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Creating a Cultural Blueprint for the Invisible Architecture of a Community College
 

Creating a Cultural Blueprint for the Invisible Architecture of a Community College

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PowerPoint slides used by Values Coach CEO Joe Tye in his keynote presentation for the Iowa Association of Community College Trustees, including a summary of the Culture Assessment Survey administered ...

PowerPoint slides used by Values Coach CEO Joe Tye in his keynote presentation for the Iowa Association of Community College Trustees, including a summary of the Culture Assessment Survey administered to faculty and staff of three Iowa community colleges.

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    Creating a Cultural Blueprint for the Invisible Architecture of a Community College Creating a Cultural Blueprint for the Invisible Architecture of a Community College Presentation Transcript

    • Crafting a Blueprint for Your Invisible Architecture of Values, Culture, and Attitude Iowa Association of Community College Trustees March 31, 2014 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2014, Values Coach Inc.
    • www.ValuesCoach.com/ Homework
    • Imagine me giving you homework!!
    • For my thoughts on the board’s role in hospital values google: Joe Tye Ohio Hospital Association
    • Why this matters…
    • “One of the few organizations I could think of that even begin to rival the unfettered rise of popular culture is our colleges and universities, if only because they haven’t been discredited as the others have.” Andy Serwer (Managing Editor of Fortune magazine in the April 7, 2014 edition)
    • The journey from mere Accountability to a culture of Ownership
    • The Accountability Continuum
    • Accountability is of the left brain. 10
    • Ownership is of the right brain. 11
    • It’s the difference between…
    • Holding their feet to the fire
    • Having them walk across hot coals on their own
    • Ac count able
    • 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.
    • You cannot hold people “accountable” for the things that really matter.
    • Nobody ever changes the oil in a rental car!
    • Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
    • Engaged: Spark Plugs 21
    • Not Engaged: Zombies 22
    • Disengaged: Vampires 23
    • Disengagement negatively effects…
    • Service quality
    • Customer satisfaction
    • Productivity
    • Innovation
    • Marketing image
    • Turnover (good and bad)
    • Job security
    • Disengaged people, especially disengaged managers, are a defect
    • But what’s even more tragic...
    • It has a life-diminishing impact on the disengaged.
    • “Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
    • Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
    • 21,767,595 views 81,966– avg 5 stars
    • “We have hundreds if not thousands of examples…” 816,911
    • 41
    • Who Owns Left Field?
    • Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
    • Invisible Architecture™ is more important than bricks & mortar
    • The Blueprint Behind the Blueprint™
    • Invisible architecture is to the soul of your organization what physical architecture is to its body.
    • 3 stages
    • TheFoundation
    • Core values should define who you are, what you stand for and what you won’t stand for
    • 51
    • 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
    • 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
    • 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.
    • One of the core values of Integrated DNA Technologies Inc.
    • Lessons from best- in-class values statements…
    • Lesson #1 Don’t use boilerplate and don’t write what you think others expect – make them authentic and operationally relevant.
    • Lesson #2 Core values should not just be warm fuzzies – they should set performance expectations.
    • Lesson #3 The values statement should be supported by a more detailed description of attitudinal and behavioral expectations.
    • Lesson #4 The values statement should create competitive advantage for recruiting and community image.
    • Lesson #5 Organizational core values should tap into personal core values, inspiring pride and commitment – and a spirit of ownership.
    • 62 “People who are clearest about their personal vision and values are significantly more committed to their organizations.” James Kouzes and Barry Posner: A Leader's Legacy
    • Nobody learns everything they need to know in kindergarten! You can download the free 400-page workbook at the homework page
    • Organizational values define strategies while personal values define culture.
    • When a critical mass of people connect with and act upon their core values, they will have a positive impact on…
    • TheSuperstructure
    • Culture is to the organization what personality and character are to the individual.
    • Which diner is most likely to earn your repeat business and have you recommending the place to friends and neighbors?
    • Or…
    • This is not a trick question… It’s the reality of competing today.
    • Same business Different cultures
    • People pay to shop at Costco…
    • People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store.
    • Same business Different cultures
    • Nap Rap
    • Same business Different cultures
    • 10 Reasons Culture Eats Strategy for Lunch
    • Reason #1 People are loyal to culture, not to strategy
    • Southwest Airlines didn’t earn the highest loyalty in the industry with its bags fly free and fuel price hedging strategies
    • Reason #2 Culture provides resilience in tough times
    • A resilient culture was more important than new strategies in saving Starbucks
    • Reason #3 Culture is more efficient than strategy
    • Nordstrom people don’t go above and beyond the call of duty because it’s in a policy
    • Reason #4 Culture creates competitive differentiation
    • Les Schwab sells the same tires you can buy anywhere else – but no one can compete with their culture
    • “Advertising is a tax you pay on having an unremarkable culture.” Robert Stephens, Founder of Geek Squad
    • Reason #5 A brittle culture can doom even a great organization (or product)
    • As witnessed by one of the most highly publicized funerals of our time…
    • The fingers are all pointing in the wrong direction
    • What really killed Hostess was a culture of labor- management hostility.
