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Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013

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Slides used by Values Coach CEO Joe Tye in his presentation for the annual Trustee Conference of the Georgia Hospital Association, including questions trustees should ask about the values and culture …

Slides used by Values Coach CEO Joe Tye in his presentation for the annual Trustee Conference of the Georgia Hospital Association, including questions trustees should ask about the values and culture of their hospitals.


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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.
  • Transcript

    • 1. The Governing Board’sRole in Defining Hospital Values and CultureGeorgia Hospital Association Trustee Conference January 11, 2013 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2013, Values Coach Inc.
    • 2. Click here for web link
    • 3. Here’s what we’ll cover today:Part 1: Invisible Architecture™of Your HospitalPart 2: The Board’s Role forHospital Values and CultureQuestions
    • 4. Part 1 The InvisibleArchitecture™ of Your Hospital 5
    • 5. Question #1When did thehealthcare crisisbegin?
    • 6. Question #2When will thehealthcare crisisend?
    • 7. This story… 15
    • 8. Has a happyending! 16
    • 9. “This is an absolutely fascinatingtime to be in healthcare!However, if you develop a negativeattitude about all that is happeningand changing, you will probably endup losing big time!” Chuck Lauer, yesterday in his Insights blog
    • 10. Companies that study employeeengagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged* e.g. Gallup, HR Solutions, Press Ganey
    • 11. Engaged:Spark Plugs 21
    • 12. Not Engaged:Zombies 22
    • 13. Disengaged:Vampires 23
    • 14. What Gallup sees…
    • 15. What patients see…
    • 16. “Whatever the engaged do, theactively disengaged seek toundo, and that includesproblemsolving, innovation, andcreating new customers...”
    • 17. Disengagementnegatively effects…
    • 18. Clinical quality
    • 19. Patient safety
    • 20. Patientsatisfaction
    • 21. Productivity
    • 22. Marketingimage
    • 23. Job security
    • 24. But what’s evenmore tragic...
    • 25. It has a life-diminishingimpact on the disengaged.
    • 26. “Disengagement [is] oneof the chief causes ofunderachievement anddepression.” Edward M. Hallowell, M.D. in HBR, 12-10
    • 27. The Attitude Bell Curve
    • 28. A Real World Sarah Rutledge Story
    • 29. “Going from 30 million engagedworkers to 60 million engagedworkers would change the face ofAmerica more than any leadershipinstitution, trillions of stimulusdollars, or any law or policyimaginable.” Jim Clifton: The Coming Jobs War
    • 30. If doubling the rate ofemployee engagementwould transformAmerica, what would itdo for your hospital? -
    • 31. The journey from mereAccountability to a culture of Ownership
    • 32. Ac count able
    • 33. AccountabilityDoing what you are supposedto do because someone elseexpects it of you. It springsfrom the extrinsic motivationof reward and punishment.
    • 34. You cannot hold people“accountable” for thethings that really matter.
    • 35. Nobody ever changesthe oil in a rentalcar!
    • 36. OwnershipDoing what needs to be donebecause you expect it ofyourself. Ownership springsfrom the intrinsic motivationof personal pride.
    • 37. 78,952– avg 5 stars As 1-11-13, 12:35am 18,771,601 views
    • 38. “We have hundreds if notthousands of examples…” 790,639
    • 39. 52
    • 40. Who Owns Left Field?Click here for web link
    • 41. A word about theassumptions we make.
    • 42. What do you get whenyou break the word“assume” into itsconstituent parts?
    • 43. Let’s watch as theword “assumption”gets deconstructed(along with those whomade the assumption)
    • 44. Click here for web link
    • 45. InvisibleArchitecture “Invisible Architecture” is a trademark of Values Coach Inc.
    • 46. Invisible architectureis to the soul of yourorganization whatphysical architectureis to its body.
    • 47. 3 stages
    • 48. Core Values arethe Foundation
    • 49. Core valuesdefine what youstand for andwhat you won’tstand for
    • 50. TMC Values …Honor Tradition, Nourish Dreams
    • 51. Nobody does itbetter than...
