If health and social care was Jenya
When we hear the word “quality” in the context of health and social care, it’s not uncommon for those three little words spring to mind. No, not those. I’m talking about CQC, or Care Inspectorate Scotland, or Healthcare Inspectorate Wales. And that would be a fair assumption to make, given the importance of our friendly and necessary regulators. Regardless of which part of the UK you are in, we all know that the removal of quality from everything we do in our day-to-day working life will no doubt result in a collapse of all that is good and solid about your organisation. Quality is the bedrock of any provider and a critical success factor in the successful pursuit of an effective, impactful and sustainable business. But the word quality has far greater depth than any adherence to our regulators. It’s clearly important that our standards meet and exceed the level of quality expected by those we serve, but the achievement of attaining something that warrants the claim of being a “quality” provider stretches far beyond the regulatory. Instead, it is the summation of several facets that are all required simultaneously to achieve that aspiration. And even then, it’s not a one-off thing. It needs to be seen and practiced as a way of life which is embedded within everyone, each and every day.
So, just how many areas fall into this thing we call quality. Here are a few to be getting on with…
Quality…
Of leadership
Being able to clearly articulate the tone, and crucially walk the walk will set the right environment relative to what your organisation stands for. The impact leaders have in this is huge. The vision, missions and values are often talked about, but the ability to take those words off the page and move the rhetoric to the reality requires exceptional leadership. For the good ones, it’s authentic, very natural and it’s infectious. It’s also what happens when no one is watching. It’s simply in the DNA.
Quality…
Of culture
Getting the culture right is akin to the importance of great leadership. If the culture is wrong, then three things tend to happen. Firstly, the good people move on to other jobs. Secondly, those emerging stars who were to be your next leaders will pull back and resort to just getting the job done. Their enthusiasm slowly draining away as they fall victim to a sea of negativity, and a toxic mantra of “the problem is”. Finally, the poor performers will feed from the environment and stoke it from the side-lines. This will invariably impact the quality of what your organisation does. High staff turnover, high sickness statistics, missed deadlines, lack of trust amongst colleagues. I’m painting a really bad picture here but I’m sure you get the point.
Quality…
Of teamwork
Individuals working together does not make for a successful team. A group of people who trust each other does. This takes time to establish, and just like my 3D view of life, when you get the right combination of attitude, approach and decisive action, the momentum it creates is palpable. It unlocks the human spirit and creates a positivity that keeps “the problem is” people at bay. Good quality debate is required to understand the inhibitors, but the good teams quickly get to the decision to overcome, and then crucially take the action required to deliver. Capture that teamwork culture and you’ll be amazed at what you can achieve.
Quality…
Of service
The ability to serve is paramount. In the world of health and social care, that service doesn’t start when the customer moves into their new nursing or residential home or receives that first home care visit. It starts with the website, the advert, the social media postings, the first phone call, the recommendations, your reputation. The fact that you get things done and you do what you say. Every person you deal with has the potential to be a powerful referrer to your service that carries with it a level of authenticity that you and your marketing department can only dream of. It’s the enquiry email on a Sunday or the phone call enquiry at 8pm on a Wednesday. This is not selling, it’s serving. Someone is reaching out not for an aspirational purchase, but a needs driven one. The quality of that first touch point should never be underestimated. And whilst this is essential when a potential customer is concerned, the very same approach should be taken when someone asks about a job. It’s all about the quality for customers and the quality of colleagues.
Quality…
Of purpose
The provision of care transcends the functionality of the role. The driver behind those who deliver great quality of care is compassion and empathy we have for strangers. The motive to help. The satisfaction derived from seeing someone progress through life, work through a difficult time, or realise their aspirations perhaps thought impossible at one point. We appreciate recognition and thanks, but we don’t seek congratulations or awards. We do it because it’s in our DNA. We do it because it comes from somewhere deep inside. From our upbringing, our personal experiences, a desire to treat others in a way you’d like your own family to be treated. It’s so much more than a job. And if it isn’t any of the above, then it may be time to think again. Our sector is nourished by those who understand the purpose, which in turn drives the quality.
Harness that in yourself and in those around you, and you’ll justifiably be able to call yourself a quality provider.