0
All Hands
on Deck
HCAA TPA University
July 10, 2013
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2013, Values...
If you know a very sick kid who needs a
superhero cape, let me know; Sally and
I will sponsor it:
Joe@JoeTye.com
Master ca...
Where we live…
When Sally and I were in the
market for a second home our
criteria were:
 Arizona
 Spectacular back yard
 Low/no mainte...
Our primary residence, the
farmstead in Iowa where we
lived for the past 20 years
and raised our children:
photo taken Apr...
Lessons
 Things aren’t what they seem.
 What you really want might be
closer than you think.
 You must be willing to je...
Question #1
When did the
healthcare crisis
begin?
Question #2
When will the
healthcare crisis
end?
16
So is it the best of
times or is it the
worst of times?
23
This story…
24
Has a happy
ending!
Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively dise...
Engaged:
Spark Plugs
27
Not Engaged:
Zombies
28
Disengaged:
Vampires
29
Disengaged people,
especially disengaged
managers, are a quality
defect
Disengagement
negatively effects…
Service quality
Safety
Customer
satisfaction
Employee
morale
Productivity
Marketing
image
Job security
But what’s even
more tragic...
It has a life-diminishing
impact on the disengaged.
“Disengagement [is] one
of the chief causes of
underachievement and
depression.”
Edward M. Hallowell, M.D. in HBR, 12-10
Cynthia Pearsall
Mina Ubbing
CeCe Peters
The journey from mere
Accountability
to a culture of
Ownership
Ac
count
able
Accountability
Doing what you are supposed
to do because someone else
expects it of you. It springs
from the extrinsic mot...
You cannot hold people
“accountable” for the
things that really matter.
Nobody ever changes
the oil in a rental
car!
Ownership
Doing what needs to be done
because you expect it of
yourself. Ownership springs
from the intrinsic motivation
o...
In a culture of
ownership, the job
description is a
floor, not a ceiling
19,734,525 views
80,976– avg 5 stars
“We have hundreds if not
thousands of examples…” 816,911
60
Invisible
Architecture™
“Invisible Architecture” is a
trademark of Values Coach Inc.
The Blueprint
Behind
the Blueprint
Invisible Architecture™
is to the soul of your
organization what
physical architecture
is to its body.
In our construction metaphor,
the foundation is core values,
the superstructure is corporate
culture, and the interior is
...
TheFoundation
Core values
define what you
stand for and
what you won’t
stand for
A great statement of organizational values:
 Defines expectations
 Taps into emotions
 Inspires action
 Aligns with pe...
The core values statement
is the most important
document in your
organization.
And it doesn’t have to be a
document.
TMC Values …
Honor Tradition, Nourish Dreams
Nobody does it
better than...
72
Zappos Family Core Values
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and A Little Weirdness
...
1. Deliver Wow Through Service
Core Values Frog thinks anything worth doing is worth
doing with WOW. To WOW, CVF different...
The 3-minute
values drill
Old version
Compassion
Advocacy
Respect
Excellence
Values statement of
a Values Coach client
Old version
Compassion
Advocacy
Respect
Excellence
Brainstorm version
Integrity
Enthusiasm
Loyalty
Stewardship
Ownership
F...
7 core values
with statements
of defining
principle
35 behavioral
expectations
Organizational values define
strategies while personal
values define culture.
“If we lose sight of our
vision and bury our values,
then we have lost our soul.”
David Whyte: The Heart Aroused: Poetry
a...
When a critical mass of
people connect with
and act upon their core
values, they will have a
positive impact on…
TheSuperstructure
Culture is to the
organization what
personality and
character are to the
individual.
Which diner is most likely
to earn your repeat
business and have you
recommending the place
to friends and neighbors?
Or…
This is not a trick
question…
It’s the reality of
the competitive
economy of today!
Same
business
Different
cultures
Same
business
Different
cultures
Nap
Rap
Your organization has a
strategic plan – but do
you have a culture plan?
95
Your bottom line next year
will be determined by your
strategies of this year.
Your bottom line in three
years will be ...
96
A study by Eric Flamholtz
found that 46% of bottom line
(EBIT) in a multi-divisional
corporation was due to
commitment ...
10 reasons why
culture trumps
strategy
Reason #1
People are loyal
to culture, not to
strategy
Southwest didn’t
earn the highest
loyalty in the
industry with its
fuel price hedging
strategies
Reason #2
Culture provides
resilience in
tough times
A resilient culture was more
important than strategy in
saving Starbucks
Reason #3
Culture is more
efficient than
strategy
Nordstrom people don’t go
above and beyond the call of
duty because it’s in a policy
Reason #4
Culture creates
competitive
differentiation
Les Schwab sells the same tires you
can buy anywhere else – but no one
can compete with their culture
Your culture is
your brand!
