From Minden Medical Center:
Keith Cox, CEO of Minden Medical Center welcomes back former longtime hospital CEO, George E. French III, into returning to share his experience, insight and practical coaching on how we can strengthen communication with our providers, staff and the community—and, most importantly, how we can work together to restore community confidence in our hospital.
George French met with key leadership and described his coaching technique is simple: We have to get back to the basics.
Years ago, one of the most important lessons in healthcare leadership was this: When the public has a concern, listen. Then get back to them with a plan for how that concern will be addressed.
That philosophy will be at the heart of his coaching as he challenges us to look at our hospital through the eyes of the patients and families we are privileged to serve.
Our goal is to restore our hospital to being a great hospital, regain the trust of our community and preserve this hospital for the future of our town.
A major part of that effort is reducing the anxiety that can come with seeking healthcare. Patients should feel that they are entering a place where people care about them, where their concerns will be heard and where they can have confidence in the care they receive.
George will share practical ways we can:
- Strengthen communication between hospital leadership, providers and staff.
- Listen to community concerns and respond with meaningful action.
- Reduce the anxiety and uncertainty patients may feel when receiving care.
- Rebuild community trust and confidence in our hospital.
- Demonstrate that our staff truly care about the patients and families we are blessed to serve.
- Build stronger patient loyalty and encourage patients to choose their local hospital.
- Tell our story and make sure the community knows about the high-quality outcomes being achieved every day.
- Recognize and celebrate the people who are making a difference in the lives of our patients.
- Restore faith and confidence in our hospital and its future.
This is about more than communication. It is about relationships.
Every interaction with a patient, family member, provider, employee or community member is an opportunity to build trust—or lose it. Every concern that is heard and addressed is an opportunity to demonstrate that we care. Every positive outcome is a story that deserves to be shared.
We have an opportunity to come together, go back to the fundamentals of good healthcare and good leadership, and rebuild the confidence our community deserves.
Our patients matter. Our staff matters. And the future of our hospital matters.
The work of restoring trust begins with listening, responding, communicating and showing our community—through our actions—that we are committed to providing the care our town deserves.
Together, we can restore confidence, rebuild loyalty and preserve our hospital for generations to come.