Building a Culture of Ownership on a Foundation of Values

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Slides used by Values Coach CEO Joe Tye in a full-day workshop sponsored by WNC Health Network.

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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.
  • Building a Culture of Ownership on a Foundation of Values

    1. 1. Building a Culture of Ownership on a Foundation of ValuesA Presentation Sponsored by WNC Health Network Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2013, Values Coach Inc.
    2. 2. “Invisible architecture, notbuildings, determines whetheryou are a good hospital, agreat hospital, or just anotherhospital.”
    3. 3. Today we’re going todesign the InvisibleArchitecture™ for ahypothetical greenfieldhealth system.
    4. 4. Self-Made Man byBobbie Carlyle
    5. 5. Let’s talk about employeeengagement and a cultureof ownership, but first let’sgo on a little rafting trip…
    6. 6. This storm willnot pass and youcannot just waitit out.
    7. 7. Equilibrium is a statewhere every force iscancelled out by another.In other words… Stagnant
    8. 8. “Disequilibrium is thenecessary condition for asystem’s growth.” Margaret Wheatley: Leadership and the New Science
    9. 9. Question #1When did thehealthcare crisisbegin?
    10. 10. Question #2When will thehealthcare crisisend?
    11. 11. Companies that study employeeengagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged* e.g. Gallup, HR Solutions, Press Ganey
    12. 12. Engaged:Spark Plugs 24
    13. 13. Not Engaged:Zombies 25
    14. 14. Disengaged:Vampires 26
    15. 15. “Whatever the engaged do, theactively disengaged seek toundo, and that includesproblemsolving, innovation, andcreating new customers...”
    16. 16. Disengagedpeople, especiallydisengaged managers, are aquality defect Jim Clifton: The Coming Jobs War
    17. 17. Disengagementnegatively effects…
    18. 18. Clinical quality
    19. 19. Patient safety
    20. 20. Patientsatisfaction
    21. 21. Productivity
    22. 22. Marketingimage
    23. 23. Job security
    24. 24. But what’s evenmore tragic...
    25. 25. It has a life-diminishingimpact on the disengaged.
    26. 26. “Disengagement [is] oneof the chief causes ofunderachievement anddepression.” Edward M. Hallowell, M.D. in HBR, 12-10
    27. 27. Dilbert Disease
    28. 28. Organizational CultureAssessment SurveyWould you be okay with3.39 on a 5.0 scale?
    29. 29. The higher you are in theorganization the morelikely it is you are wearingrose tinted glasses. U Iowa Center for Health Policy and Research 42
    30. 30. Shifting the Attitude Bell Curve
    31. 31. Is the midpoint of the curve inthe same for middle managers?
    32. 32. Or worse yet does your culturetolerate little Donalds?
    33. 33. Remind me to tell youabout Jim Kilts and theturnaround at Gillette.
    34. 34. “Going from 30 million engagedworkers to 60 million engagedworkers would change the face ofAmerica more than any leadershipinstitution, trillions of stimulusdollars, or any law or policyimaginable.” Jim Clifton: The Coming Jobs War
    35. 35. If doubling the number ofengaged workers would solveevery problem inAmerica, imagine what itwould do for yourorganization!
    36. 36. The journey from mereAccountability to a culture of Ownership
    37. 37. Ac count able
    38. 38. AccountabilityDoing what you are supposedto do because someone elseexpects it of you. It springsfrom the extrinsic motivationof reward and punishment.
    39. 39. You cannot hold people“accountable” for thethings that really matter.
    40. 40. Nobody ever changesthe oil in a rentalcar!
    41. 41. OwnershipDoing what needs to be donebecause you expect it ofyourself. Ownership springsfrom the intrinsic motivationof personal pride.
    42. 42. The Ideal Job descriptionFirst and foremost acaregiver, last but notleast a janitor, and inbetween whatever elseneeds to be done.
