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Crafting a Blueprint
for Your Invisible
Architecture of Values,
Culture, and Attitude
Iowa Association of
Community Colleg...
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 coll...
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 mot...
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 dise...
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
o...
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
...
1. Deliver Wow Through Service
Core Values Frog thinks anything worth doing is worth
doing with WOW. To WOW, CVF different...
From the Cypress Semiconductor values (excerpt):
CYPRESS IS ABOUT WINNING
We do not tolerate losing.
We thrive on competin...
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
relev...
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
expectatio...
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 o...
62
“People who are clearest
about their personal vision
and values are significantly
more committed to their
organizations...
Nobody learns
everything they
need to know in
kindergarten!
You can download the
free 400-page workbook
at the homework pa...
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 a...
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 e...
$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 crea...
6
26
63
307
123
0
50
100
150
200
250
300
350
Strongly
disagree
Disagree Unsure Agree Strongly agree
2. Our people are full...
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...
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...
And if that many people really do
know, understand, and act upon
your organization’s core
values, how do you explain
respo...
20
94 100
236
72
0
50
100
150
200
250
Strongly
disagree
Disagree Unsure Agree Strongly agree
4. Our people reflect positiv...
Only 14% of respondents strongly
agree that their coworkers reflect
positive attitudes, treat others
with respect, and ref...
Nearly half of respondents
either disagree with or are
unsure whether their
coworkers have positive
attitudes, treat other...
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 inform...
7
31
76
265
136
0
50
100
150
200
250
300
Strongly
disagree
Disagree Unsure Agree Strongly agree
6. Our people help coworke...
2
21
47
278
174
0
50
100
150
200
250
300
Strongly
disagree
Disagree Unsure Agree Strongly agree
7. Our people are role mod...
4
35
137
242
108
0
50
100
150
200
250
300
Strongly
disagree
Disagree Unsure Agree Strongly agree
8. Our people reach out a...
15
72
107
247
85
0
50
100
150
200
250
300
Strongly
disagree
Disagree Unsure Agree Strongly agree
9. Our people effectively...
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 grea...
Out of a possible total of
5,260 opportunities to mark
“strongly agree” to one of
these 10 questions, 1,238
(24%) responde...
Of 10,520 opportunities to
mark “disagree” or “strongly
disagree” to one of these 10
questions, only 478 (4.5%)
respondent...
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
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
Creating a Cultural Blueprint for the Invisible Architecture of a Community College
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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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 to faculty and staff of three Iowa community colleges.

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

  1. 1. 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.
  2. 2. www.ValuesCoach.com/ Homework
  3. 3. Imagine me giving you homework!!
  4. 4. For my thoughts on the board’s role in hospital values google: Joe Tye Ohio Hospital Association
  5. 5. Why this matters…
  6. 6. “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)
  7. 7. The journey from mere Accountability to a culture of Ownership
  8. 8. The Accountability Continuum
  9. 9. Accountability is of the left brain. 10
  10. 10. Ownership is of the right brain. 11
  11. 11. It’s the difference between…
  12. 12. Holding their feet to the fire
  13. 13. Having them walk across hot coals on their own
  14. 14. Ac count able
  15. 15. 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.
  16. 16. You cannot hold people “accountable” for the things that really matter.
  17. 17. Nobody ever changes the oil in a rental car!
  18. 18. Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
  19. 19. Engaged: Spark Plugs 21
  20. 20. Not Engaged: Zombies 22
  21. 21. Disengaged: Vampires 23
  22. 22. Disengagement negatively effects…
  23. 23. Service quality
  24. 24. Customer satisfaction
  25. 25. Productivity
  26. 26. Innovation
  27. 27. Marketing image
  28. 28. Turnover (good and bad)
  29. 29. Job security
  30. 30. Disengaged people, especially disengaged managers, are a defect
  31. 31. But what’s even more tragic...
  32. 32. It has a life-diminishing impact on the disengaged.
  33. 33. “Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
  34. 34. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
  35. 35. 21,767,595 views 81,966– avg 5 stars
  36. 36. “We have hundreds if not thousands of examples…” 816,911
  37. 37. 41
  38. 38. Who Owns Left Field?
  39. 39. Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
  40. 40. Invisible Architecture™ is more important than bricks & mortar
  41. 41. The Blueprint Behind the Blueprint™
  42. 42. Invisible architecture is to the soul of your organization what physical architecture is to its body.
  43. 43. 3 stages
  44. 44. TheFoundation
  45. 45. Core values should define who you are, what you stand for and what you won’t stand for
  46. 46. 51
  47. 47. 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
  48. 48. 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
  49. 49. 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.
  50. 50. One of the core values of Integrated DNA Technologies Inc.
  51. 51. Lessons from best- in-class values statements…
  52. 52. Lesson #1 Don’t use boilerplate and don’t write what you think others expect – make them authentic and operationally relevant.
  53. 53. Lesson #2 Core values should not just be warm fuzzies – they should set performance expectations.
  54. 54. Lesson #3 The values statement should be supported by a more detailed description of attitudinal and behavioral expectations.
  55. 55. Lesson #4 The values statement should create competitive advantage for recruiting and community image.
  56. 56. Lesson #5 Organizational core values should tap into personal core values, inspiring pride and commitment – and a spirit of ownership.
