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Management Lessons from Mayo Clinic: Inside One of the World’s Most Admired Service Organizations Hardcover – June 9, 2008


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Management Lessons from Mayo Clinic: Inside One of the World’s Most Admired Service Organizations + The Cleveland Clinic Way: Lessons in Excellence from One of the World's Leading Health Care Organizations + Patients Come Second: Leading Change by Changing the Way You Lead
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Product Details

  • Hardcover: 256 pages
  • Publisher: McGraw-Hill; 1 edition (June 9, 2008)
  • Language: English
  • ISBN-10: 0071590730
  • ISBN-13: 978-0071590730
  • Product Dimensions: 6.2 x 1.1 x 9.2 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (46 customer reviews)
  • Amazon Best Sellers Rank: #78,812 in Books (See Top 100 in Books)

Editorial Reviews

From the Back Cover

Prescriptions for Service Success

“Quite possibly the most important management book to appear in more than a decade…essential reading for the leaders of any type of organization.”-Gerald Zaltman, PhD, author of How Customers Think

“This book reads like a thriller taking you into the heart of a great organization and peeling off, layer by layer, the secrets of creating incomparable performance for your customers and your partners. It should be read by everyone in business.”-Philip Kotler, Ph.D., S.C. Johnson & Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University

“A landmark. Through deep study, respectful listening, and eloquent reporting, the authors connect 'service success' to the very core of healthcare's mission and to the very soul of the healthcare workforce.”-Donald M. Berwick, M.D., MPP, president and CEO, Institute for Healthcare Improvement

“This book is an essential read for those managing labor-intensive, highly interactive service businesses, and offers thought provoking guidance to anyone seeking to build a customer-focused culture.”-George Day, Ph.D., Geoffrey T. Boisi Professor and codirector, Mack Center for Technological Innovation, Wharton School, University of Pennsylvania

“Berry and Seltman have now defined a new gold standard for service with their extraordinary assessments of the prestigious Mayo Clinic's service culture and management.”-James D. Rogers, chairman/CEO, Kampgrounds of America Inc.

“An extraordinary book that provides wonderful lessons in how to build and sustain service excellence in any business organization. It also offers superb insights on how unshakable core values can drive a successful culture.”-Stephen W. Brown, Ph.D., Executive Director, Center for Services Leadership, W.P. Carey School of Business, Arizona State University

About the Author

Leonard Berry, PhD, is Distinguished Professor of Marketing, and holds the M.B. Zale Chair in Retailing and Marketing Leadership in the Mays Business School at Texas A&M University. He is also Professor of Humanities in Medicine, College of Medicine, Texas A&M Health Science Center. Dr. Berry is the author of several service quality bestsellers and the recipient of the 2007 American Marketing Association/Irwin/McGraw-Hill Distinguished Marketing Educator Award and the 2008 Paul D. Converse Award.

Kent Seltman, PhD, served as director of marketing at Mayo Clinic from 1992 through 2006. With more than 25 years of experience in healthcare marketing, Dr. Seltman writes and lectures frequently on marketing and branding. He also served as editor of Marketing Health Services, published by the American Marketing Association.


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Customer Reviews

Easy to read and well written book.
gc
In my opinion, it is a must read for anyone working in management within a healthcare organization.
Dan Dunlop, Healthcare Marketer
"Management Lessons from the Mayo Clinic" was our Q4 2008 book club selection.
Brien Convery

Most Helpful Customer Reviews

16 of 16 people found the following review helpful By 3rdwaverider on December 8, 2009
Format: Hardcover Verified Purchase
Mayo Clinic is part of the American vernacular, and synonymous with excellence in health care. Did you ever wonder how the organization achieved such remarkable level of awareness inarguable brand associations? In Berry and Seltman's book, you'll learn that it had little to do with promotion, and everything to do with values. Preservation of the values of the Drs. Mayo is baked into the "product" of Mayo Clinic, which, of course, is a service.

If you are in the service industry, then you know that product features are defined by the service experience, and the benefits are determined by customer satisfaction. Both are intangibles.

Mayo Clinic has applied manufacturing process improvement (Six Sigma, LEAN, et al) to healthcare systems to improve the patient experience. For in the end, Mayo's management understands that the patient outcomes define product quality, and patient satisfaction is the promotion.

