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
Is the midpoint of the curve inthe same for middle managers?
Or worse yet does your culturetolerate little Donalds?
Remind me to tell youabout Jim Kilts and theturnaround at Gillette.
“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
If doubling the number ofengaged workers would solveevery problem inAmerica, imagine what itwould do for yourorganization!
The journey from mereAccountability to a culture of Ownership
“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
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
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
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?
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.
Then you catch yourself whining andcomplaining, procrastinating,gossiping, blaming others for yourproblems, taking when you should begiving, and pretendingthat you have no power.
You end up with whatpsychologists call…Cognitive Dissonance
Which is trying to simultaneouslyhold two incompatible beliefs
At that point, one of twothings MUST happen.Either you take the easyway and stop makingthe promises…
Or you keep making thepromises until you beginto change your attitudesand yourbehaviors.
And as you do that, youwill begin to achievebetter results in everydimension of your life.
When you get home, readthese seven promises onemore time…
PrideIn the organization,in the profession, inthe work, and in youyourself
Pride is reflected in the answer tothat universal icebreaker question: What do you do?
What do you do?Thanks for asking!I’m good at what I do.I love what I do.I’m proud of what I do. WhatI do is important.
What could be more boring thanindustrial ventilation systems?
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15 Strategies for building a culture of ownership on afoundation of values
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.
Mary Lanning Memorial HealthCareGallup Engagement Score improvedfrom 23rd to 72nd percentile (achievingin 18 months what Gallup said wouldordinarily have taken five years).
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.
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.
Strategy #1Launching a movement is alot harder than starting aprogram – it is also muchmore likely to achieve alasting positive impact.