Nurture new ideas
To build loyalty, you need to get people directly involved in the growth of the organization.
“Everybody likes to be part of a growing, successful organization,” Hill says. “If they feel like they have a vital position in reaching that success, I think that’s the most exciting thing in the world for anybody.”
When employees bring an idea to the table, do what you can to help them make it happen.
“Try to get them involved from right after the idea has given birth and help them develop it,” Hill says. “It goes all the way back to, you have to be open enough and willing enough to listen and respect people’s opinions. When you do that and have that atmosphere within the company, people will come forward and will share their ideas if they know they are not going to be shut off and not listened to. Those ideas have an opportunity to be developed.”
Bethesda is working on developing anew inpatient facility west of Boynton Beach, and employees will be asked to take part in the planning.
“You get them involved in helping to develop how that hospital is going to run and how it is going to meld with the rest of the organization,” Hill says. “That keeps everybody excited.
“They bring us a great tree that they want to grow in their area, and they present it to us and a light bulb goes off in our mind,” Hill says. “‘Oh, yeah. This is a great opportunity in the rehab department to do a new service.’ We say, ‘Yeah, take it, run with it, develop it and implement it.’”
The actual mechanics of getting the idea approved and finding funding for it are often best handled by the CEO. But the development process can only benefit from the involvement of the person who came up with the idea.
“They are very involved in developing the idea and selling it to senior management to take it forward,” Hill says. “That’s where it’s exciting.”
Since taking the role of president and CEO in 1987, Hill continues to be stumped by CEOs who believe they can do it all on their own. He says the energy and passion demonstrated by his employees is a big reason why the hospital has continued to grow.
Fiscal 2007 net revenue was $243 million and that figure is expected to hit $253million for fiscal 2008.
“They’ve been hearing my message for way too many years,” Hill says with a chuckle. “There are probably no new tricks for me to tell them. We just try to communicate to the people what we need to succeed.
“When you get the people involved and they totally understand why the decision was made to go in this direction or that direction, I think it makes them a lot more effective in being able to support the decision, whether they totally agreed with the final decision or not.”
HOW TO REACH: Bethesda Memorial Hospital, (561) 737-7733 or www.bethesdaweb.com