“The behavior of senior executives, and especially the CEO, is known to be directly related to an organization’s performance. In 2017, we reported on five behavioral dimensions required to build a culture of continuous improvement: willingness, humility, curiosity, perseverance, and self-discipline. Does changing leader behavior to embody these qualities lead to better patient outcomes? The leadership team at Zuckerberg San Francisco General Hospital (ZSFGH) has been studying this question over the last year and has determined the answer is yes. We will describe the outcomes ZSFGH has achieved since creating specific behavioral expectations for its leaders.”
“One step toward developing an improvement management system is defining what people should be working on. This is called True North, a handful of metrics that allow everyone to know what’s most important and whether the organization is making needed progress. ZSFGH adopted six True North goal areas — equity, safety, quality, care experience, workforce care and development, and financial stewardship — and decided how to measure each performance category. These measures are ZSFGH’s must do, can’t fail metrics for organizational performance.”
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