    43. 43. In a culture ofownership, the jobdescription is afloor, not a ceiling
    44. 44. Someone with a job is never secure.Someone with a calling is never unemployed. - McZen
    45. 45. 79,996– avg 5 stars As 2-5-13, 1:30am 18,979,525 views
    46. 46. “We have hundreds if notthousands of examples…” 796,911
    47. 47. 66
    48. 48. Who Owns Left Field?Ball Girl Video
    49. 49. This ownershipis of theheart, not ofthe wallet
    50. 50. Nobody ever walked awayfrom a Habitat for Humanityproject in a pay dispute.
    51. 51. A word about theassumptions we make.
    52. 52. “The way that we pose ourquestions often illusorily limitsour responses… The way wethink our thoughts illusorilylimits us to a perspective ofeither/or.” Gary Zukav: The Dancing Wu Li Masters
    53. 53. What do you get whenyou break the word“assume” into itsconstituent parts?
    54. 54. Let’s watch as theword “assumption”gets deconstructed(along with those whomade the assumption)
    55. 55. Assumptions video link
    56. 56. What are some ofthe self-limitingassumptions we mightbe making in ourorganizations?
    57. 57. The neurobiology ofcorporate culture
    58. 58. Rewiring theorganizationalbrain 79
    59. 59. Bean Counter Poet
    60. 60. Management is of theleft brain.Leadership is of theright brain. 81
    61. 61. And in today’sworld we needleaders in everycorner – not just inthe corner office
    62. 62. transactional Transformational
    63. 63. Rules Values
    64. 64. Process Attitude
    65. 65. Plans Inspires
    66. 66. Measured Seen
    67. 67. A Given A Choice
    68. 68. Inert Contagious
    69. 69. What you do Who you are
    70. 70. Boring! Chaos!
    71. 71. Left BrainCounts beans
    72. 72. Right brain creates
    73. 73. The old paradigm 95
    74. 74. The new paradigm 96
    75. 75. RecruitingandRetention … is not just one word! 98
    76. 76. You recruit with the “honey”of left-brain features such aspay and benefits… 100
    77. 77. You retain with the “glue”of right-brain qualitiesreflected invalues, culture, andattitude. 101
    78. 78. One more thing – if“lean” is all left brain,you are just speedingup the assembly line.
    79. 79. It’s not accountability(left brain) ORownership (rightbrain).
    80. 80. It’s how we interrelatethe two to create awhole brain culture.
    81. 81. InvisibleArchitecture™ “Invisible Architecture” is a trademark of Values Coach Inc.
    82. 82. HomeworkAssignment #1 www.CulturalBlueprint.com
    83. 83. Invisible Architecture™is to the soul of yourorganization whatphysical architectureis to its body.
    84. 84. We use a constructionmetaphor to designInvisible Architecture.
    85. 85. But you don’t need tohave an architecturaldegree to design yourInvisible Architecture!
    86. 86. Shawneen Buckley at St. Francis Hospital andHealth Center of Poughkeepsie, New York
    87. 87. TMC Values …Honor Tradition, Nourish Dreams
    88. 88. 3 stages
    89. 89. In our constructionmetaphor, the foundation iscore values, the superstructureis corporate culture, and theinterior is emotional attitude.
    90. 90. “The only assets we have asa company [are] ourvalues, our culture andguiding principles, and thereservoir of trust with ourpeople.” Starbucks CEO Howard Schultz in Harvard
    91. 91. Core Values arethe Foundation
    92. 92. Core valuesdefine what youstand for andwhat you won’tstand for
    93. 93. When people buy into acommon set ofvalues, you don’t needto have a lot of rules
    94. 94. Auto-Owners Insurance expectseach of its 3,600 associates toknow by heart its ten core values.
    95. 95. Auto-Owners Insurance has… One half the turnover of the industry average. Double the productivity of the industry average. Highest customer satisfaction in the industry 122
    96. 96. Make that 4!
    97. 97. “These values have made ourcompany successful, and they arethe foundation of a successfulcareer within our company. Theyguide every decision we make,and direct every action we take.” Roger Looyenga (with Joe Tye): Take the Stairs
    98. 98. Nobody does itbetter than...
