What’s in a brand name?

By Thomas Davis, CRNA, MAE, Lt. Col. (ret)

Follow @procrnatom on twitter

Branding

“Rebranding generates enthusiasm and brings attention to an existing operation

that may be taken for granted.”

The morning news grabbed my full attention with this announcement:  Dunkin donuts is doing away with donuts.  “What?” I screamed silently.  “No more Bavarian cream filling or toasted coconut crunch?  How could they do such a thing?”  The reporter went on to explain that the company (relax, everybody) will not stop making donuts but will be dropping the word “donuts” from the company name, logo and advertising.  The intent is to rebrand and give the company a fresh look while opening the door to promote a line of drinks that will compete with the Starbucks grip on the grounds. The purpose of the press release was to make me visualize Dunkin Donut coffee.  Rebranding works.

Dunkin’s announcement comes only a few months after the media blitz surrounding the rebranding of IHOP to IHOB – International House of Burgers.  The pancake giants “want the world to know that they also have a great menu for lunch and dinner.”  Even though it was a hoax, the announcement certainly got the public’s attention as people all over the country flocked to IHOP for an IHOPB.   Weight Watchers is in the less startling process of rebranding as they plan to rename themselves WW with an emphasis on wellness rather than strictly on weight loss.  Branding works and when a company wants to renew enthusiasm for their product, they regain attention by rebranding.

A recognized brand serves many purposes and collateral benefits within a crowded marketplace.

  • Recognition Established brands stand out and are known for the product they deliver.  When you pull off the highway and see McDonalds, Starbucks and Shell gas, you immediately know who they are and what they provide.  Branding promotes consistency thus removing doubt and uncertainty.
  • Credibility Attached to an established brand name is the appearance of expertise.  When I was at The Johns Hopkins, we treated a global patient population most of whom were attracted to the JH brand and the expectation of proven excellence tied to the name.  Branding expert, Lisa Cron, notes that good branding increases revenue because clients are willing to pay at a higher price and are more compliant with making payments.
  • Loyalty Branding promotes loyalty both from the customer base and from employees.  Established quality brands attract the top applicants who perform at a higher level.  Good people providing a quality product for a recognized company creates a loyal customer base.
  • Culture Brand identity promotes a company culture of excellence and collaboration.  Workers who feel pride in and loyalty to a known brand will develop a loyalty to the company and embrace the company culture initiated from the front office.  Branding lets both clients and employees know what the company stands for and forms a basis for acceptable behavior.

 

Brand your Workgroup

In healthcare, we are not BK or Mickey D’s; however, a recognizable brand identity for your healthcare team offers some of the same advantages as those in the business world, namely consistency, collaboration and a loyal customer base.   One simple suggestion to develop a team brand that yields big results is for your team adopt to a motto or tagline that represents your team’s shared values.  For example, the Cleveland Clinic has kept their name but updated the corporate motto to reflect their collective values; “We are all caregivers.” To create or update your healthcare team motto or tagline, bring the group together and review the organization’s mission, vision and values.  Discuss the purpose of your team, for example, I work in a busy GI clinic where we pride ourselves in the service we provide for patients, gastroenterologists and referring physicians.  Challenge your group to establish a motto that will both inform clients and remind one another of why the team exists.

Sample mottos and taglines

  • A personal relationship with medical excellence
  • Exceptional people, extraordinary care
  • Changing the way you receive healthcare
  • A passion for putting patients first
  • A Transforming, Healing Presence

 

Once your team has established its identity, treat it as your brand and use it to tell the public about the excellent service they will receive from your team.

Market your new brand

  • Posters Create and hang posters with your team motto in common areas where they can be viewed by both patients and staff.
  • Business cards Make business cards with your team motto on one side and a place on the other side for the care giver to write his/her name, freely giving cards to patients and their family members.
  • Buttons Make campaign style buttons with your team motto and encourage your team members to wear them prominently at team meetings, department parties, state meetings and healthcare fund raisers.
  • Messages/Memos Make a template on your signature block that includes your team motto ensuring that every message you send is a reminder of the purpose of your work.
  • Signs at work stations  Attach your motto to the base of every computer on your unit as an ongoing reminder to staff members.

