Five Stars: The Communication Secrets to Get From Good to Great by Carmine Gallo

Author:Carmine Gallo
Language: eng
Format: epub
Tags: communication, business, self help
Publisher: Macmillan
Published: 2018-06-26T04:00:00+00:00

When Feinberg introduced the framework at UCLA, he had no idea that it would catch on around the country. In one of his first staff meetings at Geisinger, Feinberg asked the staff if they had a communication training program. A young doctor suggested they study CICARE, which he had learned at Stanford. The doctor didn’t know he was speaking to the person who developed it. Stanford’s CEO had worked for Feinberg at UCLA and brought the method along with him to Palo Alto. It was simply the best communication training method that any hospital had ever invented, and it took a five-star communicator to create it.

The Chief Storytelling Officer

“Storytelling is my most important tool as a leader,” Feinberg told me. “I think of myself as the chief storytelling officer.”

In his first meetings as CEO at UCLA, Feinberg noticed that empathy wasn’t on the agenda. The meetings began with statistics, tables, charts, and revenue graphs. No discussion of patients and no stories. Feinberg discovered what Google had uncovered: teams were less engaged in the results of their jobs when they didn’t see how their work impacted the big picture, in this case the patients.

Feinberg changed the meeting agenda. Everyone had to get personal and share their own stories of good and bad patient experiences. Feinberg went one step further, inviting patients to speak at the beginning of monthly meetings or reading patient letters. “In the healthcare business, our stories are better than what you’re seeing in Hollywood. These are real-life people who are struggling and when we get it right, it feels really good,” says Feinberg.

By the end of Feinberg’s eight-year tenure as head of UCLA’s health system, he had completely turned around the hospital. UCLA is consistently named one of the best hospitals in the nation. He literally took it from worst to first. Feinberg, however, was disappointed. “Although UCLA went from the 38th percentile in patient satisfaction to the 99th, that means 85 people out of 100 would recommend us. But we’ve failed miserably with the other 15 patients and their families.”10

Could Feinberg’s success be replicated in another part of the country? It could and it was. In his first year at Geisinger, patient satisfaction scores increased across all departments. The health system has seen its best physician retention rates on record. Employee engagement is higher than the year before. Once again, it’s not enough. Feinberg is never satisfied and it drives his excellence. “When I tell you those results are better, I’m comparing us to other healthcare organizations.” Feinberg doesn’t want to be the best of a mediocre group; he wants to create the best experience in any industry. “I want to be the example of the right way to treat people—with dignity, respect, kindness and caring.”

Just as Google discovered that employees want to feel as though they are part of something bigger, Feinberg has found ways to make employees feel as though they are part of something remarkable.

For Feinberg, helping people find their purpose began at UCLA

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