The Governing Board’sRole in Defining Hospital     Values and CultureGeorgia Hospital Association Trustee Conference      ...
Click here for web link
Here’s what we’ll cover today:Part 1: Invisible Architecture™of Your HospitalPart 2: The Board’s Role forHospital Values a...
Part 1 The InvisibleArchitecture™ of Your Hospital                   5
Question #1When did thehealthcare crisisbegin?
Question #2When will thehealthcare crisisend?
This story…              15
Has a happyending!              16
“This is an absolutely fascinatingtime to be in healthcare!However, if you develop a negativeattitude about all that is ha...
Companies that study employeeengagement* consistently find:   ~ 25% fully engaged   ~ 60% not engaged   ~ 15% aggressively...
Engaged:Spark Plugs              21
Not Engaged:Zombies               22
Disengaged:Vampires              23
What Gallup sees…
What patients see…
“Whatever the engaged do, theactively disengaged seek toundo, and that includesproblemsolving, innovation, andcreating new...
Disengagementnegatively effects…
Clinical quality
Patient safety
Patientsatisfaction
Productivity
Marketingimage
Job security
But what’s evenmore tragic...
It has a life-diminishingimpact on the disengaged.
“Disengagement [is] oneof the chief causes ofunderachievement anddepression.”     Edward M. Hallowell, M.D. in HBR, 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
“Going from 30 million engagedworkers to 60 million engagedworkers would change the face ofAmerica more than any leadershi...
If doubling the rate ofemployee engagementwould transformAmerica, what would itdo for your hospital? -
The journey from mereAccountability     to a culture of Ownership
Ac count         able
AccountabilityDoing what you are supposedto do because someone elseexpects it of you. It springsfrom the extrinsic motivat...
You cannot hold people“accountable” for thethings that really matter.
Nobody ever changesthe oil in a rentalcar!
OwnershipDoing what needs to be donebecause you expect it ofyourself. Ownership springsfrom the intrinsic motivationof per...
78,952– avg 5 stars   As 1-11-13, 12:35am   18,771,601 views
“We have hundreds if notthousands of examples…”    790,639
52
Who Owns Left Field?Click here for web link
A word about theassumptions we make.
What do you get whenyou break the word“assume” into itsconstituent parts?
Let’s watch as theword “assumption”gets deconstructed(along with those whomade the assumption)
Click here for web link
InvisibleArchitecture      “Invisible Architecture” is a      trademark of Values Coach Inc.
Invisible architectureis to the soul of yourorganization whatphysical architectureis to its body.
3 stages
Core Values arethe Foundation
Core valuesdefine what youstand for andwhat you won’tstand for
TMC Values …Honor Tradition, Nourish Dreams
Nobody does itbetter than...
70
Zappos Family Core Values1.   Deliver WOW Through Service2.   Embrace and Drive Change3.   Create Fun and A Little Weirdne...
1. Deliver Wow Through ServiceCore Values Frog thinks anything worth doing is worthdoing with WOW. To WOW, CVF differentia...
When’s the last time you calleda 1-800 call center and monthslater remembered the name ofthe person you talked to – andtol...
“People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.”     ...
One of the best investmentsyou can make in yourorganizational values ishelping your people learnskills to better live thei...
A Memory of the FutureComing to Georgia in 2014
When a critical mass ofpeople connect withand act upon their corevalues, they will have apositive impact on…
Corporate culture isthe superstructure
Culture is to theorganization whatpersonality andcharacter are to theindividual.
Same            businessDifferentcultures
Culture is like a patchworkquilt: the art is in makingthe pieces come together ina way that is beautiful andfunctional
You cannot allow peopleto opt-out of culture!
Culture eats strategyfor lunch!
Seven reasonsthat culturetrumps strategy
Reason #1People are loyal toculture, not to strategy
The penny-foolish, pound-wiseculture of Auto-Owners Insurance
Reason #2Culture providesresilience in tough times
Reason #3Culture is more efficientthan strategy
Reason #4Culture creates uniquecompetitive differentiation
Reason #5Culture can galvanize acontrary business strategy
Reason #6Static culture can dooman organization
Reason #7When strategy and culturecollide, culture will win
Your hospital has astrategic plan – but doyou have a cultureplan?
Culture doesn’t changeunless peoplechange, and that isemotionalwork!
Emotional attitudeis the interior décor
101
Emotional climate isdetermined by whatyou expect and whatyou tolerate…                       102
And over time, whatyou tolerate willdominate over whatyou say you expect!                      103
“One toxically negativeperson can drag downmorale and productivityof an entire workunit.”                          104
“It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.”       ...
110
Building aculture ofownership
Do you have to start with theright people on the bus?
You can’t alwayschoose who you haveon the bus!
You can’t just throwall the “wrong”people off the bus!
You can create a bus thateveryone wants to ride
Fairfield Medical Center adoptedthe 8 Florence Characteristics fortheir employment brand
CommitmentTo the values, vision,and mission of theorganization
Commitment ismost importantwhen the goinggets tough...
