If Disney Ran Your Hospital Quotes

“The Healthcare Advisory Board had one word to describe the difference between hospitals that receive high patient-loyalty scores and those that don’t: hardwiring. When responsibility for satisfaction and loyalty is hardwired into every manager’s accountabilities, then courtesy gets hardwired into every employee’s performance evaluation.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“CEASE USING COMPETITIVE MONETARY REWARDS TO MOTIVATE PEOPLE”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“DISSATISFACTION IS THE FATHER OF IMPROVEMENT.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“One of the marks of a world-class organization is its ability to repeat a performance over and over with the same consistency.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“In fact I have found that the best way to revitalize many stalled service-excellence initiatives in hospitals is to make this shift in emphasis from the caregiver’s service to the patient’s experience.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Would Disney really define work as theater if they ran your hospital? Absolutely. And here’s why: Disney World is not a service; it’s an experience. So are movies and plays. Hospitalization is not a service either; it’s an experience.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Most hospitals with rudimentary service recovery policies only reward patients or families who complain. A sophisticated service recovery program would automatically trigger service recovery when something happens we know is frustrating to our patients whether they complain or not. For instance, being moved several times after being admitted is an inconvenience to a family. If the family gets angry and complains, most hospitals will send some flowers as recovery to the patient’s room. But would they do the same if the family did not complain”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“SERVICE RECOVERY IS THE TRUE TEST OF DECENTRALIZING.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“simply nothing to do.” That is the heart of the matter. When one person makes all the decisions in the name of consistency, great souls, our best employees, are demeaned to the level of robots and we rob them of the joy of autonomy and the growth that comes from the practice of sound judgment.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“By the time a manager or a vice president has to step in to make something commonsense happen for the customer, nobody wins. The customer is not impressed. In that very act, we lost our chance to shine. Only frontline people can shine in such situations;”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“employee when the complaint comes to them. Think how demoralizing it must be for the security officer to be unable to perform a simple task spontaneously, especially if 10 minutes later he is instructed to do the thing he would have done anyway. Only now he looks stupid and ineffective to the customer. Multiply this embarrassment and lack of autonomy by many events in a day, and we are faced with the turnover of excellent employees.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Being micromanaged by one’s boss is the surest way to lose talented people,”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“You are always right when satisfying a guest.” If you come late or miss a meeting because you’re trying to serve a guest, you’re exonerated. If you decide to buy something from the gift shop to placate an upset guest, you are not going to be reprimanded for spending too much. A value statement like this clearly empowers people to say Yes to a guest’s request instead of passing the decision up the line to a supervisor. And it’s on the wall backstage for all employees to read day in and day out.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“My first response is “Do you make callbacks to your surgery patients?” The answer is almost always “Yes.” Then I ask if they do the same for their nonsurgical patients. The answer is almost always “No.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Every now and then a nursing director will express dismay over getting higher scores from surgery patients than general medical patients, yet they are cared for by the same nurses and are often more difficult patients.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Patient loyalty is far more important than a numbers game, because the difference between satisfaction and loyalty is the difference between fool’s gold and something you can take to the bank to protect your future against competitive forces.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“customers can tell you only what they have come to expect. But what they expect is also what they consider ordinary. They cannot tell you what extraordinary looks like.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“We hire healthcare personnel for their competence.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“I believed that the worst thing you can do for a poorly delivered service is to get more physicians or patients to try it and find out how bad it is.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“The Disney Approach to Quality Service for the Healthcare Industry.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Sense people’s needs before they ask (initiative). Help each other out (teamwork). Acknowledge people’s feelings (empathy). Respect the dignity and privacy of everyone (courtesy). Explain what’s happening (communication). In the passing years tens of thousands of patient-satisfaction surveys from a score of research companies have validated these five behaviors as having the highest correlation with overall satisfaction and loyalty.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“national inpatient-satisfaction scores have been falling. One survey placed the IRS at number 27 and hospitals at number 28 on a list of 30 industries measured.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“2002 report on Competing for Service from the Healthcare Advisory Board, this topic heads the list as the most requested topic for future reports. Their 1998 Report on Service Excellence was their all-time best-seller.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“From where most hospital managers sit, Disney looks like a picnic compared to the fiscal, legal, and regulatory nightmare they face every day in a high-risk environment over which they have very little of the kind of control they would have at Disney.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“If all the world is a stage, then acting, allowing ourselves to be touched by the experiences of others, is the means by which the world can become connected in understanding and love”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“patients judge their experience by the way they are treated as a person, not by the way they are treated for their disease.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“The truth is that our competition is anyone our customers compare us to.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Explain what’s happening (communication). In”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently

“Knowing is a vital part of learning and sharing a vision of what we want to create together. But “how” questions are on the doing side of the model. As in playing tennis, we learn how by doing. There is no other way. We can read books on tennis techniques and strategies. We can get a good tennis player to show us how he or she does it. We can watch players on TV for hours and analyze every stroke. But only by doing will we ever be able to learn how to do it. We may make mistakes but mistakes actually teach us more than our successes.”
― Fred Lee, If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently