All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive


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Copy of slides used by Values Coach founder Joe Tye in keynote presentation for annual conference of the Healthcare Administrat

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  • When FN walked into the Scutari Barrack Hospital: There was no clean water, the floors were filthy and the air was foul, rats ran wild and the place was infested with vermin.Soldiers were bedded on blood-soiled straw, most still wearing what they wore on the battlefield.There was no nutritious food and virtually no medicines or supplies, and no money to get any.Orderlies cared only for officers, refused to empty chamber pots, and spent more time chasing nurses than caring for patients.Amputations were performed out in the open in full view of other patients. Surgeons refused to wash their hands and most of their victims died of infection.The first thing the medical director said to her was that he wanted nothing to do with Florence and her do-gooder ladies.He relented only when several boatloads of casualties appeared on the horizon and the hospital was already beyond a state of crisis.
  • All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive

    1. 1. All Hands on Deck HCAA TPA University July 10, 2013 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2013, Values Coach Inc.
    2. 2. If you know a very sick kid who needs a superhero cape, let me know; Sally and I will sponsor it: Master cape-maker Robyn Rosenberger with Superhero Finn
    3. 3. Where we live…
    4. 4. When Sally and I were in the market for a second home our criteria were:  Arizona  Spectacular back yard  Low/no maintenance  Affordable
    5. 5. Our primary residence, the farmstead in Iowa where we lived for the past 20 years and raised our children: photo taken April 20…
    6. 6. Lessons  Things aren’t what they seem.  What you really want might be closer than you think.  You must be willing to jettison old baggage to move forward.  There is almost always a way to create a win-win.
    7. 7. Question #1 When did the healthcare crisis begin?
    8. 8. Question #2 When will the healthcare crisis end?
    9. 9. 16 So is it the best of times or is it the worst of times?
    10. 10. 23 This story…
    11. 11. 24 Has a happy ending!
    12. 12. Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
    13. 13. Engaged: Spark Plugs 27
    14. 14. Not Engaged: Zombies 28
    15. 15. Disengaged: Vampires 29
    16. 16. Disengaged people, especially disengaged managers, are a quality defect
    17. 17. Disengagement negatively effects…
    18. 18. Service quality
    19. 19. Safety
    20. 20. Customer satisfaction
    21. 21. Employee morale
    22. 22. Productivity
    23. 23. Marketing image
    24. 24. Job security
    25. 25. But what’s even more tragic...
    26. 26. It has a life-diminishing impact on the disengaged.
    27. 27. “Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
    28. 28. Cynthia Pearsall
    29. 29. Mina Ubbing
    30. 30. CeCe Peters
    31. 31. The journey from mere Accountability to a culture of Ownership
    32. 32. Ac count able
    33. 33. Accountability Doing what you are supposed to do because someone else expects it of you. It springs from the extrinsic motivation of reward and punishment.
    34. 34. You cannot hold people “accountable” for the things that really matter.
    35. 35. Nobody ever changes the oil in a rental car!
    36. 36. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
    37. 37. In a culture of ownership, the job description is a floor, not a ceiling
    38. 38. 19,734,525 views 80,976– avg 5 stars
    39. 39. “We have hundreds if not thousands of examples…” 816,911
    40. 40. 60
    41. 41. Invisible Architecture™ “Invisible Architecture” is a trademark of Values Coach Inc.
    42. 42. The Blueprint Behind the Blueprint
    43. 43. Invisible Architecture™ is to the soul of your organization what physical architecture is to its body.
    44. 44. In our construction metaphor, the foundation is core values, the superstructure is corporate culture, and the interior is emotional attitude.
    45. 45. TheFoundation
    46. 46. Core values define what you stand for and what you won’t stand for
    47. 47. A great statement of organizational values:  Defines expectations  Taps into emotions  Inspires action  Aligns with personal values
    48. 48. The core values statement is the most important document in your organization. And it doesn’t have to be a document.
    49. 49. TMC Values … Honor Tradition, Nourish Dreams
    50. 50. Nobody does it better than...