    • 52. 70
    • 53. Zappos Family Core Values1. Deliver WOW Through Service2. Embrace and Drive Change3. Create Fun and A Little Weirdness4. Be Adventurous, Creative, and Open-Minded5. Pursue Growth and Learning6. Build Open and Honest Relationships With Communication7. Build a Positive Team and Family Spirit8. Do More With Less9. Be Passionate and Determined10. Be Humble Source: Zappos website
    • 54. 1. Deliver Wow Through ServiceCore Values Frog thinks anything worth doing is worthdoing with WOW. To WOW, CVF differentiates himself bydoing things in an unconventional and innovative way.He goes above and beyond the average level of service tocreate an emotional impact on thereceiver and give them a positivestory they can take with them therest of their lives. Source: Zappos website
    • 55. When’s the last time you calleda 1-800 call center and monthslater remembered the name ofthe person you talked to – andtold anyone who would listenyour story?
    • 56. “People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.” James Kouzes and Barry Posner: A Leaders Legacy 74
    • 57. One of the best investmentsyou can make in yourorganizational values ishelping your people learnskills to better live theirpersonal values
    • 58. A Memory of the FutureComing to Georgia in 2014
    • 59. When a critical mass ofpeople connect withand act upon their corevalues, they will have apositive impact on…
    • 60. Corporate culture isthe superstructure
    • 61. Culture is to theorganization whatpersonality andcharacter are to theindividual.
    • 62. Same businessDifferentcultures
    • 63. Culture is like a patchworkquilt: the art is in makingthe pieces come together ina way that is beautiful andfunctional
    • 64. You cannot allow peopleto opt-out of culture!
    • 65. Culture eats strategyfor lunch!
    • 66. Seven reasonsthat culturetrumps strategy
    • 67. Reason #1People are loyal toculture, not to strategy
    • 68. The penny-foolish, pound-wiseculture of Auto-Owners Insurance
    • 69. Reason #2Culture providesresilience in tough times
    • 70. Reason #3Culture is more efficientthan strategy
    • 71. Reason #4Culture creates uniquecompetitive differentiation
    • 72. Reason #5Culture can galvanize acontrary business strategy
    • 73. Reason #6Static culture can dooman organization
    • 74. Reason #7When strategy and culturecollide, culture will win
    • 75. Your hospital has astrategic plan – but doyou have a cultureplan?
    • 76. Culture doesn’t changeunless peoplechange, and that isemotionalwork!
    • 77. Emotional attitudeis the interior décor
    • 78. 101
    • 79. Emotional climate isdetermined by whatyou expect and whatyou tolerate… 102
    • 80. And over time, whatyou tolerate willdominate over whatyou say you expect! 103
    • 81. “One toxically negativeperson can drag downmorale and productivityof an entire workunit.” 104
    • 82. “It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.” 105
    • 83. 110
    • 84. Building aculture ofownership
    • 85. Do you have to start with theright people on the bus?
    • 86. You can’t alwayschoose who you haveon the bus!
    • 87. You can’t just throwall the “wrong”people off the bus!
    • 88. You can create a bus thateveryone wants to ride
    • 89. Fairfield Medical Center adoptedthe 8 Florence Characteristics fortheir employment brand
    • 90. CommitmentTo the values, vision,and mission of theorganization
    • 91. Commitment ismost importantwhen the goinggets tough...
    • 92. “We need to see opportunitieswhere others see barriers. Weneed to be cheerleaders whenothers are moaning doom-and-gloom.”
    • 93. “We need to face problemswith contrarian toughnessbecause it’s in how we solvethose problems that wedifferentiate ourselvesfrom everyone else.”
    • 94. “Brick walls are notthere to stop you, theyare there to make youprove how much youwant something.” Randy Pausch: The Last Lecture
    • 95. EngagementWithpatients, coworkers,and with the workitself
    • 96. At Best Buy, a 0.1%increase in employeeengagement generatesa $100,000 increase ingross store revenue* * Harvard Business Review, October 2010
    • 97. PassionEnthusiasm, positiveattitude, and joyreflected in everydayactionsHow do you calculateROI on a smile like that?
    • 98. InitiativeA “Proceed UntilApprehended”mindset
    • 99. Can one personwho takes initiativechange yourorganization? 135
    • 100. 138
    • 101. FellowshipFostering a “supportgroup” culture ofrespect and caring
    • 102. 142
    • 103. PrideIn theorganization, in theprofession, in thework, and in youyourself
    • 104. Pride is reflected in the answer tothat universal icebreaker question: What do you do?
    • 105. The most powerful andcost-effective marketingcampaign yourorganization couldever launch!