    99. 99. 126
    100. 100. Zappos Family Core Values1. Deliver WOW Through Service2. Embrace and Drive Change3. Create Fun and A Little Weirdness4. Be Adventurous, Creative, and Open-Minded5. Pursue Growth and Learning6. Build Open and Honest Relationships With Communication7. Build a Positive Team and Family Spirit8. Do More With Less9. Be Passionate and Determined10. Be Humble Source: Zappos website
    101. 101. 1. Deliver Wow Through ServiceCore Values Frog thinks anything worth doing is worthdoing with WOW. To WOW, CVF differentiates himself bydoing things in an unconventional and innovative way.He goes above and beyond the average level of service tocreate an emotional impact on thereceiver and give them a positivestory they can take with them therest of their lives. Source: Zappos website
    102. 102. When’s the last time you calleda 1-800 call center number andmonths later remembered thename of the person you talkedto – and told anyone whowould listen your story?
    103. 103. The Values  Behaviors Outcomes Continuum
    104. 104. The desiredOutcome isTrust
    105. 105. The requiredBehaviors areHonesty andReliability
    106. 106. The motivatingValue is Integrity
    107. 107. Do your valuesinspire trust,passion, and prideamong your people?
    108. 108. Do they evenknow whatthey are?
    109. 109. Which value do nursesfeel is more important toexecutive leadership? 136
    110. 110. Compassion 137
    111. 111. OR… 138
    112. 112. Productivity 139
    113. 113. The 3-minutevalues drill
    114. 114. Current versionCompassionAdvocacyRespectExcellence Values statement of a Values Coach client
    115. 115. Old version New versionCompassion IntegrityAdvocacy EnthusiasmRespect LoyaltyExcellence Stewardship Ownership Fun
    116. 116. What are the corevalues of ourgreenfieldhospital?
    117. 117. The guiding insights behindthe Values Collaborative… 144
    118. 118. Values arePersonal
    119. 119. Values areSkills
    120. 120. Skills can beLearned
    121. 121. Skills must bePracticed
    122. 122. It’s not that you do ordon’t practice values –it’s where you fall on thecontinuum. 149
    123. 123. And if you are not movingforward, then you aresliding backward. 150
    124. 124. 7 reasons why youshould care about thepersonal values (skills)of your people… 151
    125. 125. Reason #1The invisible ceiling onperformance 152
    126. 126. Reason #2Commitment toorganizational values 154
    127. 127. “People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.” James Kouzes and Barry Posner: A Leaders Legacy 155
    128. 128. Reason #3Loyalty 157
    129. 129. Source: Roger Herman, et al: Impending Crisis:Too Many Jobs, Too Few People (page 139)
    130. 130. Reason #4 BehavioralExpectations 159
    131. 131. Core Action Value #4 is CourageYou can teachpeople the Courageskills needed to…
    132. 132. Call a time-out duringa procedure eventhough the delayannoys the surgeon
    133. 133. Confront disrespectfuland bullying behavior
    134. 134. Walk out on gossip,backbiting, and toxicemotional negativity
    135. 135. The IntegrityGap
    136. 136. 165
    137. 137. Reason #5Employee health and wellbeing 166
    138. 138. People will sustainnew health andfitness habits only tothe extent they arefounded on values.
    139. 139. 168
    140. 140. Reason #6 Riskmanagement 169
    141. 141. Wal-Marts Mexican BriberyScandal Will Sink It Like anIceberg Sank the Titanic Adam Hartung column heading in Forbes, 4/26/12 170
    142. 142. This values violationcost Wal-Mart’sshareholders $12.5BILLION dollars in asingle day!
    143. 143. Wal-Mart has spentover $100 million onthe investigation ofthese ethical scandals.
    144. 144. Sam Walton would berolling over in hisgrave!
    145. 145. In case you think thatsuch things couldn’thappen in hospitals…
    146. 146. One in eight U.S. patients whohave non-emergency stentingprocedures to clear blockedarteries in the heart are likelyto see more harm than goodfrom theprocedure, researchers said
    147. 147. Reason #7It’s the rightthing to do 177
    148. 148. Nobody learnseverythingthey need toknow inkindergarten!