 

Literature arising from today’s business community reinforces the importance of having a recognized brand to attract customers and standardize the product delivered by workers.   Whether branding for the first time or rebranding to renew interest, you can create advantages for your workgroup by developing a team motto and tagline, advertising it and then using it to promote team identity, collaboration and consistency.   Creating or recreating consumer familiarity takes time but soon enough your patients will become just as confident about the expectations of care that they will receive from your team as you are about the Pike’s Place with a shot you pick up on the way to the Hospital.  Brand your team for success, and in the meantime, I think I’ll pick up a Dunkin dozen…just in case.

 

Tom is a noted author, speaker, educator and clinician.   Join Tom the second Tuesday of each month on the Leadership journal club webinar.

Chief CRNAs are Team Builders


Chief CRNAs are Team Builders

By Thomas Davis, CRNA

“Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.”  ― Margaret Mead

As CRNAs we live and work in a rapidly changing healthcare environment.   The mandate to provide more care for more people at a lower cost combined with increased Federal regulations has introduced both stress and uncertainty into the healthcare industry. New challenges have emerged in the healthcare workplace.     Value based reimbursement, systems team-buildingintegration, and regulatory changes are but a few of the issues that are stressing the status quo.   Now more than ever, having a staff of fully engaged, cost effective workers is essential to the survival of the organization.

CRNA leadership on the local level is more important now than at any time in history as hospitals adjust to the new reality of regulation and reimbursement.   With safety and outcome metrics being publicly reported and reimbursement being tied to patient safety and satisfaction, it is essential to have the right people providing patient care.   As highly skilled, cost effective front line providers of anesthesia, CRNAs are regarded as leaders in the operating room.   We are in a unique position to make a difference on a daily basis not only with patient outcomes but also with the overall success of the institution.

Chief CRNAs across the country play an important role at the intersection of the operating room and the larger institution.      CRNA leaders are challenged with putting together a team that will provide a positive experience for the patient within the financial limitations of the Hospital.   Selecting the right people and having them fully engaged is an ongoing challenge for managers. As Chief CRNAs, we must look beyond the fact that a person has a license and wants to work. We must carefully select the right people who will be fully engaged in their work and raise the bar on patient safety and satisfaction.   The following are tips for selecting the right people to join your team:

Set a greater goal for your group.   Have a meeting with your current CRNA group and discuss the mission, vision, and core values of the larger organization.   Share your personal vision and values with your group and then listen carefully as you discuss your vision with them.   Take the initiative to develop a written vision statement for your CRNA group with a list of core values.   The vision and values that you share must become the foundation when interviewing applicants for a new position.   Develop interview questions to determine the applicant’s alignment with your vision and values.   The person may be an accomplished anesthetist however if they do not align with your vision and values they are not a good match for your group.

Describe your leadership style and how it aligns with organizational leadership.   Literature from business management states that the traditional top down “captain of the ship” leadership style blocks creativity and engagement.   In healthcare as in the private sector, shared governance “serving leader” style of management promotes creativity and engagement.   Take the initiative to learn about serving leadership and develop a one on one relationship with each member of your group. A sincere desire to promote the career of each person will lead to CRNA engagement which translates into improved patient safety and satisfaction. An applicant who views you as a serving leader and a person who will promote his/her individual career will be eager to share your vision and will give 100% on the job.

Discuss all of the positives and negatives related to the job.   It is unfair to both you and the new employee for surprises to emerge after they start working.   The applicant should walk away from the interview with a clear knowledge of your expectations. If there are less desirable assignments or shifts, the applicant should know before they agree to join your group.

Communication is essential.   In this era of instant messaging and 24/7 access to texting, email and internet, it is possible to avoid basic one on one communication.   As a manager, you need open and honest, face to face, two way dialogue with each employee. If you have problems communicating with the applicant at interview, you will also have problems later.   Patient satisfaction is founded on connecting with healthcare providers. Your new employee must have the communication skills needed to connect with each and every patient.   In addition, conflict is inherent within any healthcare team.   It is equally important that your new hire have the skills to have constructive conversations with difficult physicians.   At interview, ask the applicant about times when they have connected with patients as well as times that they have disagreed with physicians.   If they can not have positive interactions in difficult situations, they may not be a match for your group.

Not every skilled CRNA is a good match for your team.   When you have a clear vision of your goals, have an empowering leadership style, and clearly communicate your expectations, you will be able to determine the right candidate for your position.   At the end of the interview, the applicant will know your expectations and will be able to commit to your vision before accepting the position. When both the manager and the new hire agree on the greater goal up front, the road to success has been paved.

 

Let me help you excel as a Chief CRNA.  Consultation service available related to team building and serving leadership.    Contact tom@procrna.com