Essential Lessons
for Building a Culture
of Ownership
A Special Report for Subscribers to the
Values Coach Culture Mechani...
Having worked with more than
70 organizations in the Values

Collaborative, 500+ hospitals
taking The Florence Challenge,
...
At its very best, a
successful cultural
transformation will

enable you, too, to say…
“I got a whole new team
and didn’t have to change
any of the people.”
Paul Utemark, CEO
Fillmore County Hospital
Geneva, N...
Culture really does eat
strategy for lunch!
View or download the slide show

12 Reasons Culture Eats Strategy
for Lunch at...
Accountability
Doing what you are supposed
to do because someone else
expects it of you. It springs
from the extrinsic mot...
Important Point!

Ownership is not an absence of

accountability – it is a higher
evolution of accountability…
In a culture of ownership you
spend less time, energy, and
resources holding people

accountable because they hold
themsel...
Accountability is of the
left brain.

9
Ownership is of the
right brain.

10
It’s the difference
between…
Holding their feet to the fire
And…
Having them
walk across
hot coals on
their own
In both cases feet are being
held to the fire – the difference
is in whether they are being
held accountable by someone
el...
You cannot hold people
“accountable” for the

things that really matter.
Nobody ever changes
the oil in a rental
car!
Ownership
Doing what needs to be done
because you expect it of

yourself. Ownership springs
from the intrinsic motivation
...
Do your people own
the work or are they
just renting a spot
on the org chart?
In a culture of
ownership the same
job description…
First and foremost a
caregiver…
Last but not least a
janitor…
And in between
whatever else needs
to be done.
Lesson #1

Culture must rest on

a solid foundation of
core values
Lesson #1

Culture must rest on

a solid foundation of
core values
Lesson #1a

The most important

decision is which values to
deem “core” and to define
the expectations created
by those co...
Lesson #1b

Core values define who you

are, what you stand for, and
what you won’t
stand for
Lesson #1c

Engage people with values they
can relate to and avoid the
ultimate sin of boring boilerplate

One of the core...
Lesson #1d

Make them beautiful
Lesson #1e

Organizational values define
strategies while personal

values define culture.
“People who are clearest
about their personal vision
and values are significantly

more committed to their
organizations.”...
Lesson #2

You need a culture

blueprint, roadmap,
or code to define
expectations
Using a construction metaphor, Values
Coach helps clients create a cultural
blueprint for their Invisible Architecture™
It’s a great group exercise that’s fun to do!
It sparks individual and group creativity!
Additional copies of the Cultural
Blueprinting Toolkit Workbook
are available for $29 at
www.SparkStore.com
Lesson #3

Culture change

begins with people
change
Lesson #3a

Culture does not change
until people change…
Lesson #3b

And people will not make
sustained changes in their
attitudes or behaviors

unless there is a personal
benefit...
Lesson #3c

Remember that everyone

listens to the same radio
station: WIIFM, What’s In
It For Me?
A theme of the late Zig...
Lesson #4

It takes a movement
Lesson #4a

Launching a movement is a
lot harder than starting a
program – it is also much

more likely to achieve a
lasti...
Lesson #4b

A movement is launched by
“lone nuts” and accelerated
by “first followers”

View the Derek Sivers

TED Talk on...
Lesson #4b

Achieving critical mass
requires approximately 30%
population commitment.

44
Certified Values Trainers at Sidney Regional Medical
Center – CEO Jason Petik last row on the left
Lesson #4c

You need enough people
moving fast enough to
escape the

negativity, pessimism, cyni
cism, and inertia of the ...
Lesson #5

It must be more

than a “program of
the month”
Lesson #5a

Sustainability requires a

growing core of passionate
“Spark Plugs” who have a
personal stake in cultural
tran...
Lesson #5a (contd.)

And those Spark Plugs need
to have support from their
managers when they are

criticized or ostracize...
Lesson #5b

Avoid identification of the

change process with any
single individual or
“program.”
Lesson #5c

Create “initiative

coherence” by being clear
about how various
projects reinforce one
another
Lesson #6

Give people

practical tools to
help them change
Lesson #6a

Make it fun…
The Pickle Challenge for a More Positive
and Productive Culture
Lesson #6b

Engage people in group
activities, like reading of each
day’s promise from The SelfEmpowerment Pledge that is
...
Watch the YouTube video – half of
these people are not reading it!
Additional Pledge cards and daily
reminder wristbands can be ordered by
calling 319-624-3889 or at:
www.TheFlorenceChallen...
Lesson #6c

Give people a formal way to make
a commitment to desired culture
change – like this Certificate for
The Floren...
And make it
public and
visible
Palmetto Health