    149. 149. The Twelve CoreAction Values is thecurriculum for theValues Collaborative.
    150. 150. The deepest human valuestranscend political andreligious beliefs, ethnicheritage, social class, andevery other superficiality.
    151. 151. After all, who wantsto be a phony?Core Action Value #1is Authenticity
    152. 152. And don’t people who livetheir values inspire andinfluence others?Core Action Value#12 is Leadership
    153. 153. Core Action Values 1-6:Laying a Solid Foundation
    154. 154. Core Action Value #1Authenticity The Cornerstones: 1. Self-Awareness 2. Self-Mastery 3. Self-Belief 4. Self-Truth
    155. 155. Core Action Value #2Integrity The Cornerstones: 1. Honesty 2. Reliability 3. Humility 4. Stewardship
    156. 156. Core Action Value #3Awareness The Cornerstones: 1. Mindfulness 2. Objectivity 3. Empathy 4. Reflection
    157. 157. Core Action Value #4Courage The Cornerstones: 1. Confrontation 2. Transformation 3. Action 4. Connection
    158. 158. Core Action Value #5Perseverance The Cornerstones: 1. Preparation 2. Perspective 3. Toughness 4. Learning
    159. 159. Core Action Value #6Faith The Cornerstones: 1. Gratitude 2. Forgiveness 3. Love 4. Spirituality
    160. 160. Core Action Values 7-12:Taking Effective Action
    161. 161. Core Action Value #7Purpose The Cornerstones: 1. Aspiration 2. Intentionality 3. Selflessness 4. Balance
    162. 162. Core Action Value #8Vision The Cornerstones: 1. Attention 2. Imagination 3. Articulation 4. Belief
    163. 163. Core Action Value #9Focus The Cornerstones: 1. Target 2. Concentration 3. Speed 4. Momentum
    164. 164. Core Action Value #10Enthusiasm The Cornerstones: 1. Attitude 2. Energy 3. Curiosity 4. Humor
    165. 165. Core Action Value #11Service The Cornerstones: 1. Helpfulness 2. Charity 3. Compassion 4. Renewal
    166. 166. Core Action Value #12Leadership The Cornerstones: 1. Expectations 2. Example 3. Encouragement 4. Celebration
    167. 167. How do we correlatethe personal values ofour people with theorganizational values ofour new health system?
    168. 168. When a critical mass ofpeople connect withand act upon their corevalues, they will have apositive impact on…
    169. 169. Corporate culture isthe superstructure
    170. 170. Culture is to theorganization whatpersonality andcharacter are to theindividual.
    171. 171. Same businessDifferentcultures
    172. 172. “Culture influences howwe deliver care, how weinterrelate with ourcolleagues, and howwe treat our patients.”
    173. 173. “Don’t try to fix culturalproblems with structuralsolutions.” Jamie Orlikoff
    174. 174. Culture eats strategyfor lunch!
    175. 175. Seven reasonsthat culturetrumps strategy
    176. 176. Reason #1People are loyal toculture, not to strategy
    177. 177. The penny-foolish, pound-wiseculture of Auto-Owners Insurance
    178. 178. Reason #2Culture providesresilience in tough times
    179. 179. Reason #3Culture is more efficientthan strategy
    180. 180. Reason #4Culture creates uniquecompetitive differentiation
    181. 181. Reason #5Culture can galvanize acontrary business strategy
    182. 182. Reason #6Static culture can doom agreat organization
    183. 183. Reason #7When strategy and culturecollide, culture will win
    184. 184. Culture is like a patchworkquilt: the art is in making allthe pieces come together ina way that is beautiful andfunctional
    185. 185. Your organization has astrategic plan – but doyou have a culture plan?
