Building Culture of Ownership, a presentation for CentraCare Health Leadership Conference


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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.
  • Laura Fraser plays the role of FN in a BBC made-for-TV movie
  • Building Culture of Ownership, a presentation for CentraCare Health Leadership Conference

    1. 1. The Florence Prescription for a Culture of Ownership CentraCare Health Leadership Retreat January 10, 2014 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2014, Values Coach Inc.
    2. 2. Today we will be talking about transformational leadership
    3. 3. Transformational leadership is helping people regain their lost superhuman powers and then apply them to work that matters
    4. 4. I hope to engage you in a dialog, but I promise…
    5. 5. But I will give you…
    6. 6. Homework! Fill out the card or send me an email (; I’ll send you a link to these free eBooks and sign you up for Spark Plug:
    7. 7. Management is transactional Leadership is transformational James MacGregor Burns: Leadership
    8. 8. Management is of the left brain. Leadership is of the right brain. 13
    9. 9. And in today’s world we need leaders in every corner – not just in the corner office
    10. 10. Rules Values
    11. 11. Process Attitude
    12. 12. Plans Inspires
    13. 13. Measured Seen
    14. 14. Inert Contagious
    15. 15. What you do Who you are
    16. 16. Boring! Chaos!
    17. 17. They’ve been trying to tell us for 35 years: Soft is hard!
    18. 18. When Sally and I were in the market for a second home in Arizona our criteria were:  Spectacular back yard  Low to zero maintenance  Affordable
    19. 19. And this is our primary residence, the house where we lived for the past 20 years and raised our two children – photo taken last April 20…
    20. 20. Lessons  Things aren’t what they seem.  What you really want might be closer than you think.  You must be willing to jettison old baggage to move forward.  There is almost always a way to create a win-win.
    21. 21. A word about the assumptions we make.
    22. 22. What do you get when you break the word “assume” into its constituent parts?
    23. 23. Let’s watch as the word “assumption” gets deconstructed
    24. 24. Question #1 When did the healthcare crisis begin?
    25. 25. “Surely this is the Kingdom of Hell.”
    26. 26. “A vast field of suffering and misery” Reverend Sydney Godolfin Osborne
    27. 27. And we think WE have a healthcare crisis! Laura Fraser in the BBC television program Florence Nightingale
    28. 28. Florence Nightingale firsts include: • Medical records • Laundry and housekeeping • Infection control • Nutrition service • Pharmacy • Materials management • Patient library • Medical triage • Nursing uniforms • Chaplain service
    29. 29. The first person ever to calculate cost per patient day in a hospital! She understood the rule no margin, no mission
    30. 30. “Florence [Nightingale] had a set of values and principles on which she believed nursing and the leadership of nursing should be based.” Beth T. Ulrich: Leadership and Management According to Florence Nightingale
    31. 31. We need to respark the spirit that Florence first sparked at the Scutari Barrack Hospital!
    32. 32. Question #2 When will the healthcare crisis end?
    33. 33. This story… 49
    34. 34. Has a happy ending! 50
    35. 35. So is it the best of times or the worst of times?
    36. 36. There is another, more hidden, healthcare crisis… It’s not the one that’s “out there” – what they are doing to us…
    37. 37. It’s the one that’s “in here” – what we are doing to ourselves and to each other. This is part of a larger social crisis of toxic negativity and self-imposed disempowerment.
    38. 38. Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
    39. 39. Engaged: Spark Plugs 57
    40. 40. Not Engaged: Zombies 58
    41. 41. Disengaged: Vampires 59
    42. 42. Results of my 2 question survey on engagement and attitude in the workplace, responded to by more than 1,000 Spark Plug readers…
    43. 43. Question #1 What percent of employees in your organization are highly engaged Spark Plugs? 1. Less than 25% 2. 25-50% 3. More than 50%
    44. 44. Nearly ½ of respondents said that less than ¼ of their coworkers were engaged!
    45. 45. Question #2 What percent of total paid hours in your organization are wasted on complaining, gossiping, and other forms of toxic emotional negativity? 1. Less than 10% 2. 10-20% 3. More than 20%
    46. 46. Nearly ½ of respondents said that more than 20% of paid hours are wasted on TEN!
    47. 47. What would be the implications of a bipolar Attitude Bell Curve?