  57. 57. 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
  58. 58. Nobody learns everything they need to know in kindergarten! You can download the free 400-page workbook at the homework page
  59. 59. Organizational values define strategies while personal values define culture.
  60. 60. When a critical mass of people connect with and act upon their core values, they will have a positive impact on…
  61. 61. TheSuperstructure
  62. 62. Culture is to the organization what personality and character are to the individual.
  63. 63. Which diner is most likely to earn your repeat business and have you recommending the place to friends and neighbors?
  64. 64. Or…
  65. 65. This is not a trick question… It’s the reality of competing today.
  66. 66. Same business Different cultures
  67. 67. People pay to shop at Costco…
  68. 68. People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store.
  69. 69. Same business Different cultures
  70. 70. Nap Rap
  71. 71. Same business Different cultures
  72. 72. 10 Reasons Culture Eats Strategy for Lunch
  73. 73. Reason #1 People are loyal to culture, not to strategy
  74. 74. Southwest Airlines didn’t earn the highest loyalty in the industry with its bags fly free and fuel price hedging strategies
  75. 75. Reason #2 Culture provides resilience in tough times
  76. 76. A resilient culture was more important than new strategies in saving Starbucks
  77. 77. Reason #3 Culture is more efficient than strategy
  78. 78. Nordstrom people don’t go above and beyond the call of duty because it’s in a policy
  79. 79. Reason #4 Culture creates competitive differentiation
  80. 80. Les Schwab sells the same tires you can buy anywhere else – but no one can compete with their culture
  81. 81. “Advertising is a tax you pay on having an unremarkable culture.” Robert Stephens, Founder of Geek Squad
  82. 82. Reason #5 A brittle culture can doom even a great organization (or product)
  83. 83. As witnessed by one of the most highly publicized funerals of our time…
  84. 84. The fingers are all pointing in the wrong direction
  85. 85. What really killed Hostess was a culture of labor- management hostility.
  86. 86. Reason #6 When strategy and culture collide, culture will win
  87. 87. Nardelli’s hard-fisted GE strategies increased sales, profits, and stock price…
  88. 88. At the cost of violating its people-centric values and ability to compete for the best talent.
  89. 89. Reason #7 Cultural miscues are more damaging than strategic ones
  90. 90. Not fixing Dave Carroll’s guitar cost United $millions
  91. 91. Reason #8 Culture provides greater discipline than disciplinary action does
  92. 92. Reason #9 Culture provides a level of risk prevention that cannot be attained with strategy alone.
  93. 93. Wal-Mart’s culture of low price at any cost has come at a huge cost to the company.
  94. 94. Wal-Mart has spent over $100 million on the investigation of bribery and other ethics scandals.
  95. 95. Sam Walton would be rolling over in his grave!
  96. 96. Reason #10 Culture will have a significant impact on your future bottom line.
  97. 97. “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
  98. 98. Culture doesn’t change unless people change, and that is emotional work!
  99. 99. TheInterior
  100. 100. 114 Emotional climate is determined by what you expect and what you tolerate…
  101. 101. 115 And over time, what you tolerate will dominate over what you say you expect!
  102. 102. 116 A positive workplace culture begins with intolerance for toxic emotional negativity.
  103. 103. 117 “One toxically negative person can drag down morale and productivity of an entire work unit.”
  104. 104. 118 “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.”
  105. 105. 119 The real cost of toxic emotional negativity…
  106. 106. 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 >>>>>>>
  107. 107. $14,500 per year
  108. 108. 122 The simple promise that will change your life… And change your organization…
  109. 109. Work sucks then you quit
  110. 110. The Pickle Challenge has taken on a life of its own!
  111. 111. 126
  112. 112. The Pickle Challenge at Star Valley Medical Center in Afton, WY
  113. 113. 46 RN-BSN students at St. Petersburg College
  114. 114. The pickle party at the Battle Creek VA Medical Center
  115. 115. Palmetto Health Maine Medical Center Make it public and visible
  116. 116. So how are our community colleges doing?
  117. 117. Culture Assessment Survey Questionnaire Completed by 525 Faculty and Staff at Three Iowa Community Colleges
  118. 118. 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
  119. 119. 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
  120. 120. 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
  121. 121. 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?
  122. 122. 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?
  123. 123. 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%
  124. 124. 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 >>>>>>>>
  125. 125. 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!!!!!!!
  126. 126. I certainly hope that you are not okay with that.
  127. 127. 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
  128. 128. 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
  129. 129. 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
  130. 130. 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
  131. 131. 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%
  132. 132. In today’s fast- changing, uncertain, and hypercompetitive world you need
  133. 133. 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
  134. 134. 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!
  135. 135. 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!
  136. 136. Building a culture of ownership
  137. 137. Do you have to start with the right people on the bus?
  138. 138. You can’t always choose who you have on the bus!
  139. 139. You can’t just throw all the “wrong” people off the bus!
  140. 140. You can create a bus that everyone wants to ride
  141. 141. Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand
  142. 142. Passion Enthusiasm, positive attitude, and joy reflected in everyday actions
  143. 143. The one essential quality for a culture of ownership >>>>>>
  144. 144. “If we each do our part, we will change our lives for the better.” 167
  145. 145. “If we all do our parts, we will change our organizations for the better.” 168
  146. 146. “And in changing our organizations, we can change our world for the better.” 169
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