    186. 186. The 6-word cultureclarification drill
    187. 187. Hemingway wrote ashort story in just 6words 219
    188. 188. And this guy made afortune with just 6words
    189. 189. From a largemedical productscompany 221
    190. 190. Version 1Global company drivenby motivated individuals 222
    191. 191. Version 2Great company, oftenown worst enemy 223
    192. 192. Version 3Process driven crisismanagement creatingdysfunction 224
    193. 193. From a largeacademicmedical center 225
    194. 194. Version 1Heartfelt commitmentunifies a dynamicculture 226
    195. 195. Version 2Sailing in turbulentwaters rudders aligned 227
    196. 196. Version 3Dedicated employeesdeflated by overwhelmingobstacles 228
    197. 197. How can managersworking in the samecompany have suchdiffering perspectives?
    198. 198. Nobody does itbetter than...
    199. 199. Southwest Airlines MottoServant’s Heart, WarriorSpirit, Fun-Loving Attitude
    200. 200. What is the 6-worddescription of theideal culture for ournew greenfield healthsystem? 232
    201. 201. Use the Culture Wheel tospark thinking about thewhy, the what, and the howof cultural transformation. 233
    202. 202. What is oneWhyWhatHowpath for our newgreenfield healthsystem culture plan? 238
    203. 203. Culture doesn’t changeunless peoplechange, and that isemotionalwork!
    204. 204. Emotional attitudeis the interior décor
    205. 205. The Pyramid of Self-Belief 244
    206. 206. How does onecalculate ROI ona transformationlike this?
    207. 207. A positive workplaceculture begins withintolerance for toxicemotional negativity. 249
    208. 208. Toxic emotionalnegativity is almostalways an outerprojection of innermisery. 250
    209. 209. 254
    210. 210. Remind me to tell youabout the GreatWyoming Values andCulture Challenge 257
    211. 211. Unfortunately, there isa strongly negativecurrent in Americanculture that you mustswim against… 258
    212. 212. Everything’s Amazing and Nobody’sHappy – Video Link Not Available
    213. 213. Emotional climate isdetermined by whatyou expect and whatyou tolerate… 260
    214. 214. And over time, whatyou tolerate willdominate over whatyou say you expect! 261
    215. 215. “One toxically negativeperson can drag downmorale and productivityof an entire workunit.” 262
    216. 216. 266
    217. 217. The ValuesCoach OfficePickle
    218. 218. What do people say whena manager finally findsthe resolve to deal with atoxic negative employee?
    219. 219. What tookyou so long?
    220. 220. Missionimpossible?
    221. 221. We need to say a fewwords about anxiety –and why you need toinoculate against it…
    222. 222. Anxiety is the mortalfoe of imagination
    223. 223. When you are in the thrallof anxiety (looking outthrough the doom glasses)you don’t see the world asit is, you see it as you are.
    224. 224. Three bad things happenwhen you in the thrall ofanxiety…
    225. 225. Bad Thing #1Memory is distorted: pastsuccesses seem small andinsignificant while pastfailures seem huge andcertain to be repeated.
    226. 226. Bad Thing #2Perception is distorted: thedangers facing you areblown out of proportionwhile you underestimatethe resources you have.
    227. 227. Bad Thing #3Vision is distorted: youcannot see the possibilitiesfor a great outcomebecause you are so fixatedon images of doom.
    228. 228. The Performance-Anxiety Curve
    229. 229. A powerful tool forpersonal andorganizationaltransformation…
    230. 230. THE SELF-EMPOWERMENTPLEDGE Copyright © 2010, 2011, Values Coach Inc.
    231. 231. Seven Simple PromisesThat Will Change Your Life* * One for each day of the week.
    232. 232. If you’ve been waitingfor someone else toempower you, youshould know that…
    233. 233. No one can empower youbut – YOU – and once youhave empowered yourself…No one cantake thatpower away.
    234. 234. The Self-EmpowermentPledge can give you thatpower – but first you needto invest in yourself…
    235. 235. If you knew it wouldchange your life for thebetter – profoundly andpermanently – would youinvest …
    236. 236. A minute a day forthe next 365 days
    237. 237. Would you give up onetelevision commerciala day for a year tochange your life?
