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All hands on deck for siemens medical solutions western zone leadership retreat


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Draft presentation slides for review only

Draft presentation slides for review only

Published in: Business

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  • Hi Pete and Mark, great discussion. HP provides an interesting case study in the power of culture to resist cooptation, coercion, and perversion - for a while. The spirit of Bill and Dave lasted well beyond their physical tenure with the company. But after Carly and Mark, I doubt the founders would recognize much of The HP Way if they were to make a visit. It will be interesting to see how the new guy does.
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  • Final comment... I agree with the assessment that culture can be changed at the grassroots level - unless the culture (reinforced by the leadership) already has an immunity, which is a culture where its implicit mores prescribe and proscribe even the subtlest of behavior and appearances. In such a culture the reaction to the subtlest of moral violations - that were not only unknown to the perp but also originate in the preconscious mind of enforcers - can squelch the smallest and most innocuous of changes. In such a culture those who do not automatically plug into the culture for automatic acculturation and try to cause change are often asked or forced to leave.
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  • One must read Robert Jackall's Moral Mazes to understand some of the problems that can arise with culture. If really interested, look at Jonathan Haidt's research on morality. The gist of my point is this: we have moral circuits in our brain that take over automatically, but they are not tied to values but rather whatever we learned of the mores of the extant culture. We also have the ability to switch between cultures with even conflicting mores. With the human brain, morality has nothing to do with religion, civility or some universal right-and-wrong. It merely is the assignment of social constructs to signals in our moral circuits. Thus, every culture (organizational cultures included) have a set of mores - and most are largely implicit and unwritten.
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  • I'll pick one value: authenticity. This is not new. In my life, the work of Dale Carnegie was my first experience with such advice. However, what does it mean? We have two selves - one that takes over in context when we aren't paying close attention, and the other that is what we ought to do. The latter is what presentations like this appeal to. But it needs to change the former self to be effective. Problem is, we seldom understand even if we are aware (which we seldom are) how the automatic self violates our values.
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  • The twelve core values is right on I think. However, as with all the numerous organizational development packages I've seen, it must bridge the gap between concept and application in context, and few of such packages successfully do such. Moreover, the more there is to memorize, the harder that endeavor is.
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  • 1. All Hands on Deck
    Building a Culture of Ownership on a Foundation of Values
    Presentation for Siemens Medical Solutions Western Zone Leadership Retreat
    April 12, 2011
    Joe Tye, CEO and Head CoachValues Coach Inc.
    Copyright © 2011, Values Coach Inc.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6. Companies that study employee engagement* consistently find:
    ~ 25% fully engaged
    ~ 60% not engaged
    ~ 15% aggressively disengaged
    * e.g. Gallup, HR Solutions, Press Ganey
  • 7. And it’s getting worse :-o
    “Disengagement, one of the chief causes of underachievement and depression, is on the rise.”
    Edward M. Hallowell, M.D. in HBR, December 2010
  • 8. The epidemic of Dilbert Disease
  • 9. “Having a highly engaged workforce is the first thing required to win on the global stage.”
    Jim Owens, retired CEO, Caterpillar Inc.
  • 10. At Best Buy, a 0.1% increase in employee engagement generates a $100,000 increase in gross store revenue*
    * Harvard Business Review, October 2010
  • 11.
  • 12. Soft reallyis hard!
  • 13. So why, 30 years later, have so few companies gotten the message?
  • 14. “We didn’t undergo fundamental change by our own choice. It was forced on us. The wisest of people or institutions seldom can deduce, on their own, that change is needed. And if they do, they never muster the courage to act on that need.”
    Bob Lutz, quoted in Crash Course: The American Automobile Industry’s Roadfrom Glory to Disaster by Paul Ingrassia
  • 15. The only real empowerment is self-empowerment. No one can empower you but you, and once you have given yourself that power, no one can take it away.
  • 16. And what is the ultimate source of that sense of personal empowerment?
  • 17. We need to reconnect with the core values that make the healing professions so special, and that made this nation so great.
  • 18. The journey from mere
    to a culture of
  • 19. Accountability
    Doing what you are supposed to do because someone else expects it of you. Accountability springs from the extrinsic motivation of reward and punishment.