    48. 48. Source: Curt Coffman and Kathy Sorensen: Culture Eats Strategy for Lunch
    49. 49. Disengagement negatively effects…
    50. 50. Clinical quality
    51. 51. Patient safety
    52. 52. Patient satisfaction
    53. 53. Productivity
    54. 54. Marketing image
    55. 55. Turnover (good and bad)
    56. 56. Job security
    57. 57. Disengaged people, especially disengaged managers, are a defect
    58. 58. But what’s even more tragic...
    59. 59. It has a life-diminishing impact on the disengaged.
    60. 60. “Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
    61. 61. Cynthia Pearsall
    62. 62. Mina Ubbing
    63. 63. CeCe Peters
    64. 64. The journey from mere Accountability to a culture of Ownership
    65. 65. Ac count able
    66. 66. Accountability Doing what you are supposed to do because someone else expects it of you. It springs from the extrinsic motivation of reward and punishment.
    67. 67. You cannot hold people “accountable” for the things that really matter.
    68. 68. Nobody ever changes the oil in a rental car!
    69. 69. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
    70. 70. 80,976– avg 5 stars 19,734,525 views
    71. 71. “We have hundreds if not thousands of examples…” 816,911
    72. 72. 95
    73. 73. Who Owns Left Field?
    74. 74. Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
    75. 75. Invisible Architecture™ is more important than bricks & mortar
    76. 76. The Blueprint Behind the Blueprint™
    77. 77. Invisible architecture is to the soul of your organization what physical architecture is to its body.
    78. 78. 3 stages
    79. 79. The Foundation
    80. 80. Core values define what you stand for and what you won’t stand for
    81. 81. A great statement of organizational values:  Defines identity  Taps into emotions  Inspires action  Aligns with personal values  Promotes & recruits
    82. 82. Let’s look at the core values of the fictional (but very real) hospital in the book…
    83. 83. Value, Behavior, or Outcome Integrity
    84. 84. Value, Behavior, or Outcome Compassion
    85. 85. Value, Behavior, or Outcome Accountability
    86. 86. Value, Behavior, or Outcome Respect
    87. 87. Value, Behavior, or Outcome Excellence
    88. 88. The 3-minute values clarification drill…
    89. 89. Memorial Hospital of Converse County Douglas, Wyoming
    90. 90. Posted version Compassion Advocacy Respect Excellence
    91. 91. Posted version Group version Compassion Integrity Advocacy Enthusiasm Respect Loyalty Excellence Stewardship Ownership Fun
    92. 92. From… Compassion Advocacy Respect Excellence To…
    93. 93. 120
    94. 94. Zappos Family Core Values 1. Deliver WOW Through Service 2. Embrace and Drive Change 3. Create Fun and A Little Weirdness 4. Be Adventurous, Creative, and Open-Minded 5. Pursue Growth and Learning 6. Build Open and Honest Relationships With Communication 7. Build a Positive Team and Family Spirit 8. Do More With Less 9. Be Passionate and Determined 10. Be Humble Source: Zappos website
    95. 95. 1. Deliver Wow Through Service Core Values Frog thinks anything worth doing is worth doing with WOW. To WOW, CVF differentiates himself by doing things in an unconventional and innovative way. He goes above and beyond the average level of service to create an emotional impact on the receiver and give them a positive story they can take with them the rest of their lives. Source: Zappos website
    96. 96. One of the core values of Integrated DNA Technologies Inc.
    97. 97. From the Cypress Semiconductor values (excerpt): CYPRESS IS ABOUT WINNING We do not tolerate losing. We thrive on competing against the world's best. WE MAKE OUR NUMBERS We make 20% profit. We each set goals and achieve them. We ship 100% on time and get zero returns.
    98. 98. TMC Values … Honor Tradition, Nourish Dreams
    99. 99. “People who are clearest about their personal vision and values are significantly more committed to their organizations.” James Kouzes and Barry Posner: 127 A Leader's Legacy
    100. 100. “The only natural law I’ve witnessed in three decades of observing successful people’s efforts to become more successful is this: Marshall Goldsmith: What Got You Here Won’t Get You There
    101. 101. “People will do something – including changing their behavior – only if it can be demonstrated that doing so is in their own best interests as defined by their own values.” (emphasis in original) Marshall Goldsmith: What Got You Here Won’t Get You There
    102. 102. Nobody learns everything they need to know in kindergarten! You can download the free 400-page workbook at the homework page
    103. 103. Core Action Values 1-6: Laying a Solid Foundation
    104. 104. Core Action Value #1 Authenticity The Cornerstones: 1. Self-Awareness 2. Self-Mastery 3. Self-Belief 4. Self-Truth
    105. 105. Core Action Value #2 Integrity The Cornerstones: 1. Honesty 2. Reliability 3. Humility 4. Stewardship
    106. 106. Core Action Value #3 Awareness The Cornerstones: 1. Mindfulness 2. Objectivity 3. Empathy 4. Reflection
    107. 107. Core Action Value #4 Courage The Cornerstones: 1. Confrontation 2. Transformation 3. Action 4. Connection
    108. 108. Core Action Value #5 Perseverance The Cornerstones: 1. Preparation 2. Perspective 3. Toughness 4. Learning
    109. 109. Core Action Value #6 Faith The Cornerstones: 1. Gratitude 2. Forgiveness 3. Love 4. Spirituality
    110. 110. Core Action Values 7-12: Taking Effective Action
    111. 111. Core Action Value #7 Purpose The Cornerstones: 1. Aspiration 2. Intentionality 3. Selflessness 4. Balance
    112. 112. Core Action Value #8 Vision The Cornerstones: 1. Attention 2. Imagination 3. Articulation 4. Belief
    113. 113. Core Action Value #9 Focus The Cornerstones: 1. Target 2. Concentration 3. Speed 4. Momentum
    114. 114. Core Action Value #10 Enthusiasm The Cornerstones: 1. Attitude 2. Energy 3. Curiosity 4. Humor
    115. 115. Core Action Value #11 Service The Cornerstones: 1. Helpfulness 2. Charity 3. Compassion 4. Renewal
    116. 116. Core Action Value #12 Leadership The Cornerstones: 1. Expectations 2. Example 3. Encouragement 4. Celebration
    117. 117. Organizational values define strategies while personal values define culture.
    118. 118. The most significant business failures result from a failure of values rather than from failed strategies. A partial list includes…
    119. 119. Enron AIG WorldCom Merck Tyco BP J&J Best Buy HP Boeing Martha Stewart Adelphia Red Cross Barclays Quest Capitol One
    120. 120. How one man went from America’s most admired to America’s most despised virtually overnight…
    121. 121. “If we lose sight of our vision and bury our values, then we have lost our soul.” David Whyte: The Heart Aroused: Poetry and the Preservation of Soul in Corporate America
    122. 122. When a critical mass of people connect with and act upon their core values, they will have a positive impact on…
    123. 123. The Superstructure
    124. 124. Culture is to the organization what personality and character are to the individual.
    125. 125. “I came to see, in my decade at IBM, that culture isn’t just one aspect of the game – it is the game.”
    126. 126. The bigger the organization, the more subcultures it will have.
    127. 127. Culture is like a patchwork quilt: leadership needs to make sure that it is both functional and beautiful.
    128. 128. Which diner is most likely to earn your repeat business and have you recommending the place to friends and neighbors?
    129. 129. Or…
    130. 130. This is not a trick question… It’s the reality of competing today.
    131. 131. Same business Different cultures
    132. 132. People pay to shop at Costco…
    133. 133. People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store.
    134. 134. Same business Different cultures
    135. 135. Nap Rap
    136. 136. 10 Reasons Culture Eats Strategy for Lunch
    137. 137. Reason #1 People are loyal to culture, not to strategy
    138. 138. Southwest Airlines didn’t earn the highest loyalty in the industry with its bags fly free and fuel price hedging strategies
    139. 139. Getting a job at the Zappos call center is more competitive than gaining admission to Harvard
    140. 140. Reason #2 Culture provides resilience in tough times
    141. 141. A resilient culture was more important than new strategies in saving Starbucks
    142. 142. “The only assets we have as a company [are] our values, our culture and guiding principles, and the reservoir of trust with our people.” Starbucks CEO Howard Schultz in Harvard Business Review, July-August 2010
    143. 143. Reason #3 Culture is more efficient than strategy
    144. 144. Nordstrom people don’t go above and beyond the call of duty because it’s in a policy…
    145. 145. This is the Nordstrom policy manual in its entirety…
    146. 146. Reason #4 Culture creates competitive differentiation
    147. 147. Les Schwab sells the same tires you can buy anywhere else – but no one can compete with their culture
    148. 148. “Advertising is a tax you pay on having an unremarkable culture.” Robert Stephens, Founder of Geek Squad
    149. 149. Your culture is your brand! - Tony Hsieh
    150. 150. Reason #5 A brittle culture can doom even a great organization (or product)
    151. 151. As witnessed by one of the most highly publicized funerals of our time…
    152. 152. The fingers are all pointing in the wrong direction
    153. 153. What really killed Hostess was a culture of labormanagement hostility.
    154. 154. Reason #6 When strategy and culture collide, culture will win
    155. 155. Nardelli’s hard-fisted GE strategies increased sales, profits, and stock price…
    156. 156. At the cost of violating its people-centric values and ability to compete for the best talent.
    157. 157. From the statement of values “Our values are the fabric of the company’s unique culture and are central to our success. In fact, they are our competitive advantage in the marketplace.”
    158. 158. Home Depot’s board wanted so badly to get rid of Nardelli that they paid him a quarter of a billion dollars just to make him go away!
    159. 159. Reason #7 Cultural miscues are more damaging than strategic ones
    160. 160. Not fixing Dave Carroll’s guitar cost United $millions
    161. 161. Not to mention the damage to the company’s already bad reputation for customer service…
    162. 162. And the airline’s already troubled employee relations (they are the ones taking the brunt of customer ire).
    163. 163. Reason #8 Culture provides greater discipline than disciplinary action does
    164. 164. Reason #9 Culture provides a level of risk prevention that cannot be attained with strategy alone.
    165. 165. Wal-Mart’s culture of low price at any cost has come at a huge cost to the company.
    166. 166. Wal-Mart has spent over $100 million on the investigation of bribery and other ethics scandals.
    167. 167. Sam Walton would be rolling over in his grave!
    168. 168. Reason #10 Culture will have a significant impact on your future bottom line.
    169. 169. “Every organization has a culture. Unfortunately, many, if not most, cultures develop by happenstance...” Pamela Bilbrey and Brian Jones: Ordinary Greatness: It’s Where You Least Expect It... Everywhere
    170. 170. Can you describe your organization’s culture in just 6 words?
    171. 171. Hemingway wrote a short story in just 6 words 208
    172. 172. This guy has made millions with just 6 words 209
    173. 173. From managers sitting in the same room at one large medical center’s leadership retreat 210
    174. 174. We love patients and each other 211
    175. 175. This place sucks then you quit 212
    176. 176. How can managers working in the same organization have such differing perceptions!?!?
    177. 177. Southwest Airlines Motto Servant’s Heart, Warrior Spirit, Fun-Loving Attitude
    178. 178. Cypress Semiconductor Motto The Marine Corps of Silicon Valley
    179. 179. Entrepreneurial small business We’re tough We’re focused We win
    180. 180. A Key Point! You cannot allow people to opt-out of positive culture change!
    181. 181. Culture doesn’t change unless people change, and that is emotional work!
    182. 182. The Interior
    183. 183. Palmetto Health
    184. 184. Maine Medical Center
    185. 185. Emotional climate is determined by what you expect and what you tolerate… 227
    186. 186. And over time, what you tolerate will dominate over what you say you expect! 228
    187. 187. A positive workplace culture begins with intolerance for toxic emotional negativity. 229
    188. 188. “One toxically negative person can drag down morale and productivity of an entire work unit.” 230
    189. 189. The way that one person lighting a cigarette will pollute the lungs of everyone else in the room. 231
    190. 190. “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.” 232
    191. 191. Unfortunately, we are swimming against a strong current that’s going the wrong way… 233
    192. 192. The simple promise that will change your life… And change your organization… 235
    193. 193. The Pickle Challenge has taken on a life of its own!
    194. 194. 239
    195. 195. The Pickle Challenge at Star Valley Medical Center in Afton, WY
    196. 196. 46 RN-BSN students at St. Petersburg College
    197. 197. The pickle party at the Battle Creek VA Medical Center
    198. 198. Two important distinctions…
    199. 199. Distinction #1 The difference between identifying problems and being a pickle-sucker.
    200. 200. Distinction #2 The difference between a skeptic and a cynic.
    201. 201. Cynicism is the disease vector that causes “flavor of the month” syndrome
    202. 202. Building a culture of ownership
    203. 203. Do you have to start with the right people on the bus?
    204. 204. You can’t always choose who you have on the bus!
    205. 205. You can’t just throw all the “wrong” people off the bus!
