What do you think?
Rate this book
Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference
A "textbook with passion", Hardwiring Excellence offers a road map and practical how-to guide for creating and sustaining a culture of service and operational excellence. In this book, author Quint Studer, CEO of Studer Group, draws on his personal experience as a former hospital executive who led two organizations to the top 1% in patient satisfaction and his experience coaching hundreds of healthcare organizations since. Studer, a nationally acclaimed educator, coach, and thought leader in healthcare today, is a master storyteller, mixing "chicken soup style" stories with personal insight, simple tools, and in-depth recommendations on how good organizations can become great ones. Based on Studer Group’s Nine Principles SM, Quint Studer shows how to retain more employees; ensure better customer service; build strong leadership, align organizational values, goals, and results; increase communication; reward and recognize individual success while also requiring accountability; and move operational performance for better financials, market share, and growth. At the core of the journey, he says, is a sense of purpose, worthwhile work and making a difference. When organizations learn how to harness this passion in their employees, they create a success spiral with ever increasing momentum. In fact, Richard L. Clarke, FHFMA, President and CEO of Healthcare Financial Management Association says, "Quint Studer's Nine Principles of service and operational excellence provide the missing link between people power and strong financials. It’s about courageous leadership."
274 pages, Kindle Edition
First published September 1, 2003
228 people are currently reading
599 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 61 reviews
December 15, 2019
Had to read for work. Some good stuff in there, mostly common sense. I've been doing this so long and I've seen fads and "flavors of the week" come and go (and come back and go again), but it all comes down to common sense and common courtesy. If we don't look up from our phones and implement some of Quint Studer's principles, is all hope lost?
April 15, 2025
wish there was a little less repetition and bragging, but overall it was okay
November 16, 2011
This is an excellent book on how to improve your workplace, accomplish much, and cultivate a positive culture and workplace environment. Quint Studer hits it out of the park with much useful advice. I got so much out of this book. It has a healthcare slant, but it can be applied to any work place.I highly recommend this to any one who wants to improve their work culture or anyone who manages people. I thoroughly enjoyed the stories and advice, a must read.
March 9, 2009
once you get the past the author's braggadocio...the gist of book is kindergarden manners, be kind, be polite, share, use common sense etc. Its the new thing for a lot of medical facilities, easy quick read.
May 1, 2011
If you are in a leadership position at a healthcare organization and want to make a difference for employees, patients, and physicians, this is a must-read. Solid advice that works!
November 9, 2012
Really fast read to be nonfiction and had some useful information. Just wished that half that book wasn't an add for how great the Studer Group method was for more trainings.
Read
January 9, 2020Very insightful.
October 4, 2015
It tells how a health system needs to be managed in a way that motivates physicians and employees. Unfortunately, not every leader in healthcare has read this book.
May 25, 2018
Even though I read this a few years ago I still think about the flywheel analogy
Hat really stuck to me and made sense.
Hat really stuck to me and made sense.
February 17, 2024
This is a must-read for leaders in a healthcare system in the US, period. If that is you, you need to put this book at the top of your queue. This more directly applies to clinical leaders, but it also applies to non-clinical and even to non-healthcare industries. I've worked in a non-clinical role at a health system for 12 years, and I got a lot out of this. I definitely noticed that we have been doing a lot of what is in this book, or at least have tried.
I've learned that the healthcare industry commonly is full of ethical, moral, and caring people. The industry attracts them because they want to do good for others, and the best way to do that while getting a steady paycheck is to work in healthcare. We are also always incredibly busy. All of us in the clinical areas, janitorial, finance, HR, etc., always have tons of tasks and projects and cases. We all are doing great things every day that 99.9% of our coworkers and colleagues will never know about. Maybe it is because the last chapter of this book is about recognition and rewards, but I wish for all of us to get the recognition we strive for.