With all the hoopla today surrounding social media and marketing, an interesting sidebar to this book is the realization that Mayo's brand was built entirely through social networks; patients travel around the world for treatment at the clinic, and return home to tell the tale to friends and family. Quite obviously, the majority of the stories told have been positive. This book helps us to understand why.
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14 of 15 people found the following review helpful By Martin R. Ekrem on August 5, 2008
Format: Hardcover
An excellent book with practical principles that work and can be applied in any healthcare/service setting, large or small. I like to underline noteworthy thoughts as I read. My problem was that so much of the book was underlined when I finished. I then ordered 30 copies from Amazon to give to team members, plus have recommended this book to a number of others outside our health system.
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12 of 13 people found the following review helpful By Muhammad A. Waqar on July 23, 2008
Format: Hardcover
This book very beautifully and eloquently conveys the heart of service quality and excellence - building, nurturing, and protecting a strong services brand that revolves around the core humane values of integrity and customer respect. The hallmark of this book is the compilation of inspirational real life stories of staff and patients sharing their experiences of the successful customer-focused culture of Mayo Clinic. Moreover, the book very effectively sheds light on the importance of competing for talented employees and encouraging teamwork at all levels of the organization. Thus, it is a must-read book for the managers, administrators, and service providers across all industries.
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8 of 8 people found the following review helpful By Jeffrey Smith on April 10, 2010
Format: Hardcover Verified Purchase
"Management Lessons from Mayo Clinic" explains how one service organization built a brand based on customer service that has lasted more than a century. This book offers examples of customer service that could be applied to the management of any organization.

After reading the book, it is obvious to me that the authors have successfully communicated why Mayo Clinic has become an almost mythical institution. They stated in the beginning that the Clinic culture was based on its core principles and then described how the founders reinforced these principles by example and passed on the culture of value to the subsequent leaders and other employees. They drive home the point of the book and mantra of the clinic: "the needs of the patient come first."

The authors tended to emphasize the positives within the organization while glossing over the negatives. Perhaps you can argue that it was not the purpose of the book to point out the mistakes the Clinic has made. The authors admit that there have been mistakes and problems but didn't give much depth into what the problems actually were. It should be noted that one of the authors had recently retired from 15 years of service to the Clinic and may not be able to offer an objective critical analysis of the Clinic.

The authors mention the time spent in committees but don't really mention anyone complaining about the time lost (page 116). It would be interesting to hear suggestions or even an outright complaint from an employee regarding the time spent in these meetings. Has the Mayo Clinic become so proficient at communication that every employee understands the value of time spent in meetings? Perhaps they have.
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7 of 7 people found the following review helpful By Dr. James H. Donnelly on June 18, 2010
Format: Paperback
As a career academic in a university business school I tried to read this book as a detached observer and student of how to build a truly responsive service organization. But I also read it as a five year patient of the Mayo Clinic. I can say that it was difficult to stay detached and objective when you see and feel yourself in the pages once again experiencing all of the various dimensions of the culture of putting the patient first. I have lived the compassion, kindness and core values that the authors capture so well in this wonderful book. I encourage anyone seriously interested in building and sustaining service excellence in their organization to seek out and read this book.
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6 of 6 people found the following review helpful By Dan Dunlop, Healthcare Marketer on March 15, 2009
Format: Hardcover
Earlier this year, at the Forum on Customer Based Marketing Strategies, I sat in on a presentation by Len Berry and Kent Seltman, the authors of Management Lessons from Mayo Clinic: Inside One of the World's Most Admired Service Organizations. After their presentation I attended the book signing, met the authors, and had the opportunity to speak with them about their views on customer service in healthcare.

Well, after two crazy months, I finally finished their book this weekend. In my opinion, it is a must read for anyone working in management within a healthcare organization. The story they tell isn't complex; in fact, it is powerful in its simplicity. The model that Mayo Clinic follows is simple in concept - but far more difficult in execution. The notion that the patient comes first and everything is built around that principle, seems so obvious, as does the concept of integrated care. But the truth is, many organizations fall short of these ideals.

Here's a quote from the text that tells part of the story:

"The century-old Mayo Cinic brand thrives today, not only because one of its founders defined its values in 1910 but also because those values are renewed every day in surprisingly sensitive service delivered to thousands of patients and their families. The stories of great service also touch the heart of Mayo Clinic employees and give meaning to their work - a bonus of personal significance added to the biweekly salary deposits in their bank accounts." (Source: Management Lessons from Mayo Clinic, p. 47)

In their chapter on "Preserving a Patient-First Legacy" the authors outline four lessons for managers to take away for Mayo Clinic's experience:

1. "The real values of an organization are the values lived."
2.
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