- Tony Hsieh
“Advertising is a tax
you pay on having an
unremarkable culture.”
Robert Stephens, Founder of Geek Squad
Reason #5
Culture can spark
a contrarian
business strategy
Reason #6
A brittle culture
can doom even a
great organization
(or product)
The fingers are all
pointing in the
wrong direction
What really killed Hostess
was a culture of labor-
management hostility.
Reason #7
When strategy
and culture
collide, culture
will win
Nardelli’s hard-fisted GE
strategies increased profits
and stock price…
At the cost of trashing
the entrepreneurial
values and people-
centric culture
fostered by the
founders.
Reason #8
Cultural miscues
are more damaging
than strategic ones
Not fixing Dave Carroll’s
guitar cost United $millions
Not to mention the damage to
the company’s already bad
reputation for customer
service.
Reason #9
Strategies can be
copied but no one
can copy your
culture
All the major air carriers tried
to copy the Southwest model:
they all failed.
Reason #10
Culture provides a level
of risk prevention that
cannot be attained with
strategy alone.
Wal-Mart’s culture of low
price at any cost has
come at a huge cost to
the company.
127
Wal-Mart's Mexican Bribery
Scandal Will Sink It Like an
Iceberg Sank the Titanic
Adam Hartung column heading in Forbes...
Wal-Mart has spent
over $100 million on
the investigation of
these ethical scandals.
Sam Walton would be
rolling over in his
grave!
Use the Culture Mapping
Schematic to map out plans
for actions you can take to
promote a stronger culture of
ownership.
Culture doesn’t change
unless people change,
and that is
emotional
work!
TheInterior
Attitude is
almost*
everything!
A great attitude alone won’t make
you a trial lawyer or a brain surgeon!
An enthusiastic workforce
gives you an incredible
source of competitive
advantage in a world
where 75% of workers, on
aver...
Enthusiasm is
the master value
143
A positive workplace
culture begins with
intolerance for toxic
emotional negativity.
144
Emotional climate is
determined by what
you expect and what
you tolerate…
145
And over time, what
you tolerate will
dominate over what
you say you expect!
A simple promise
that will change
your life – and
your organization
The Pickle Challenge
has taken on a life of
its own!
Page Hospital
Star Valley Medical Center
Memorial Hospital of
Converse County
151
Alverno Clinical Laboratories
White River
Health System
Mr. Pickle Jr.
Values Coach
office
Star Valley Medical Center
Battle Creek VA Medical Center
The Great Wyoming
Values and Culture
Challenge*
* Who says people are afraid of
culture change?
163
Charlie Button
and Team
Ryan Smith
and Team
Versus
164
Criteria #1
Quality and creativity
of the organization’s
culture plan
165
Criteria #2
Comprehensiveness
and commitment of
the implementation
plan
166
Criteria #3
Level of participation
within the hospital
and by the overall
community
167
Criteria #4
Objective and
subjective outcome
measures
Commercial break
Intro video
6 one-hour webinars
200-page workbook
Unlimited use
$950
$300 conf discount
Building a
culture of
ownership
Do you have to start with the
right people on the bus?
You can’t always
choose who you have
on the bus!
You can’t just throw
all the “wrong”
people off the bus!
You can create a bus that
everyone wants to ride
It begins with a
shared vision…
178
Fairfield Medical Center adopted
the 8 Florence Characteristics for
their employment brand
Commitment
To the values, vision,
and mission of the
organization
Commitment is
most important
when the going
gets tough...
“We need to see opportunities
where others see barriers. We
need to be cheerleaders when
others are moaning doom-
and-gloo...
“We need to face problems
with contrarian toughness
because it’s in how we solve
those problems that we
differentiate ours...
“Brick walls are not
there to stop you, they
are there to make you
prove how much you
want something.”
Randy Pausch: The L...
Engagement
With patients,
coworkers, and with
the work itself
At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard Busine...
Initiative
A “Proceed Until
Apprehended”
mindset
191
Can one person
who takes initiative
change an entire
organization?
194
Fellowship
Fostering a “support
group” culture of
respect and caring
198
Pride
In the organization,
in the profession, in
the work, and in you
yourself
Pride is reflected in the answer to
that universal icebreaker question:
What do
you do?
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.
What could be more boring than
industrial ventilation systems?
Passion
Enthusiasm, positive
attitude, and joy
reflected in everyday
actions
Remember CeCe?
What’s the ROI of
having someone go
from Pickle-Sucker
to Poster Child for
Passion?
“If we each do our
part, we will change
our lives for the
better.”
208
“If we all do our
parts, we will change
our organizations for
the better.”
209
“And in changing our
organizations, we can
change our world for the
better.”
210
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
All Hands on Deck, Keynote Presentation for HCAA TPA University, 7 10-13 for archive
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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.
  • Transcript of "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: Joe@JoeTye.com 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
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