Anyway, the ideas in this book are all great. They all make perfect sense. They all are relatable to those of us in the industry. The author gives actionable ideas, gives examples, and constantly asks the reader to think about how doing this might make this person feel. An example of this might be for a leader to simply asking a nurse if anything went well this past week or so, and the nurse thinks and says that John in housekeeping just started and she noticed the rooms have been noticeably cleaner. So then, the leader goes to John to say that Nurse Jane in the ER told me she noticed the rooms are pristine since you started. Thank you. Then the author asks, "How do you think that made John feel? Do you think hmit would motivate him to keep doing great? Then, next time John and Jane pass by each other, do you think they'd just ignore each other or exchange pleasantries and improve each other's moods and days?" It's a lot of that.
I will say that some of the systems he recommends may only work in larger organizations with a lot of leaders. And some if them may be difficult to set up initially and then to make them a regular habit. But they are very important and shouldn't be disregarded just because we are all too busy. This stuff should be considered high priority work.
4.75 out of 5.
I've learned that the healthcare industry commonly is full of ethical, moral, and caring people. The industry attracts them because they want to do good for others, and the best way to do that while getting a steady paycheck is to work in healthcare. We are also always incredibly busy. All of us in the clinical areas, janitorial, finance, HR, etc., always have tons of tasks and projects and cases. We all are doing great things every day that 99.9% of our coworkers and colleagues will never know about. Maybe it is because the last chapter of this book is about recognition and rewards, but I wish for all of us to get the recognition we strive for.
Anyway, the ideas in this book are all great. They all make perfect sense. They all are relatable to those of us in the industry. The author gives actionable ideas, gives examples, and constantly asks the reader to think about how doing this might make this person feel. An example of this might be for a leader to simply asking a nurse if anything went well this past week or so, and the nurse thinks and says that John in housekeeping just started and she noticed the rooms have been noticeably cleaner. So then, the leader goes to John to say that Nurse Jane in the ER told me she noticed the rooms are pristine since you started. Thank you. Then the author asks, "How do you think that made John feel? Do you think hmit would motivate him to keep doing great? Then, next time John and Jane pass by each other, do you think they'd just ignore each other or exchange pleasantries and improve each other's moods and days?" It's a lot of that.
I will say that some of the systems he recommends may only work in larger organizations with a lot of leaders. And some if them may be difficult to set up initially and then to make them a regular habit. But they are very important and shouldn't be disregarded just because we are all too busy. This stuff should be considered high priority work.
4.75 out of 5.
August 6, 2017
It can be summarized as such: Take the time to ask your employees what works well and what doesn't work well (i.e. Listen to your employees). For the negative feedback, work with your employees to find solutions and implement quickly (i.e. Listen to your employees). Be visible: don't make your office a high tower that your employees don't know where you are and never see you (i.e. Actively problem solve for your employees). When you show your employees that you care about them and are willing to do the right thing, performance and quality improves.
Not too groundbreaking. A significant majority of the book was a "Well duh, you should be doing this anyways!" If you have common sense, perhaps skip reading this book (or as some professionals I know say "Don't drink the Cool-Aid") and read other strategy books instead. Some suggestions: "From Good to Great" by Jim Collins or "Start with Why" by Simon Sinek.
Not too groundbreaking. A significant majority of the book was a "Well duh, you should be doing this anyways!" If you have common sense, perhaps skip reading this book (or as some professionals I know say "Don't drink the Cool-Aid") and read other strategy books instead. Some suggestions: "From Good to Great" by Jim Collins or "Start with Why" by Simon Sinek.
January 12, 2018
While I appreciate some of the scant in-depth discussion of this book (like the Employee Survey section in Chapter 7), I found much of this book to be too heavily anecdotal and greatly lacking validity or research to prove this method to be effective. While a lot of the points seem to be “common sense”, there are frequent use of buzz words, catch phrases, and fiery jargon (or ‘fire starting jargon’, should it please the author) to settle in a serious hospital setting.
On the other hand, I suppose it’s proven effective or something? The book says it has been, so, who am I to doubt? I suppose, at the very least, it’s a good pick-me-up and centering piece for anyone working in health care. I just have my great doubts.