    206. 206. You can create a bus that everyone wants to ride
    207. 207. It begins with a shared vision…
    208. 208. 258
    209. 209. Essential qualities for promoting a culture of ownership
    210. 210. Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand
    211. 211. Commitment To the values, vision, and mission of the organization
    212. 212. Commitment is most important when the going gets tough...
    213. 213. “We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doomand-gloom.”
    214. 214. “We need to face problems with contrarian toughness because it’s in how we solve those problems that we differentiate ourselves from everyone else.”
    215. 215. “Brick walls are not there to stop you, they are there to make you prove how much you want something.” Randy Pausch: The Last Lecture
    216. 216. Engagement With patients, coworkers, and with the work itself
    217. 217. At Best Buy, a 0.1% increase in employee engagement generates a $100,000 increase in gross store revenue* * Harvard Business Review, October 2010
    218. 218. Passion Enthusiasm, positive attitude, and joy reflected in everyday actions
    219. 219. Remember CeCe?
    220. 220. Initiative A “Proceed Until Apprehended” mindset
    221. 221. Can one person who takes initiative change your organization? 279
    222. 222. 282
    223. 223. Fellowship Fostering a “support group” culture of respect and caring
    224. 224. 286
    225. 225. Pride In the organization, in the profession, in the work, and in you yourself
    226. 226. Pride is reflected in the answer to that universal icebreaker question: What do you do?
    227. 227. What do you do? Thanks for asking! I’m good at what I do. I love what I do. I’m proud of what I do. What I do is important.
    228. 228. What could be more boring than industrial ventilation systems?
    229. 229. Key lessons we’ve learned through our work on cultural transformation…
    230. 230. Certified Values Trainers – Sidney Regional Medical Center
    231. 231. “I got a whole new team and didn’t have to change any of the people.” Paul Utemark, CEO Fillmore County Hospital
    232. 232. Lesson #1a Launching a movement is a lot harder than starting a program – it is also much more likely to achieve a lasting positive impact
    233. 233. Lesson #1b Achieving critical mass requires approximately 30% population commitment 298
    234. 234. Lesson #1c You need enough people moving fast enough to escape negativity, pessimism, cynicism, and inertia of the past
    235. 235. Lesson #2a Top down direction and support AND Bottom up passion and innovation
    236. 236. Lesson #2b People must believe senior leadership believes in and is committed to the cultural vision
    237. 237. Lesson #2c Middle management’s mere support is not enough – they must be gung ho champions for change
    238. 238. Lesson #3a Embrace the skeptics, marginalize the cynics, and plow through resistance
    239. 239. Lesson #3b Engage potential critics in a constructive manner – encourage them to think like partners in the change process
    240. 240. Lesson #4a Avoid identification of the change process with any single individual or “program.”
    241. 241. Lesson #4b Create “initiative coherence” by being clear about how various projects reinforce one another
    242. 242. Lesson #5a Establish rituals and routines like The Pickle Challenge and daily readings from The SelfEmpowerment Pledge
    243. 243. Lesson #5b Celebrate successes and share the stories
    244. 244. Lesson #6a Proceed until apprehended!
    245. 245. Lesson #6b See one… Do one… Teach one.
    246. 246. There is an invisible barrier on the potential of your organization
    247. 247. Self Made Man by Bobbie Carlyle
    248. 248. 7 Strategies to see the lion in your mirror
    249. 249. Strategy #1 Make fear your ally
    250. 250. “Courage is the most important of all virtues, because it makes all of the other virtues possible.” Winston Churchill
    251. 251. “Courage is all of the other virtues at the point at which they are tested.” C.S. Lewis
    252. 252. The absence of fear is not courage!
    253. 253. The absence of fear is…
    254. 254. No Fear, No Courage…
    255. 255. Big Fear, Big Courage…
    256. 256. Anxiety Fear Worry
    257. 257. Anxiety
    258. 258. Three bad things happen when you in the thrall of anxiety…
    259. 259. Bad Thing #1 Memory is distorted: past successes seem small and insignificant while past failures seem huge and certain to be repeated.
    260. 260. Bad Thing #2 Perception is distorted: the dangers facing you are blown out of proportion while you underestimate the resources you have.
    261. 261. Bad Thing #3 Vision is distorted: you cannot see the possibilities for a great outcome because you are so fixated on images of doom.