  • 20.
  • 21.
  • 22.
  • 23. You cannot hold people “accountable” for the things that really matter.
  • 24.
  • 25. Nobody ever checks the oil in a rental car!
  • 26. Ownership
    Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of pride.
  • 27. In a culture of ownership, every job description includes first and foremost being a salesperson, last but not least being a janitor, and in between whatever else needs to be done.
  • 28. Ownership is of the heart, not of the wallet
  • 29. 63,874– avg 5 stars
    As of 12-16-10, 12:15am
  • 30. “We have hundreds if not thousands of examples…”
  • 31.
  • 32.
  • 33. Who Owns Left Field?
  • 34. A word or two about
  • 35. What do you get when you break the word “assume” into its constituent parts?
  • 36.
  • 37. Faulty Assumption #1
    You can’t teach people values – if they didn’t learn in kindergarten, it’s too late.
  • 38. Faulty Assumption #2
    Culture is a given – especially in the short term you cannot transform it.
  • 39. Faulty Assumption #3
    You can “empower” people without them having doing the work of self-empowerment.
  • 40. Faulty Assumption #4
    If it doesn’t get measured it won’t get done.
    The left brain counts but the right brain matters!
  • 41. Let’s watch as the word “assumption” gets deconstructed (along with those who made the assumption)
  • 42.
  • 43. The “Invisible Architecture” of an organization
    “Invisible Architecture” is a trademark of Values Coach Inc.
  • 44.
  • 45. Invisible architecture is to the soul of your organization what physical architecture is to its body.
  • 46. “The only assets we have as a company [are] our values, our culture and guiding principles, and the reservoir of trust with our people.”
    Starbucks CEO Howard Schultz in Harvard Business Review, July-August 2010
  • 47. Core Values are the Foundation
  • 48. Built to Last
  • 49. Core values define what you stand for and what you won’t stand for
  • 50. The 9/12 difference
  • 51. The single most important thing I have learned in 16 years with Values Coach
  • 52. ValuesareSkills
  • 53. Nobody learns everything they need to know in kindergarten!
  • 54.
  • 55. The deepest human values transcend political and religious beliefs, ethnic heritage, social class, and every other superficiality.
  • 56. After all, who wants to be a phony?
    Core Action Value #1 is Authenticity
  • 57. And don’t people who live their values inspire and influence others?
    Core Action Value #12 is Leadership
  • 58. We call our graduates “Spark Plugs”
  • 59. When a critical mass of people connect with and act upon these core values, they will have a positive impact upon…
  • 60. Corporate culture is the superstructure
  • 61. Culture is to the organization what personality and character are to the individual.
  • 62. Culture is morally neutral.
    Enron had a powerful culture.
  • 63. Core values are the moral compass that shapes a positive corporate culture.
  • 64. Culture eats strategy for lunch!
  • 65. “Culture influences how we deliver care, how we interrelate with our colleagues, and how we treat our patients.”
  • 66. “Because it is so rare, an organization that is able to create this culture of ownership… has a high probability of creating a sustainable competitive advantage.”
  • 67. “I came to see, in my decade at IBM, that culture isn’t just one aspect of the game – it is the game.”
  • 68. “Don’t try to fix cultural problems with structural solutions.”
    Jamie Orlikoff
  • 69. Who has the power to change the culture of your organization?
  • 70. Him?
  • 71.
  • 72. Shawneen Buckley of Saint Francis Hospital and Health Center in Poughkeepsie, New York
  • 73. Do you have to start with the right people on the bus?
  • 74. You can’t always choose who you have on the bus
  • 75. You can’t just throw all the “wrong” people off the bus
  • 76. You can create a bus that everyone wants to ride
  • 77. Cultural toughness is the ultimate competitive advantage
  • 78.
  • 79. “We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doom-and-gloom.”
    From The Florence Prescription
  • 80. “We need to face problems with contrarian toughness because it’s in how we solve those problems that we differentiate ourselves from everyone else.”
    From The Florence Prescription
  • 81. And the outwardly visible manifestation of corporate culture is…
  • 82. Emotional attitude is the interior décor
  • 83.