    • Reason #6 When strategy and culture collide, culture will win
    • Nardelli’s hard-fisted GE strategies increased sales, profits, and stock price…
    • At the cost of violating its people-centric values and ability to compete for the best talent.
    • Reason #7 Cultural miscues are more damaging than strategic ones
    • Not fixing Dave Carroll’s guitar cost United $millions
    • Reason #8 Culture provides greater discipline than disciplinary action does
    • Reason #9 Culture provides a level of risk prevention that cannot be attained with strategy alone.
    • Wal-Mart’s culture of low price at any cost has come at a huge cost to the company.
    • Wal-Mart has spent over $100 million on the investigation of bribery and other ethics scandals.
    • Sam Walton would be rolling over in his grave!
    • Reason #10 Culture will have a significant impact on your future bottom line.
    • “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
    • Culture doesn’t change unless people change, and that is emotional work!
    • TheInterior
    • 114 Emotional climate is determined by what you expect and what you tolerate…
    • 115 And over time, what you tolerate will dominate over what you say you expect!
    • 116 A positive workplace culture begins with intolerance for toxic emotional negativity.
    • 117 “One toxically negative person can drag down morale and productivity of an entire work unit.”
    • 118 “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.”
    • 119 The real cost of toxic emotional negativity…
    • 120 Based on results of Values Coach studies with client hospitals applied to KPMG salary data, the annual cost of toxic emotional negativity per nurse is >>>>>>>
    • $14,500 per year
    • 122 The simple promise that will change your life… And change your organization…
    • Work sucks then you quit
    • The Pickle Challenge has taken on a life of its own!
    • 126
    • The Pickle Challenge at Star Valley Medical Center in Afton, WY
    • 46 RN-BSN students at St. Petersburg College
    • The pickle party at the Battle Creek VA Medical Center
    • Palmetto Health Maine Medical Center Make it public and visible
    • So how are our community colleges doing?
    • Culture Assessment Survey Questionnaire Completed by 525 Faculty and Staff at Three Iowa Community Colleges
    • 6 20 58 307 137 0 50 100 150 200 250 300 350 Strongly disagree Disagree Unsure Agree Strongly agree 1. Our people are creative, productive, and enthusiastic about their work and their own personal and professional development
    • 6 26 63 307 123 0 50 100 150 200 250 300 350 Strongly disagree Disagree Unsure Agree Strongly agree 2. Our people are fully engaged in their work and committed to the mission of our organization 2
    • 4 37 59 298 125 0 50 100 150 200 250 300 350 Strongly disagree Disagree Unsure Agree Strongly agree 3. Our people know the values of this organization, and are committed to assuring that those values are reflected in the way that they do the work they do 2
    • They know your core values by heart? Are we talking about the core values posted on the wall of the lobby? Or is it more a vague comment that your people intuitively have good values?
    • And if that many people really do know, understand, and act upon your organization’s core values, how do you explain responses to the next question?
    • 20 94 100 236 72 0 50 100 150 200 250 Strongly disagree Disagree Unsure Agree Strongly agree 4. Our people reflect positive attitudes, treat others with respect, and refrain from complaining, gossiping, or pointing fingers 2 41%
    • Only 14% of respondents strongly agree that their coworkers reflect positive attitudes, treat others with respect, and refrain from the behaviors of toxic emotional negativity! Even worse >>>>>>>>
    • Nearly half of respondents either disagree with or are unsure whether their coworkers have positive attitudes, treat others with respect, and refrain from toxic emotional negativity!!!!!!!
    • I certainly hope that you are not okay with that.
    • 7 42 90 282 99 0 50 100 150 200 250 300 Strongly disagree Disagree Unsure Agree Strongly agree 5. Our people assume informal leadership roles by setting examples of positive team-building and motivation 2
    • 7 31 76 265 136 0 50 100 150 200 250 300 Strongly disagree Disagree Unsure Agree Strongly agree 6. Our people help coworkers, friends, and family members deal with frustration and adversity in a positive and constructive manner 2
    • 2 21 47 278 174 0 50 100 150 200 250 300 Strongly disagree Disagree Unsure Agree Strongly agree 7. Our people are role models of positive leadership in representing our organization in a positive light for the community at large 2
    • 4 35 137 242 108 0 50 100 150 200 250 300 Strongly disagree Disagree Unsure Agree Strongly agree 8. Our people reach out as teachers and role models to the parents and children of our community, helping them develop practical skills for success in today’s world 2
    • 15 72 107 247 85 0 50 100 150 200 250 300 Strongly disagree Disagree Unsure Agree Strongly agree 9. Our people effectively manage change and are advocates for progress 2 37%
    • In today’s fast- changing, uncertain, and hypercompetitive world you need
    • 5 24 77 240 179 0 50 100 150 200 250 300 Strongly disagree Disagree Unsure Agree Strongly agree 10. Our people feel a great sense of pride in being a member of our team 2
    • Out of a possible total of 5,260 opportunities to mark “strongly agree” to one of these 10 questions, 1,238 (24%) respondents did so. That is very good!
    • Of 10,520 opportunities to mark “disagree” or “strongly disagree” to one of these 10 questions, only 478 (4.5%) respondents did so. That is very very good!
    • Building a culture of ownership
    • Do you have to start with the right people on the bus?
    • You can’t always choose who you have on the bus!
    • You can’t just throw all the “wrong” people off the bus!
    • You can create a bus that everyone wants to ride
    • Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand
    • Passion Enthusiasm, positive attitude, and joy reflected in everyday actions
    • The one essential quality for a culture of ownership >>>>>>
    • “If we each do our part, we will change our lives for the better.” 167
    • “If we all do our parts, we will change our organizations for the better.” 168
    • “And in changing our organizations, we can change our world for the better.” 169