    • 106. What do you do?Thanks for asking!I’m good at what I do.I love what I do. I’m proudof what I do. What I do isimportant.
    • 107. What could be more boring thanindustrial ventilation systems?
    • 108. BigAssHospital.com 149
    • 109. Five of the tools weuse to help hospitalscreate a plan for theInvisible Architecture
    • 110. Tool #1The Values  Behaviors Outcomes Continuum 151
    • 111. Tool #2The 3-minute valuesdrill
    • 112. Current versionCompassionAdvocacyRespectExcellence Values statement of a Values Coach client
    • 113. Old version New versionCompassion IntegrityAdvocacy EnthusiasmRespect LoyaltyExcellence Stewardship Ownership Fun
    • 114. Tool #3The 6-Word CultureClarificationExercise
    • 115. This guy made afortune with just6 words!
    • 116. From a largemedical productscompany 157
    • 117. Global company drivenby motivated individuals 158
    • 118. Great company, oftenown worst enemy 159
    • 119. Process driven crisismanagement creatingdysfunction 160
    • 120. How can managersworking in the samecompany have suchdiffering perspectives?
    • 121. Tool #4The Culture Wheel to sparkthinking about the why, thewhat, and the how ofcultural transformation. 162
    • 122. Tool #5The Florence Prescription isa manifesto for building aculture of ownership on afoundation of values.
    • 123. More than 400 hospitals and healthcareorganizations and over 100,000 books. 168
    • 124. With The Florence Prescription you can…Get everyone on thesame culture page forjust $5 a book.
    • 125. Part 2Board’s Role for theHospital’s Invisible Architecture™ 170
    • 126. What courageous followers (and trustees) do: Challenge Support 172
    • 127. “Board members are likelyto wear rose tinted glasses.” Report of the Center for Health Policy and Research, University of Iowa 173
    • 128. 21 questions theboard should ask ofthe executive team 174
    • 129. 8 questions theboard should askabout the hospital’score values 175
    • 130. Question #1Why did we choose thesevalues and do people buyinto them? Do they evenknow them? 176
    • 131. Question #2Does our statement ofvalues have heart – is itauthentic – or is itgeneric boilerplate? 177
    • 132. Question #3How does our statementof values differentiate ourhospital in a competitiveenvironment? 178
    • 133. Question #4Are the values we havechosen operationallyrelevant? Are thesocietally relevant? 179
    • 134. Question #5How often should werevisit our values? Isnow a good time for athorough review? 180
    • 135. Question #6Do we have the courageto enforce our valueswith employees, medicalstaff, board, and others? 181
    • 136. Question #7Do execs use values toinstill the mental andemotional toughness tothrive in the competitivehealthcare environment? 182
    • 137. Question #8Should we do training onvalues-based life andleadership skills (e.g. byjoining the ValuesCollaborative)? 183
    • 138. Date: February 5, 2013Asheville, NC$149 per person319-624-3889 184
    • 139. 7 questions theboard should askabout the hospital’sculture 185
    • 140. Question #1Do we have a culture planthat complements ourstrategic plan? 186
    • 141. Question #3Does our culture toleratebehaviors not consistentwith our values (e.g.gossip is inconsistentwith integrity)? 187
    • 142. Question #4Does our culture toleratemanagement by fear andintimidation (despiteDeming’s warning)? 188
    • 143. Question #5How do we collect andshare the stories thathelp to transmit ourculture? 189
    • 144. Question #6How do we invokerituals, traditions, celebration, and executivevisibility to fosterculture? 190
    • 145. Question #7How do we screen outcultural misfits andinculcate new people? 191
    • 146. 6 questions theboard should askabout the hospital’sworkplace attitudes 192
    • 147. Question #1How do we assessemployeeengagement, how do westack up, and how do weboost it? 193
    • 148. Question #2Is our culture dominatedby emotional positivity oris toxic emotionalnegativity evident? 194
    • 149. This question can onlyobjectively be answeredby the Man from Mars… 195
    • 150. Question #3Have we established ourzero-tolerancebehaviors, and do wehave the courage toenforce those standards? 196
    • 151. Question #4How do we deal withpeople in the RutledgeQuadrant (goodskills, bad attitude)? 197
    • 152. Question #5How are our attitude andbehavior expectationsconveyed to newemployees (and docs)? 198
    • 153. Question #6Are we buying our ownpress clippings? 199