Maine Medical Center
Lesson #7

It takes

leadership, top to
bottom

You need leadership in every

corner, not just in the corner office
Lesson #7a

Culture change requires top
down direction and support
AND
Bottom up passion and

innovation
Lesson #7b

People must believe

senior leadership
believes in and is
committed to the

cultural vision
Lesson #7c

Middle management’s mere

support is not enough –
they must be gung ho
champions for change
A tough love message for managers:

The privileges of being a
manager also entail certain
foregone freedoms
When you accept the title and
pay raise, you assume the

responsibility to support a
committed initiative as if it
had bee...
Lesson #8

Resistance and

opposition is
inevitable – deal
with it
Lesson #8a

Embrace the

skeptics, marginalize the
cynics, and plow through
resistance
Lesson #8b

Engage potential critics in

a constructive manner –
encourage them to think
like partners in the
change proce...
Lesson #8c

Marginalize the

negative, bitter, cynical, s
arcastic pickle-suckers
Lesson #8d

You cannot allow

people to opt-out of
positive culture
change!
Lesson #9

Institutionalize the

process
Lesson #9a

Establish rituals and

routines like The Pickle
Challenge and daily
readings from The SelfEmpowerment Pledge
Lesson #9b

Celebrate successes and

share the stories
Lesson #9c

Personal stories resonate

more powerfully than
scripted lectures.
Lesson #9d

Keep it visible:

posters, banners, screensa
vers, newsletter
articles, web pages;
include it at the start of
...
Lesson #9e

Make your culture an

integral element of
recruiting and new
employee onboarding
And one more
thing…
You have to balance
urgency and patience; be
in it for the long haul.
Essential Lessons for Building a Culture of Ownership, for Culture Mechanic
Essential Lessons for Building a Culture of Ownership, for Culture Mechanic
Essential Lessons for Building a Culture of Ownership, for Culture Mechanic
Essential Lessons for Building a Culture of Ownership, for Culture Mechanic
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Essential Lessons for Building a Culture of Ownership, for Culture Mechanic

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This special report for subscribers of the Values Coach Culture Mechanic service summarizes some of the most important lessons we have learned about effective cultural transformation and for building a culture of ownership

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Essential Lessons for Building a Culture of Ownership, for Culture Mechanic