    51. 51. 72
    52. 52. Zappos Family Core Values 1. Deliver WOW Through Service 2. Embrace and Drive Change 3. Create Fun and A Little Weirdness 4. Be Adventurous, Creative, and Open-Minded 5. Pursue Growth and Learning 6. Build Open and Honest Relationships With Communication 7. Build a Positive Team and Family Spirit 8. Do More With Less 9. Be Passionate and Determined 10. Be Humble Source: Zappos website
    53. 53. 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
    54. 54. The 3-minute values drill
    55. 55. Old version Compassion Advocacy Respect Excellence Values statement of a Values Coach client
    56. 56. Old version Compassion Advocacy Respect Excellence Brainstorm version Integrity Enthusiasm Loyalty Stewardship Ownership Fun
    57. 57. 7 core values with statements of defining principle 35 behavioral expectations
    58. 58. Organizational values define strategies while personal values define culture.
    59. 59. “If we lose sight of our vision and bury our values, then we have lost our soul.” David Whyte: The Heart Aroused: Poetry and the Preservation of Soul in Corporate America
    60. 60. When a critical mass of people connect with and act upon their core values, they will have a positive impact on…
    61. 61. TheSuperstructure
    62. 62. Culture is to the organization what personality and character are to the individual.
    63. 63. Which diner is most likely to earn your repeat business and have you recommending the place to friends and neighbors?
    64. 64. Or…
    65. 65. This is not a trick question… It’s the reality of the competitive economy of today!
    66. 66. Same business Different cultures
    67. 67. Same business Different cultures
    68. 68. Nap Rap
    69. 69. Your organization has a strategic plan – but do you have a culture plan?
    70. 70. 95 Your bottom line next year will be determined by your strategies of this year. Your bottom line in three years will be determined by your culture of this year.
    71. 71. 96 A study by Eric Flamholtz found that 46% of bottom line (EBIT) in a multi-divisional corporation was due to commitment to cultural expectations.
    72. 72. 10 reasons why culture trumps strategy
    73. 73. Reason #1 People are loyal to culture, not to strategy
    74. 74. Southwest didn’t earn the highest loyalty in the industry with its fuel price hedging strategies
    75. 75. Reason #2 Culture provides resilience in tough times
    76. 76. A resilient culture was more important than strategy in saving Starbucks
    77. 77. Reason #3 Culture is more efficient than strategy
    78. 78. Nordstrom people don’t go above and beyond the call of duty because it’s in a policy
    79. 79. Reason #4 Culture creates competitive differentiation
    80. 80. Les Schwab sells the same tires you can buy anywhere else – but no one can compete with their culture
    81. 81. Your culture is your brand! - Tony Hsieh
    82. 82. “Advertising is a tax you pay on having an unremarkable culture.” Robert Stephens, Founder of Geek Squad
    83. 83. Reason #5 Culture can spark a contrarian business strategy
    84. 84. Reason #6 A brittle culture can doom even a great organization (or product)
    85. 85. The fingers are all pointing in the wrong direction
    86. 86. What really killed Hostess was a culture of labor- management hostility.
    87. 87. Reason #7 When strategy and culture collide, culture will win
    88. 88. Nardelli’s hard-fisted GE strategies increased profits and stock price…
    89. 89. At the cost of trashing the entrepreneurial values and people- centric culture fostered by the founders.
    90. 90. Reason #8 Cultural miscues are more damaging than strategic ones
    91. 91. Not fixing Dave Carroll’s guitar cost United $millions
    92. 92. Not to mention the damage to the company’s already bad reputation for customer service.
    93. 93. Reason #9 Strategies can be copied but no one can copy your culture
    94. 94. All the major air carriers tried to copy the Southwest model: they all failed.
    95. 95. Reason #10 Culture provides a level of risk prevention that cannot be attained with strategy alone.
    96. 96. Wal-Mart’s culture of low price at any cost has come at a huge cost to the company.
    97. 97. 127 Wal-Mart's Mexican Bribery Scandal Will Sink It Like an Iceberg Sank the Titanic Adam Hartung column heading in Forbes, 4/26/12
    98. 98. Wal-Mart has spent over $100 million on the investigation of these ethical scandals.