    238. 238. If your answeris yes, here’swhat you needto do.
    239. 239. Every morning startyour day by making thatday’s promise – whichwill take you about15 seconds.
    240. 240. Repeat the promiseagain in in the middleof your work day.
    241. 241. Once more before youleave for home.
    242. 242. And one more time rightbefore you go to bed.
    243. 243. 4 x 15 seconds= 1 minute
    244. 244. Repeat these promises likeyou really mean them!
    245. 245. Ready?
    246. 246. Let’s take a lookat the sevenpromises…
    247. 247. Monday’s Promise:Responsibility
    248. 248. Tuesday’s Promise:Accountability
    249. 249. Wednesday’s Promise:Determination
    250. 250. Thursday’s Promise:Contribution
    251. 251. Friday’s Promise:Resilience
    252. 252. Saturday’s Promise: Perspective
    253. 253. Sunday’s Promise: Faith
    254. 254. Here’s WHYit works…
    255. 255. You keep promising yourself that youwill be responsible, accountable, anddetermined; make a contribution, beresilient in the face of adversity, have apositive perspective,and that your faithwill shine through.
    256. 256. Then you catch yourself whining andcomplaining, procrastinating,gossiping, blaming others for yourproblems, taking when you should begiving, and pretendingthat you have no power.
    257. 257. You end up with whatpsychologists call…Cognitive Dissonance
    258. 258. Which is trying to simultaneouslyhold two incompatible beliefs
    259. 259. At that point, one of twothings MUST happen.Either you take the easyway and stop makingthe promises…
    260. 260. Or you keep making thepromises until you beginto change your attitudesand yourbehaviors.
    261. 261. And as you do that, youwill begin to achievebetter results in everydimension of your life.
    262. 262. When you get home, readthese seven promises onemore time…
    263. 263. Now ask yourself thesetwo questions…
    264. 264. Question #1:If you personally were to takethese seven promises toheart, would you be better offthan where you are headed now–personally, professionally, finan
    265. 265. Question #2:If everyone where you work madea good faith effort to live theseseven promises, would you do abetter job of serving customersand of supporting each other?
    266. 266. If your answer to these two questions is…And if you’re beinghonest, that’s whatyour answer will be.
    267. 267. Then why wouldn’t youinvest those 365 minutesin yourself? Do it,because no one canempower youbut you.
    268. 268. Will you do it? Willyou give up one TVcommercial a day…To changeyour life?
    269. 269. The Pledge is a greatway to foster a moreempowering culture!
    270. 270. 333
    271. 271. Building aculture ofownership
    272. 272. Do you have to start with theright people on the bus?
    273. 273. You can’t alwayschoose who you haveon the bus!
    274. 274. You can’t just throwall the “wrong”people off the bus!
    275. 275. You can create a bus thateveryone wants to ride
    276. 276. It starts with ashared vision
    277. 277. The Vision Statement of Columbus Regional HospitalTo be the best in the worldat everything we do. 342
    278. 278. 344
    279. 279. The differencebetween wishfulthinking andpositive thinking… 345
    280. 280. Wishful thinking ishoping for something andwaiting for someone elseto make it happen. 346
    281. 281. The new American Dream 347
    282. 282. Positive thinking isexpecting something andworking to make ithappen. 348
    283. 283. 351
    284. 284. Wear your Dream next toyour heart 352
    285. 285. Five times every morningand two things every day. 353
    286. 286. A Memory of the Futurecreates healthy cognitivedissonance 354
    287. 287. 355
    288. 288. The 6-As forcreating Memoriesof the Future 356
    289. 289. 1. AspirationYou gotta want it –without ambition wewould all still be huntingand gathering. 357
    290. 290. 3. ArticulationYou need to describeyour dream in a way thatothers can see it. 358
    291. 291. 3. AffirmationBecause we dream inpictures but we worry inwords. 359
    292. 292. 4. AskingThe Aladdin Factor isasking the right questionof the right personat the right time. 360
    293. 293. 5. ActionAction transforms fearinto fire; accumulation ofmany small actions yieldsbig results. 361
    294. 294. 6. AdaptationBecause, as von Moltkesaid, no plan survivescontact with the enemy. 362
    295. 295. Every great accomplishmentwas once the “impossibledream” of a dreamer whosimply refused to quit whenthings got tough. 363
    296. 296. Expect a miracle: butdon’t give the universe adeadline! 364
    297. 297. Fairfield Medical Center adoptedthe 8 Florence Characteristics fortheir employment brand
    298. 298. CommitmentTo the values, vision,and mission of theorganization
    299. 299. Commitment ismost importantwhen the goinggets tough...