  1. 1. Essential Lessons for Building a Culture of Ownership A Special Report for Subscribers to the Values Coach Culture Mechanic Service Joe Tye, Values Coach Inc. Copyright © 2014, Values Coach Inc.
  2. 2. Having worked with more than 70 organizations in the Values Collaborative, 500+ hospitals taking The Florence Challenge, and dozens of consulting clients, we have learned a few things about culture change!
  3. 3. At its very best, a successful cultural transformation will enable you, too, to say…
  4. 4. “I got a whole new team and didn’t have to change any of the people.” Paul Utemark, CEO Fillmore County Hospital Geneva, Nebraska A Values Coach Client
  5. 5. Culture really does eat strategy for lunch! View or download the slide show 12 Reasons Culture Eats Strategy for Lunch at this link
  6. 6. 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.
  7. 7. Important Point! Ownership is not an absence of accountability – it is a higher evolution of accountability…
  8. 8. In a culture of ownership you spend less time, energy, and resources holding people accountable because they hold themselves accountable…
  9. 9. Accountability is of the left brain. 9
  10. 10. Ownership is of the right brain. 10
  11. 11. It’s the difference between…
  12. 12. Holding their feet to the fire
  13. 13. And…
  14. 14. Having them walk across hot coals on their own
  15. 15. In both cases feet are being held to the fire – the difference is in whether they are being held accountable by someone else or doing it from a sense of intrinsic commitment.
  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. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
  19. 19. Do your people own the work or are they just renting a spot on the org chart?
  20. 20. In a culture of ownership the same job description…
  21. 21. First and foremost a caregiver…
  22. 22. Last but not least a janitor…
  23. 23. And in between whatever else needs to be done.
  24. 24. Lesson #1 Culture must rest on a solid foundation of core values
  25. 25. Lesson #1 Culture must rest on a solid foundation of core values
  26. 26. Lesson #1a The most important decision is which values to deem “core” and to define the expectations created by those core values.
  27. 27. Lesson #1b Core values define who you are, what you stand for, and what you won’t stand for
  28. 28. Lesson #1c Engage people with values they can relate to and avoid the ultimate sin of boring boilerplate One of the core values of Integrated DNA Technologies Inc.
  29. 29. Lesson #1d Make them beautiful
  30. 30. Lesson #1e Organizational values define strategies while personal values define culture.
  31. 31. “People who are clearest about their personal vision and values are significantly more committed to their organizations.” James Kouzes and Barry Posner: 31 A Leader's Legacy
  32. 32. Lesson #2 You need a culture blueprint, roadmap, or code to define expectations
  33. 33. Using a construction metaphor, Values Coach helps clients create a cultural blueprint for their Invisible Architecture™
  34. 34. It’s a great group exercise that’s fun to do!
  35. 35. It sparks individual and group creativity!
  36. 36. Additional copies of the Cultural Blueprinting Toolkit Workbook are available for $29 at www.SparkStore.com
  37. 37. Lesson #3 Culture change begins with people change
  38. 38. Lesson #3a Culture does not change until people change…
  39. 39. Lesson #3b And people will not make sustained changes in their attitudes or behaviors unless there is a personal benefit to doing so.
  40. 40. Lesson #3c Remember that everyone listens to the same radio station: WIIFM, What’s In It For Me? A theme of the late Zig Ziglar
  41. 41. Lesson #4 It takes a movement
  42. 42. Lesson #4a Launching a movement is a lot harder than starting a program – it is also much more likely to achieve a lasting positive impact
  43. 43. Lesson #4b A movement is launched by “lone nuts” and accelerated by “first followers” View the Derek Sivers TED Talk on How to Start a Movement at this link
  44. 44. Lesson #4b Achieving critical mass requires approximately 30% population commitment. 44
  45. 45. Certified Values Trainers at Sidney Regional Medical Center – CEO Jason Petik last row on the left
  46. 46. Lesson #4c You need enough people moving fast enough to escape the negativity, pessimism, cyni cism, and inertia of the past
  47. 47. Lesson #5 It must be more than a “program of the month”
  48. 48. Lesson #5a Sustainability requires a growing core of passionate “Spark Plugs” who have a personal stake in cultural transformation.
  49. 49. Lesson #5a (contd.) And those Spark Plugs need to have support from their managers when they are criticized or ostracized by toxically negative coworkers.
  50. 50. Lesson #5b Avoid identification of the change process with any single individual or “program.”
  51. 51. Lesson #5c Create “initiative coherence” by being clear about how various projects reinforce one another
  52. 52. Lesson #6 Give people practical tools to help them change
  53. 53. Lesson #6a Make it fun…
  54. 54. The Pickle Challenge for a More Positive and Productive Culture
  55. 55. Lesson #6b Engage people in group activities, like reading of each day’s promise from The SelfEmpowerment Pledge that is taking place in organizations everywhere… View the slide show for The SelfEmpowerment Pledge at this link
  56. 56. Watch the YouTube video – half of these people are not reading it!
  57. 57. Additional Pledge cards and daily reminder wristbands can be ordered by calling 319-624-3889 or at: www.TheFlorenceChallenge.com
  58. 58. Lesson #6c Give people a formal way to make a commitment to desired culture change – like this Certificate for The Florence Challenge, which is a commitment to being emotionally positive, self empowered, and fully engaged.
  59. 59. And make it public and visible Palmetto Health Maine Medical Center
  60. 60. Lesson #7 It takes leadership, top to bottom You need leadership in every corner, not just in the corner office
  61. 61. Lesson #7a Culture change requires top down direction and support AND Bottom up passion and innovation
  62. 62. Lesson #7b People must believe senior leadership believes in and is committed to the cultural vision
  63. 63. Lesson #7c Middle management’s mere support is not enough – they must be gung ho champions for change
  64. 64. A tough love message for managers: The privileges of being a manager also entail certain foregone freedoms
  65. 65. When you accept the title and pay raise, you assume the responsibility to support a committed initiative as if it had been your own idea.
  66. 66. Lesson #8 Resistance and opposition is inevitable – deal with it
  67. 67. Lesson #8a Embrace the skeptics, marginalize the cynics, and plow through resistance
  68. 68. Lesson #8b Engage potential critics in a constructive manner – encourage them to think like partners in the change process
  69. 69. Lesson #8c Marginalize the negative, bitter, cynical, s arcastic pickle-suckers
  70. 70. Lesson #8d You cannot allow people to opt-out of positive culture change!
  71. 71. Lesson #9 Institutionalize the process
  72. 72. Lesson #9a Establish rituals and routines like The Pickle Challenge and daily readings from The SelfEmpowerment Pledge
  73. 73. Lesson #9b Celebrate successes and share the stories
  74. 74. Lesson #9c Personal stories resonate more powerfully than scripted lectures.
  75. 75. Lesson #9d Keep it visible: posters, banners, screensa vers, newsletter articles, web pages; include it at the start of every meeting.
  76. 76. Lesson #9e Make your culture an integral element of recruiting and new employee onboarding
  77. 77. And one more thing…
  78. 78. You have to balance urgency and patience; be in it for the long haul.
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