  • 84.
  • 85.
  • 86.
  • 87.
  • 88.
  • 89. Emotional attitude is defined by what you expect and by what you tolerate*
    *to permit is to promote
  • 90. Toxic emotional negativity (T.E.N.) is the emotional and spiritual equivalent of cigarette smoke.
  • 91. 91
    “One toxically negative person can drag down morale and productivity of an entire work unit.”
    The Florence Prescription, page 142
  • 92. 92
    “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.”
    The Florence Prescription, page 142
  • 93.
  • 94.
  • 95.
  • 96. Building a Culture of Ownership
  • 97.
  • 98. Lesson #1
    Pursue a Mission that Inspires People
    (Henry Ford)
  • 99.
  • 100. In its early days, Southwest Airlines wasn’t just selling cheap airline tickets – it was making it possible for Grandma to attend her grandchild’s college graduation.
  • 101.
  • 102. 102
    The Vision Statement of Columbus Regional Hospital
    To be the best in the world at everything we do.
  • 103. Kids today!
  • 104. Lesson #2
    Use Structure and Process to Create Culture
    (Tom Watson)
  • 105. 105
  • 106.
  • 107.
  • 108.
  • 109. Lesson #3
    Build Culture on a Foundation of Values
    (Robert Wood Johnson)
  • 110. “Committable core values that are truly integrated into a company’s operations can align an entire organization and serve as a guide for employees to make their own decisions.”
    Tony  Hsieh: Delivering Happiness
  • 111. Zappos Family Core Values
    Deliver WOW Through Service
    Embrace and Drive Change
    Create Fun and A Little Weirdness
    Be Adventurous, Creative, and Open-Minded
    Pursue Growth and Learning
    Build Open and Honest Relationships With Communication
    Build a Positive Team and Family Spirit
    Do More With Less
    Be Passionate and Determined
    Be Humble
    Source: Zappos website
  • 112. 1. Deliver Wow Through Service
    Core Values Frog thinks anything worth doing is worth doing with WOW. To WOW, CVF differentiates himself by doing things in an unconventional and innovative way. He goes above and beyond the average level of service to create an emotional impact on the receiver and give them a positive story they can take with them the rest of their lives.
    Source: Zappos website
  • 113. Lesson #4
    Trust is the Glue in a Culture of Ownership
    (Ray Kroc)
  • 114. Lack of trust is like a tax that makes everything cost more and take longer.
  • 115. “We trust each other at HP; never lock this cabinet again.”
    Note left by Bill Hewlett on a locked cabinet
  • 116.
  • 117.
  • 118. Lesson #5
    Use Stories to Reinforce Cultural Norms
    (Bill and Dave)
  • 119. How do you reach an audience?
  • 120.
  • 121.
  • 122.
  • 123.
  • 124.
  • 125.
  • 126. And now, a motivational word from your sales rep…
  • 127. Lesson #6
    Invest in Character Building
    (Mary Kay Ash)
  • 128. If I were to become a hospital CEO today…
  • 129.
  • 130.
  • 131.
  • 132.
  • 133.
  • 134.
  • 135.
  • 136. Lesson #7
    Unleash Individual Creativity and Ingenuity
    (William McKnight)
  • 137.
  • 138. 138
    Can you imagine life without Post-It Notes?
  • 139. There is always risk when you try to get out of the box
  • 140. The certainty of misery or the misery of uncertainty
  • 141. Falling on your face is good for your head (fail early, fail often, fail small).
  • 142.
  • 143.
  • 144. Lesson #8
    Recognize that Everyone is a Volunteer
    (Millard Fuller)
  • 145.
  • 146. Pride is reflected in your answer to the universal icebreaker question
    What do you do?
  • 147. Does your answer convey:
    I’m good at what I do.
    I love what I do.
    I’m proud of what I do.
    What I do is important.
  • 148. What could be more boring than industrial ventilation systems?
  • 149.
  • 150. There will never be a good time for cultural transformation, there will only be the right time.
  • 151. It’s not a program!
    It’s a movement!
  • 152. Let’s get something great started!