“We need to see opportunitieswhere others see barriers. Weneed to be cheerleaders whenothers are moaning doom-and-gloom.”
“We need to face problemswith contrarian toughnessbecause it’s in how we solvethose problems that wedifferentiate ourselve...
“Brick walls are notthere to stop you, theyare there to make youprove how much youwant something.”    Randy Pausch: The La...
EngagementWithpatients, coworkers,and with the workitself
At Best Buy, a 0.1%increase in employeeengagement generatesa $100,000 increase ingross store revenue*     * Harvard Busine...
PassionEnthusiasm, positiveattitude, and joyreflected in everydayactionsHow do you calculateROI on a smile like that?
InitiativeA “Proceed UntilApprehended”mindset
Can one personwho takes initiativechange yourorganization?                   135
138
FellowshipFostering a “supportgroup” culture ofrespect and caring
142
PrideIn theorganization, in theprofession, in thework, and in youyourself
Pride is reflected in the answer tothat universal icebreaker question: What do you do?
The most powerful andcost-effective marketingcampaign yourorganization couldever launch!
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.
What could be more boring thanindustrial ventilation systems?
BigAssHospital.com                149
Five of the tools weuse to help hospitalscreate a plan for theInvisible Architecture
Tool #1The Values  Behaviors Outcomes Continuum                           151
Tool #2The 3-minute valuesdrill
Current versionCompassionAdvocacyRespectExcellence                  Values statement of                  a Values Coach cl...
Old version   New versionCompassion    IntegrityAdvocacy      EnthusiasmRespect       LoyaltyExcellence    Stewardship    ...
Tool #3The 6-Word CultureClarificationExercise
This guy made afortune with just6 words!
From a largemedical productscompany                   157
Global company drivenby motivated individuals                           158
Great company, oftenown worst enemy                       159
Process driven crisismanagement creatingdysfunction                        160
How can managersworking in the samecompany have suchdiffering perspectives?
Tool #4The Culture Wheel to sparkthinking about the why, thewhat, and the how ofcultural transformation.                  ...
Tool #5The Florence Prescription isa manifesto for building aculture of ownership on afoundation of values.
More than 400 hospitals and healthcareorganizations and over 100,000 books.                                         168
With The Florence Prescription you can…Get everyone on thesame culture page forjust $5 a book.
Part 2Board’s Role for theHospital’s Invisible  Architecture™                   170
What courageous followers (and trustees) do: Challenge Support                                         172
“Board members are likelyto wear rose tinted glasses.”    Report of the Center for Health Policy and    Research, Universi...
21 questions theboard should ask ofthe executive team                      174
8 questions theboard should askabout the hospital’score values                   175
Question #1Why did we choose thesevalues and do people buyinto them? Do they evenknow them?                       176
Question #2Does our statement ofvalues have heart – is itauthentic – or is itgeneric boilerplate?                         ...
Question #3How does our statementof values differentiate ourhospital in a competitiveenvironment?                         ...
Question #4Are the values we havechosen operationallyrelevant? Are thesocietally relevant?                         179
Question #5How often should werevisit our values? Isnow a good time for athorough review?                         180
Question #6Do we have the courageto enforce our valueswith employees, medicalstaff, board, and others?                    ...
Question #7Do execs use values toinstill the mental andemotional toughness tothrive in the competitivehealthcare environme...
Question #8Should we do training onvalues-based life andleadership skills (e.g. byjoining the ValuesCollaborative)?       ...
Date: February 5, 2013Asheville, NC$149 per person319-624-3889                         184
7 questions theboard should askabout the hospital’sculture                   185
Question #1Do we have a culture planthat complements ourstrategic plan?                       186
Question #3Does our culture toleratebehaviors not consistentwith our values (e.g.gossip is inconsistentwith integrity)?   ...
Question #4Does our culture toleratemanagement by fear andintimidation (despiteDeming’s warning)?                         ...
Question #5How do we collect andshare the stories thathelp to transmit ourculture?                         189
Question #6How do we invokerituals, traditions, celebration, and executivevisibility to fosterculture?                  190
Question #7How do we screen outcultural misfits andinculcate new people?                        191
6 questions theboard should askabout the hospital’sworkplace attitudes                      192
Question #1How do we assessemployeeengagement, how do westack up, and how do weboost it?                 193
Question #2Is our culture dominatedby emotional positivity oris toxic emotionalnegativity evident?                        ...
This question can onlyobjectively be answeredby the Man from Mars…                          195
Question #3Have we established ourzero-tolerancebehaviors, and do wehave the courage toenforce those standards?  196
Question #4How do we deal withpeople in the RutledgeQuadrant (goodskills, bad attitude)?                         197
Question #5How are our attitude andbehavior expectationsconveyed to newemployees (and docs)?                        198
Question #6Are we buying our ownpress clippings?                        199
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013
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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 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.
  • Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013

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

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