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

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.
  • Transcript

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

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