Time Mastery Now

It is often tough to change the customs of a company or other concern, particularly when it consists of many members who may not all be in the same location.  One way to discover what might work is to review the accomplishments of those that have already experienced successful change.  Adventist Midwest Health is just such a success story. 

Consisting of 5,000 very busy healthcare employees spread out over multiple hospitals, outpatient facilities, and support offices, Adventist started first with simple, concrete actions that could be implemented and talked about by every employee.

A major goal was to correct patient’s and patient’s family’s opinion regarding the quality of care they were receiving.  The organization had always been dedicated to providing great medical care, but it often happened that the staff’s focus on the task at hand caused the impression they were in a hurry and non-communicative to those they encountered during the day.  Although not the case, this ultimately made patients question the level of care they were receiving. 

To gain the trust of patients and their family members, Adventist realized it needed to be a friendlier place, one that demonstrated respectful communication to all patients, family members, and staff.  And, while some organizations may have attempted to change the culture with a vague mandate such as “be friendly,” Adventist realized it needed to break the concept down into simple concrete actions. 

The 10/5 Rule was implemented by the leaders of Adventist and the suggestion of consultants from the Studer Group. Employees were directed to give direct eye contact to any staff member, patient or vendor they encountered within ten feet of them, and to greet them if within five feet.  

Suddenly everyone had a shared norm and a simple name for it. Staff could monitor co-worker’s adherence to the rule and would call them on it if they didn’t.  While it was no fun to be corrected if they forgot to greet someone, all staff agreed that working together to create a friendlier environment was gratifying.

The 10/5 rule has become deeply embedded in Adventist’s culture. It only took a month of using the rule before patients started commenting on the positive changes and employees began enjoying their work day more.

Lessons Learned

Adventist’s experience with the 10/5 rule brings up several points regarding change and influence. 

1.    Change should be tangible.

The book Influencer explained that leaders who were able to make their change efforts successful identified crucial behaviors. Vital behaviors are the few key actions that lead to other changes. In this example, the vital behavior was looking up and acknowledging one another. While just doing that didn’t completely change the culture of the organization, it did create a ripple effect that resulted in other positive change.

2.    “Sticky” messages are effective.

Chip and Dan Heath explain in their book Made to Stick that in order for an idea to spread, it has to be “sticky” so that those hearing it will understand it and then be able to pass the word about it.  Adventist’s 10/5 rule was sticky – it was simple, concrete, catchy, and memorable enough to spread.

3.    Make it a priority for all members of the organization to share accountability.

Finally, the accountability factor was critical to the successful outcome of Adventist’s campaign.  As we discussed, employees across the system were encouraged to remind each other of the 10/5 rule. This involved the entire staff in the success of the campaign. 

Organizational culture is difficult to define because it is so abstract. Yet Adventist’s story teaches us that rather than attempting to change culture, successful leaders focus on changing critical, concrete behaviors that will ultimately lead to the end goal.  

Vinnie Garufi is the Director of Organization and Leadership Development for Adventist Midwest Health.  Wendy Mack is a consultant, keynoter, and author who specializes in leading and communicating change.  For more information on mobilizing energy for change, visit www.WendyMack.com.