    300. 300. “We need to see opportunitieswhere others see barriers. Weneed to be cheerleaders whenothers are moaning doom-and-gloom.”
    301. 301. “We need to face problemswith contrarian toughnessbecause it’s in how we solvethose problems that wedifferentiate ourselvesfrom everyone else.”
    302. 302. “Brick walls are notthere to stop you, theyare there to make youprove how much youwant something.” Randy Pausch: The Last Lecture
    303. 303. EngagementWithpatients, coworkers,and with the workitself
    304. 304. At Best Buy, a 0.1%increase in employeeengagement generatesa $100,000 increase ingross store revenue* * Harvard Business Review, October 2010
    305. 305. PassionEnthusiasm, positiveattitude, and joyreflected in everydayactions
    306. 306. What Teachers Make by Taylor Mali
    307. 307. InitiativeA “Proceed UntilApprehended”mindset
    308. 308. PUA!!!
    309. 309. Can one personwho takes initiativechange yourorganization? 387
    310. 310. 390
    311. 311. Are people afraid ofchange?
    312. 312. StewardshipManagingpersonal, organizational, and global resources for thegreat grandchildren
    313. 313. BelongingTreating employees asthough they really werepartners and owners
    314. 314. The root of the wordintegrity is “integer” –one unified whole
    315. 315. FellowshipFostering a “supportgroup” culture ofrespect and caring
    316. 316. 404
    317. 317. Committeeof the Ring 405
    318. 318. The Ring Team 406
    319. 319. Fellowship ofthe Ring 407
    320. 320. 408
    321. 321. PrideIn the organization,in the profession, inthe work, and in youyourself
    322. 322. Pride is reflected in the answer tothat universal icebreaker question: What do you do?
    323. 323. 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. WhatI do is important.
    324. 324. What could be more boring thanindustrial ventilation systems?
    325. 325. bigasshospital.comThis page is parked free, courtesy of GoDaddy.com. 414
    326. 326. 15 Strategies for building a culture of ownership on afoundation of values
    327. 327. Purpose of the Values CollaborativeShare The Twelve Core ActionValues and related content withpeople to help them in theirpersonal and professional lives –in such a way that it helps theorganization foster a strongerculture of ownership.
    328. 328. Nebraska Values Trainers:
    329. 329. Nebraska Values Trainers:
    330. 330. Mary Lanning Memorial HealthCareGallup Engagement Score improvedfrom 23rd to 72nd percentile (achievingin 18 months what Gallup said wouldordinarily have taken five years).
    331. 331. Fillmore County HospitalPatient satisfaction increased in 27of 30 categories.CEO Paul Utemark said he got awhole new team and didn’t have tochange any of the people.
    332. 332. Community Hospital (employees)Rating hospital as excellent place to workincreased by 26% to the 74th percentile.Rating training & development as“excellent” increased by 51% to 91stpercentile.Likelihood of recommending hospital asexcellent place to work increased by 45%to 84th percentile.
    333. 333. Strategy #1Launching a movement is alot harder than starting aprogram – it is also muchmore likely to achieve alasting positive impact.
    334. 334. How to Start a Movement
    335. 335. Strategy #1 AppliedHow can you position yourdesired culture change as amovement, e.g. creating agossip-free workplace topromote integrity.