On the other hand, I suppose it’s proven effective or something? The book says it has been, so, who am I to doubt? I suppose, at the very least, it’s a good pick-me-up and centering piece for anyone working in health care. I just have my great doubts.
September 27, 2022
So this is a fantastic book concerning the customer and worker care particularly in a health setting which makes is stand out a little from the crowd. Whilst written from the POV of actually getting the job done, the problem with this book is that it become airport lounge fodder. It is refreshing and bright and inspiring, but the problem is that the change agents - the fire starters in the words of the author - will not act with discipline and like the road to hell, will get lost in good intentions but poor discipline in maintaining the momentum that the author beautifully describes.
March 18, 2017
Out of all the leadership books I've read, this book ranks in the top two (with Maxwell's 'Five Levels of Leadership'). Concise, measurable, practical, and passionate. Our hospital works with the Studer group, and I have to say this book was an excellent reminder as to why we follow certain processes. Not only that, but it kindled a fire in me to show my team even more how much I love and appreciate them.
A must read for anyone in leadership and management.
A must read for anyone in leadership and management.
April 24, 2023
This book changed my life. I do not currently work in healthcare, but I’m working on my MBA with a concentration in Healthcare Administration Leadership. I currently work in higher education, but leadership is leadership. This book has inspired me like nothing else. Idea in this book can be applied in essentially any industry. Reward hard work, communicate, and just be kind.
May 8, 2018
This was a great book loaded with leadership principles and real life examples. I love the chapter on the phases of change and how we hit the wall. That chapter has been a huge help to me and others I coach.
June 22, 2018
A must read for selecting tools and strategies to assist with communication, feedback, reward and recognition, etc. Also, the stories that are highlighted to illustrate points are poignant and powerful.
October 5, 2018
What if all of your coworkers wanted the same type of excellence. This book gives you the steps on how you can make a difference and get it hardwired so that its not something that you have to be reminded to do, but it happens automatically, its hardwired.
January 12, 2024
This book is specifically written for the healthcare industry and even more for hospitals in particular. No where in the title does it indicate this. That being said, it still has several takeaways for leaders in other industries.
August 9, 2019
This book was given to me by the leadership team at King's Daughters Medical Center in Brookhaven. They said it was required reading for all of their managers. I can see why!
February 12, 2020
Some management gems
February 3, 2021
I recommend this book for all healthcare leaders.
April 17, 2023
Good thoughts, condescending tone
August 14, 2024
Outdated but makes some still solid points. Worth the read
September 13, 2024
Wonderful truths about organization leadership and principles, skills, ideas and tasks that could easily applied in any industry or nonprofit.
June 28, 2025
Had to read for work. Meh, some good insight but mostly common sense
December 14, 2021
I enjoyed the simple no- nonsense way this book was written.
March 28, 2011
** Sorry, I read this book a few days ago, and I don't have it in front of me. The details may seem a bit fuzzy because I'm paraphrasing from memory. Does not mean that this book should be overlooked, though. **
Although focused on the health care industry, a lot of the advice and thought in this book can be applied to any industry. At its core, it's a book about engaging employees and improving the experience for the customer. Some of the basic ideas include: rewarding and recognizing good/great employees (and removing those who are not), training leaders consistently, sharing information up, down, and across the business, and using language with employees and customers to get outcomes. I can see how a lot of these "principles" - as the author names them - can be applied to any business; they are broad enough to applied in a number of different ways. And, I think the idea that almost every person innately WANTS to do good, purposeful work is valid. One simply needs to put in place a system that gives someone the opportunity to do that work.
The author has a breezy writing style that makes this book a quick study. It's peppered with plenty of anecdotes, and it has call-outs for the "must-have" takeaways from the book. I haven't read too many of these books just yet, but I would recommend it for current or future leaders in any organization.
As a sidenote, the author apparently started his career in my hometown of Janesville, WI, so it was nice to have an immediate connection to the book as well.
Although focused on the health care industry, a lot of the advice and thought in this book can be applied to any industry. At its core, it's a book about engaging employees and improving the experience for the customer. Some of the basic ideas include: rewarding and recognizing good/great employees (and removing those who are not), training leaders consistently, sharing information up, down, and across the business, and using language with employees and customers to get outcomes. I can see how a lot of these "principles" - as the author names them - can be applied to any business; they are broad enough to applied in a number of different ways. And, I think the idea that almost every person innately WANTS to do good, purposeful work is valid. One simply needs to put in place a system that gives someone the opportunity to do that work.
The author has a breezy writing style that makes this book a quick study. It's peppered with plenty of anecdotes, and it has call-outs for the "must-have" takeaways from the book. I haven't read too many of these books just yet, but I would recommend it for current or future leaders in any organization.
As a sidenote, the author apparently started his career in my hometown of Janesville, WI, so it was nice to have an immediate connection to the book as well.
May 24, 2014
It is too long like most business books but I enjoyed the stories about nurses and how the author worked hard to improve the quality of service.
The purpose of the books is to be a guide for creating and sustaining a culture of service and operational excellence.
There are good ideias based in a top-down mindset. Moira Sandrock, summarized it well the ideas about different performers in his presentation at http://www.slideshare.net/MoiraSandro...
High Performers
- Good Attitude
- Solves Problems
- Good Influence
- Exceeds Goals
- High Commitment to Making Things Better
- Strives for Continuous Professional Development
Middle Performers
- Loyal Most of the Time
- Wants to do a Good Job
- May Need More Experience
- Achieves Goals
- May Require Coaching to Improve
- Can be Influenced by High & Low Performers
Low Performers
- Negative Attitude–Focuses on Problems
- Blames Manager/Management
- Does not Communicate Effectively
- Low Commitment to Work Unit
- Does Not Achieve Goals
- Can take up a lot of Management’s Time
The purpose of the books is to be a guide for creating and sustaining a culture of service and operational excellence.
There are good ideias based in a top-down mindset. Moira Sandrock, summarized it well the ideas about different performers in his presentation at http://www.slideshare.net/MoiraSandro...
High Performers
- Good Attitude
- Solves Problems
- Good Influence
- Exceeds Goals
- High Commitment to Making Things Better
- Strives for Continuous Professional Development
Middle Performers
- Loyal Most of the Time
- Wants to do a Good Job
- May Need More Experience
- Achieves Goals
- May Require Coaching to Improve
- Can be Influenced by High & Low Performers
Low Performers
- Negative Attitude–Focuses on Problems
- Blames Manager/Management
- Does not Communicate Effectively
- Low Commitment to Work Unit
- Does Not Achieve Goals
- Can take up a lot of Management’s Time
January 18, 2010
There are many things that I intend to implement in my department.
The one thing that I don't like are the behaviors associated with the patient survey. If you are going to do things just because you want the patient to answer the question on a survey, are you really providing excellent patient care? The patient survey should be a judge of how well employees perform, not did we get the patient to think about the question and influence their response. There was something about that which I really didn't like.
The concept of rounding is amazing. Keeping your goals, metrics, meetings, and performance all aligned was a great idea. I have always been a big fan of recognition, so I support that 100%. Tapping employees for ideas is exactly at the heart of process improvement. I also liked the idea of moving the standards so high performers are separated from the lowest performers. That is a great concept.
The one thing that I don't like are the behaviors associated with the patient survey. If you are going to do things just because you want the patient to answer the question on a survey, are you really providing excellent patient care? The patient survey should be a judge of how well employees perform, not did we get the patient to think about the question and influence their response. There was something about that which I really didn't like.
The concept of rounding is amazing. Keeping your goals, metrics, meetings, and performance all aligned was a great idea. I have always been a big fan of recognition, so I support that 100%. Tapping employees for ideas is exactly at the heart of process improvement. I also liked the idea of moving the standards so high performers are separated from the lowest performers. That is a great concept.
Displaying 1 - 30 of 61 reviews