    99. 99. Sam Walton would be rolling over in his grave!
    100. 100. Use the Culture Mapping Schematic to map out plans for actions you can take to promote a stronger culture of ownership.
    101. 101. Culture doesn’t change unless people change, and that is emotional work!
    102. 102. TheInterior
    103. 103. Attitude is almost* everything! A great attitude alone won’t make you a trial lawyer or a brain surgeon!
    104. 104. An enthusiastic workforce gives you an incredible source of competitive advantage in a world where 75% of workers, on average, are disengaged!!!
    105. 105. Enthusiasm is the master value
    106. 106. 143 A positive workplace culture begins with intolerance for toxic emotional negativity.
    107. 107. 144 Emotional climate is determined by what you expect and what you tolerate…
    108. 108. 145 And over time, what you tolerate will dominate over what you say you expect!
    109. 109. A simple promise that will change your life – and your organization
    110. 110. The Pickle Challenge has taken on a life of its own!
    111. 111. Page Hospital Star Valley Medical Center
    112. 112. Memorial Hospital of Converse County
    113. 113. 151
    114. 114. Alverno Clinical Laboratories
    115. 115. White River Health System
    116. 116. Mr. Pickle Jr. Values Coach office
    117. 117. Star Valley Medical Center
    118. 118. Battle Creek VA Medical Center
    119. 119. The Great Wyoming Values and Culture Challenge* * Who says people are afraid of culture change?
    120. 120. 163 Charlie Button and Team Ryan Smith and Team Versus
    121. 121. 164 Criteria #1 Quality and creativity of the organization’s culture plan
    122. 122. 165 Criteria #2 Comprehensiveness and commitment of the implementation plan
    123. 123. 166 Criteria #3 Level of participation within the hospital and by the overall community
    124. 124. 167 Criteria #4 Objective and subjective outcome measures
    125. 125. Commercial break Intro video 6 one-hour webinars 200-page workbook Unlimited use $950 $300 conf discount
    126. 126. Building a culture of ownership
    127. 127. Do you have to start with the right people on the bus?
    128. 128. You can’t always choose who you have on the bus!
    129. 129. You can’t just throw all the “wrong” people off the bus!
    130. 130. You can create a bus that everyone wants to ride
    131. 131. It begins with a shared vision…
    132. 132. 178
    133. 133. Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand
    134. 134. Commitment To the values, vision, and mission of the organization
    135. 135. Commitment is most important when the going gets tough...
    136. 136. “We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doom- and-gloom.”
    137. 137. “We need to face problems with contrarian toughness because it’s in how we solve those problems that we differentiate ourselves from everyone else.”
    138. 138. “Brick walls are not there to stop you, they are there to make you prove how much you want something.” Randy Pausch: The Last Lecture
    139. 139. Engagement With patients, coworkers, and with the work itself
    140. 140. At Best Buy, a 0.1% increase in employee engagement generates a $100,000 increase in gross store revenue* * Harvard Business Review, October 2010
    141. 141. Initiative A “Proceed Until Apprehended” mindset
    142. 142. 191 Can one person who takes initiative change an entire organization?
    143. 143. 194
    144. 144. Fellowship Fostering a “support group” culture of respect and caring
    145. 145. 198
    146. 146. Pride In the organization, in the profession, in the work, and in you yourself
    147. 147. Pride is reflected in the answer to that universal icebreaker question: What do you do?
    148. 148. What do you do? Thanks for asking! I’m good at what I do. I love what I do. I’m proud of what I do. What I do is important.
    149. 149. What could be more boring than industrial ventilation systems?
    150. 150. Passion Enthusiasm, positive attitude, and joy reflected in everyday actions
    151. 151. Remember CeCe? What’s the ROI of having someone go from Pickle-Sucker to Poster Child for Passion?
    152. 152. “If we each do our part, we will change our lives for the better.” 208
    153. 153. “If we all do our parts, we will change our organizations for the better.” 209
    154. 154. “And in changing our organizations, we can change our world for the better.” 210