    262. 262. The Performance-Anxiety Curve
    263. 263. Anxiety tries to become fear. Paul Tillich: The Courage to Be
    264. 264. Fear
    265. 265. Fear can paralyze or it can catalyze
    266. 266. You’ve heard that the acronym F.E.A.R. stands for Fantasized Evidence Appearing Real. It also stands for…
    267. 267. Fabulous Excuse for Avoiding Responsibility
    268. 268. Fear is your ally when...
    269. 269. Good Thing #1 It alerts you to the fact that you are not ready for some potential future event.
    270. 270. Good Thing #2 It galvanizes you to take action.
    271. 271. Good Thing #3 It opens your eyes to the fact you are on the wrong path in life (one reason “midlife crisis” is so often a time of searing anxiety).
    272. 272. Good Thing #4 When it is a call to focus* * Procrastination is always rooted in fear
    273. 273. Good Thing #5 When it is a call to faith* * Faith begins at the point where certainty ends
    274. 274. Terror or exhilaration?
    275. 275. Are people afraid of change?
    276. 276. Worry
    277. 277. Worry is like paying interest on a debt that you probably don’t even owe!
    278. 278. Is it a problem or is it a predicament?
    279. 279. Strategy #2 Make adversity your teacher
    280. 280. Perseverance
    281. 281. Every great accomplishment was once the “impossible dream” of a dreamer who simply refused to quit when things got tough.
    282. 282. Ten Laws of Adversity
    283. 283. Law #1 The rain falls upon and bad things happen to good people – including you
    284. 284. Law #2 There are millions of others who would love to have your problems
    285. 285. Law #3 Crisis creates opportunity
    286. 286. Law #3a One door closes, another door opens
    287. 287. Law #4 Falling on your face is good for your head
    288. 288. Law #5 You must pass through the valley of the shadow.
    289. 289. Law #6 Conquering weakness will make you stronger
    290. 290. Law #7 Without the valleys, you won’t appreciate the mountains.
    291. 291. Law #8 Don’t forget to laugh.
    292. 292. Law #9 Sometimes you meet the most important people in your life when you are flat on your back.
    293. 293. Law #10 Expect a miracle! Technology? Science fiction? Or magic?
    294. 294. Strategy #3 The Janitor in Your Attic™ to erase the malignant echo of negative self-talk 366
    295. 295. The collective self-talk, selfimage, and self-belief of your people will either be the wind in your sails or the anchor holding you back.
    296. 296. Self-talk is the collection of stories you tell yourself about yourself, about other people, and about how the world works
    297. 297. Toxic emotional negativity is ALWAYS an outer projection of inner misery… Hence “co-miserate” – to be miserable together.
    298. 298. The Inner Child is shadowed by an Inner Spoiled Brat
    299. 299. The split personality of your Inner Spoiled Brat
    300. 300. The Whiner If only we won the lottery!
    301. 301. The Screamer You don’t deserve to win the lottery!
    302. 302. The most important speech any of us ever give (the one you were never trained to give) is...
    303. 303. What is the first word a child learns to say? 376
    304. 304. For a variety of evolutionary reasons, the human mind automatically gravitates toward negative, frightening and depressing thoughts. Mihaly Csikszentmihalyi: The Evolving Self: A Psychology for the New Millennium
    305. 305. Psychologists say that up to 80% of self-talk is negative – and that we can abuse ourselves at a speed of 400 words per minute!
    306. 306. And much of it is below the level of conscious awareness, like graffiti on a subway car: after a while you don’t notice it
    307. 307. You would never tolerate anyone else speaking to you the way you allow your spoiled inner brat to get away with.
    308. 308. A crucial point! That voice will always be in the second person. It’s not you talking!!! 382
    309. 309. What you are hearing is the malignant echo of nasty things said to you long ago that hurt, stuck, and metastasized (that’s what cancer does). 383
    310. 310. Two steps to using the power of Metaphorical Visualization™ to erase the graffiti of negative self-talk: 384
    311. 311. Step #1 Visualize the words as clearly as you possibly can as graffiti that has been scrawled on the walls of your mental attic. 385
    312. 312. Step #2 Visualize a janitor (The Janitor in Your Attic™) painting over the graffiti and replacing it with positive affirmations. 387
    313. 313. What modern brain science tells us
    314. 314. “We are seeing evidence of the brain’s ability to remake itself throughout adult life, not only in response to outside stimuli, but even in response to directed mental effort...”
    315. 315. “We are seeing, in short, the brain’s potential to correct its own flaws and enhance its own capabilities.”