    336. 336. Strategy #2Achieving critical massrequires approximately 30%population commitment. 427
    337. 337. Strategy #2 AppliedWho are your “lone nuts”and how can you help themidentify those crucial firstfollowers? 428
    338. 338. Strategy #3You need enough peoplemoving fast enough toescapenegativity, pessimism, cynicism, and inertia of thepast.
    339. 339. Strategy #3 AppliedWhat immediate and short-term goals can help youquickly gain traction andbuild momentum?
    340. 340. Strategy #4People must believeleadership is committedto the cultural vision.
    341. 341. Strategy #4 AppliedWhat actions will leaderscommit to on a sustainedbasis to demonstratesupport, e.g. daily readingof The S-E Pledge.
    342. 342. Strategy #5Middle management’s meresupport is not enough –they must be gung hochampions for change.
    343. 343. You are here
    344. 344. Corollary to Strategy #5The privileges of being amanager also entail certainforegone freedoms
    345. 345. Strategy #5 AppliedWhat message will you giveto middle management thatobstruction and second-guessing will not betolerated: get on or get off.
    346. 346. Strategy #6Sustainability requires agrowing core of passionate“Spark Plugs” who have apersonal stake in culturaltransformation.
    347. 347. Strategy #6 AppliedWhat actions will you taketo nurture (and protectfrom cynics) the peoplehuddled in the middle ofthe Attitude Bell Curve?
    348. 348. Strategy #7Personal stories resonatebetter than scriptedlectures.
    349. 349. You simply cannot buyadvertising like this!
    350. 350. The most effective safetylecture I ever heard.
    351. 351. And now, a motivational wordfrom your manager…
    352. 352. Strategy #7 Applied – AWhat mechanisms can youuse to collect, edit, andpublish stories from yourLone Nuts, First Followers,and Spark Plugs?
    353. 353. Strategy #7 Applied – BWhat steps can you take toprepare your managers tobe better public speakersand storytellers?
    354. 354. Strategy #8Embrace theskeptics, marginalize thecynics, and plow throughresistance.
    355. 355. Strategy #8 AppliedCome to a consensus onwhen skeptical questionsbecome cynical obstructionand an agreed upon waymanagement will respond
    356. 356. Strategy #9Engage potential critics ina constructive manner –encourage them to thinklike partners in thechange process.
    357. 357. Strategy #9 AppliedBegin by identifying thepeople who could derailyour effort (medicalstaff, union, etc.) andapproach them early inthe process.
    358. 358. Strategy #10You cannot allow peopleto opt-out of culturechange!
    359. 359. Strategy #10 AppliedDefine which actions aremandatory (e.g. valuestraining) and which arevoluntary (e.g. The PickleChallenge or The Pledge).
    360. 360. Strategy #11Avoid identification of thechange process with anysingle individual or“program.”
    361. 361. Strategy #11 AppliedDescribe every “program”in the context ofvalues, purpose, and visionof the organization – andshow how it reinforcesthese.
    362. 362. Strategy #12Create “initiativecoherence” by being clearabout how variousprojects and programsreinforce one another.
    363. 363. Strategy #12 AppliedBe creative in showinglinkages – e.g. a graphic withan umbrella arching oversymbols representing theseprojects and programs.
    364. 364. Strategy #13Keep it visible: posters,banners, screensavers,newsletter articles, webpages; include it at thestart of every meeting.
    365. 365. Strategy #13 AppliedSee illustration.
    366. 366. Strategy #14Remember that everyonelistens to the same radiostation: WIIFM.
    367. 367. Strategy #14 AppliedBefore asking people to“do more with less,” helpthem do it at home, e.g.by offering a low-costDave Ramsey course.
    368. 368. Strategy #15Balance urgency andpatience; be in it for thelong haul.
    369. 369. “If we each do ourpart, we will changeour lives for thebetter.” 463
    370. 370. “If we all do ourparts, we will changeour organizations forthe better.” 464
    371. 371. “And in changing ourorganizations, we canchange our world for thebetter.” 465
    372. 372. See one… Do one… Teach one.

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