
Cheerful
Informative
Warm
Upbeat
Generous
Softness
Pleasant
Supportive
Proficient
Prompt
Hardworking

Use some patient loyalty words

in survey questions
The highest correlations with overall
satisfaction come from questions with words
like these
Care or caring
Compassion
Helpful
Kind
Friendly (or cheerful)
Sensitivity to your needs (comfort)

Highest Correlations with

Loyalty
On the Gallup patient satisfaction survey survey (by phone):
Nurses anticipate your needs (.64)
Staff responded with care and compassion (.62)
On the Press, Ganey patient satisfaction survey (by mail):
Staff sensitivity to the inconvenience of hospitalization (.71)
Overall cheerfulness of the hospital (.70)
Staff showed concern for your privacy (.65)
Nurses attitude toward your calling them (.60)
Nurses promptness in responding to the call button (.55)

If Disney Ran
Your Hospital
You Would

4.
Measure to Improve
Not to Impress

Principle: Flywheel Concept

Good-to-great companies set their goals

and strategies based on understanding
their greatness

Jim Collins, Good to Great, p. 186

You Cant Get to Loyalty

By Focusing on Satisfaction
Alone
Improving systems will increase satisfaction, but not loyalty.
Reduce waits by 50%
Improve registration process
Always have a wheel chair ready
Answer call lights sooner
Courtesy improves satisfaction, but only meets expectations.
Satisfied customers cannot tell you how to improve.
Stop asking. False assurance. (Ask for frustrations)
Satisfied customers have no story to tell
Loyal patients and dissatisfied patients do

FINE POINTS: Phrases that

Irritate
Youll have to

__________________________

Ill have to

__________________________

I dont know.

__________________________

I disagree, or, Youre wrong _______________________

We cant do that.

__________________________

You misunderstood me. __________________________

Im sorry youre upset.
It wasnt my fault.

__________________________
__________________________

5.
Decentralize the
Authority to Say Yes

At Lonestar
The answer is
yesnow what is
the question
My Waitress at the Lonestar

Wilderness lodge
Think about the Disney Experience

Disneys Service Department

1970s Central location
1980s Each pavilion dealt with service issues
1990s Each employee has the power to solve
the problem and give recovery.

Who Can Say Yes

Who can bend the rules for a
customer?
Who decides how to solve a
problem?
Who can offer something tangible
for recovery?

6.
View Hospital Work
As Theater, Not Service

You become a Disney cast

member
1. You are applying to join a culture, not to do a job,
2. Orientation describes reality, not a vision.
3. You are always on stage
3. Variation from standards is not tolerated by anybody, not
even your peers. appearance guidelines
4. They have no slogans or banners as constant reminders.
5. They do not focus much on service excellence.
Disney does not provide a service (and neither do we.)

Walt Disney on Role

The first year I leased out the parking
concession, brought in the usual security
guards things like that. But I soon realized
my mistake. I couldnt have outside help
and still get over my idea of hospitality. So
now we recruit and train every one of our
employees. I tell the security officers, for
instance, that they are never to consider
themselves cops. They are there to help
people.

To produce an experience

Back

Start with a good script which is much more than dialog.

Place its success in the hands of a director who is obsessed
with and accountable for the patients experience.
Cast for the talent to play a role, rather than the skills to do a
job.
Teach and coach principles, not just courtesy skills.

Acting is not pretending

Actors learn how to be real, not how to pretend.
Acting involves intense listening with undivided attention.
Acting is not acting, it is reacting. -- John Wayne
Acting engages the whole range of human emotions.
Acting relies on sense memory and imagination to become real.
Acting is the talent of becoming emotionally available through empathy with a
character.
ACTING CLASS

The Hospitals That Have Led the

Way
1. Went from poor to very good (bottom
quartile to 95th percentile)
2. Board to CEO (do it or else) CEO to
Heads if I go guess what
3. Focused on weekly progress
4. Everyone sees it
QUESTION
If you are in the top quartile already, and it
isnt a crisis, what will motivate you -- all
of you -- to keep getting better?

Measurement
Essentials
1. The overarching purpose of measurement
should be to help a team, rather than top
management, gauge its progress.
2. An empowered team must play the lead role
in designing its own measurement system.
3. A team should adopt only a handful of
measures.

Preliminary Questions
1. Who are our customers for each service we offer?
2. Is it important to our team to meet their needs and
wants?
Do we know what they are?
How?
3. How can we know we are meeting their needs and
wants?
4. How can we get an accurate picture of our
performance in their eyes?
5. How will we use the information for improvement?
6. How will we know we are improving?
Will it be accurate?
Will it be timely?
Will it be easy to understand and use?

To Grandmothers house we
go

My dream for my
department:
We dream of working in a department where
We all feel like friends
Who find meaning in our work
Together as a team with a shared desire
To serve the needs and wants of our customers
For the overall success of our organization's goals.