    316. 316. You can rewire the hardware by reprogramming the software!
    317. 317. Of course, this is ancient wisdom only recently caught up to by science!
    318. 318. Caveat! For your challenge to your Spoiled Inner Brat to be credible you must also take action if what Brat says is factually accurate. 394
    319. 319. Strategy #4 Make your body play a constructive part in that inner dialogue… 395
    320. 320. Your body tells your mind what to feel…
    321. 321. How your mouth tells your mind what to think…
    322. 322. An essential lesson from “the best damn ship in the Navy”
    323. 323. Smile from the outside in and you’ll eventually be smiling from the inside out.
    324. 324. Strategy #5 Leave behind the emotional baggage
    325. 325. 404
    326. 326. Strategy #6 Practice extravagent generosity in small ways
    327. 327. Strategy #7 Take to heart the seven promises of The Self-Empowerment Pledge™
    328. 328. “I attribute my success to the fact that I never gave or took an excuse.” Florence Nightingale
    329. 329. Seven Simple Promises That Will Change Your Life* * One for each day of the week.
    330. 330. The Pledge is a great way to foster a more empowering culture!
    331. 331. 415
    332. 332. Watch the YouTube video – half of these people are not reading it!
    333. 333. If you’ve been waiting for someone else to empower you, you should know that…
    334. 334. No one can empower you but – YOU – and once you have empowered yourself… No one can take that power away.
    335. 335. If you knew it would change your life for the better – profoundly and permanently – would you invest …
    336. 336. A minute a day for the next 365 days
    337. 337. Would you give up one television commercial a day for a year to change your life?
    338. 338. If your answer is yes, here’s what you need to do.
    339. 339. Every morning start your day by making that day’s promise – which will take you about 15 seconds.
    340. 340. Repeat the promise again in in the middle of your work day.
    341. 341. Once more before you leave for home.
    342. 342. And one more time right before you go to bed.
    343. 343. 4 x 15 seconds = 1 minute
    344. 344. Repeat these promises like you really mean them!
    345. 345. Let’s take a look at the seven promises…
    346. 346. Monday’s Promise: Responsibility
    347. 347. Tuesday’s Promise: Accountability
    348. 348. Wednesday’s Promise: Determination
    349. 349. Thursday’s Promise: Contribution
    350. 350. Friday’s Promise: Resilience
    351. 351. Saturday’s Promise: Perspective
    352. 352. Sunday’s Promise: Faith
    353. 353. Here’s WHY it works…
    354. 354. You keep promising yourself that you will be responsible, accountable, and determined; make a contribution, be resilient in the face of adversity, have a positive perspective, and that your faith will shine through.
    355. 355. Then you catch yourself whining and complaining, procrastinating, gossiping, blaming others for your problems, taking when you should be giving, and pretending that you have no power.
    356. 356. You end up with what psychologists call… Cognitive Dissonance
    357. 357. Which is trying to simultaneously hold two incompatible beliefs
    358. 358. At that point, one of two things MUST happen. Either you take the easy way and stop making the promises…
    359. 359. Or you keep making the promises until you begin to change your attitudes and your behaviors.
    360. 360. And as you do that, you will begin to achieve better results in every dimension of your life.
    361. 361. Read these seven promises one more time…
    362. 362. Now ask yourself these two questions…
    363. 363. Question #1: If you personally were to take these seven promises to heart, would you be better off than where you are headed now – personally, professionally, financially, and spiritually?
    364. 364. Question #2: If everyone where you work made a good faith effort to live these seven promises, would you do a better job of serving customers and of supporting each other?
    365. 365. If your answer to these two questions is… And if you’re being honest, that’s what your answer will be.
    366. 366. Then why wouldn’t you invest those 365 minutes in yourself? Do it, because no one can empower you but you.
    367. 367. Will you do it? Will you give up one TV commercial a day… To change your life?
    368. 368. And one last thing…
    369. 369. Think Big 460
    370. 370. Start Small 461
    371. 371. Start Now 462
    372. 372. Procrastination is postponing today into tomorrow so that you end up always living under the shadow of yesterday. 463
    373. 373. Every great accomplishment was once the “impossible dream” of a dreamer who simply refused to quit when things got tough. 465
    374. 374. “If we each do our part, we will change our lives for the better.” 466
    375. 375. “If we all do our parts, we will change our organizations for the better.” 467
    376. 376. “And in changing our organizations, we can change our world for the better.” 468