0
The Florence
Prescription for a
Culture of Ownership
Montana Health Care Association
September 23, 2013
Joe Tye, CEO and H...
Comment posted on Allnurses.com, 9-18-12
“As an ER nurse I give you all
the credit in the world. I can
tell when residents...
Comment posted on Allnurses.com, 9-18-12
“… I can’t do LTC, I don’t have
the personality for it, so God
bless all of you. ...
Self Made Man by Bobbie Carlyle
6
Key goals for our
morning together
7
Goal #1 – Your Organization
Describe the concept of
Invisible Architecture™
and the why & how of a
culture of ownership
8
Goal #2 – You
Share strategies that will
help you see the lion in
your own mirror
When Sally and I were in the
market for a second home in
Arizona our criteria were:
 Spectacular back yard
 Low to zero ...
And this is our primary
residence, the Solon house
where we lived for the past
20 years and raised our two
children – phot...
Lessons
 Things aren’t what they seem.
 What you really want might be
closer than you think.
 You must be willing to je...
Question #1
When did the
healthcare crisis
begin?
Question #2
When will the
healthcare crisis
end?
23
This story…
24
Has a happy
ending!
The Lady with the
Lamp and the
foundations of
modern healthcare
27
The Crimean War
William Howard Russell
The British Ego
“Surely this is the
Kingdom of Hell.”
“A vast field of
suffering and
misery”
Reverend Sydney
Godolfin Osborne
And we think WE
have a healthcare
crisis!
Laura Fraser in the BBC
television program
Florence Nightingale
“By the end of the war, the
Scutari hospitals had been
transformed into efficiently-
organized, smooth-running
operations....
Florence Nightingale firsts include:
• Medical records
• Laundry and housekeeping
• Infection control
• Nutrition service
...
The first person ever to
calculate cost per patient
day in a hospital!
She understood the rule
no margin, no mission
The first professional long-
term care administrator
After
the war
The [Sidney] Herbert
Hospital, 1866
WWFD – Today?
“Nightingale’s enduring
legacy is socially
relevant because the
profession of nursing
shows signs of losing
its soul; it i...
And it’s not
just nursing!
Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively dise...
Engaged:
Spark Plugs
55
Not Engaged:
Zombies
56
Disengaged:
Vampires
57
Disengagement
negatively effects…
Clinical quality
Patient safety
Patient
satisfaction
Productivity
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
Cynthia Pearsall
Mina Ubbing
CeCe Peters
Let’s take a tour of
your organization’s
brain…
77
BeanCounter
Poet
Management is of the
left brain.
Leadership is of the
right brain.
79
And in today’s
world we need
leaders in every
corner – not just in
the corner office
transactional
Transformational
Rules
Values
Process
Attitude
Plans
Inspires
contracts
Handshakes
Measured
Seen
A Given
A Choice
Inert
Contagious
What you do
Who you are
Boring!
Chaos!
Left Brain
Counts beans
Right brain
creates beans
It’s not accountability
(left brain) OR
ownership (right
brain).
It’s how we interrelate
the two to create a
whole brain culture.
The journey from mere
Accountability
to a culture of
Ownership
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!
Ownership
Doing what needs to be done
because you expect it of
yourself. Ownership springs
from the intrinsic motivation
o...
19,734,525 views
80,976– avg 5 stars
“We have hundreds if not
thousands of examples…” 816,911
104
Invisible
Architecture
“Invisible Architecture” is a
trademark of Values Coach Inc.
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body.
3 stages
TheFoundation
Core values
define what you
stand for and
what you won’t
stand for
The 3-minute values
clarification drill…
The values statement on the wall:
Compassion
Advocacy
Respect
Excellence
The cute acronym philosophy
for creating values s...
Old version
Compassion
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardship
Ownership
Fun
From…
Compassion
Advocacy
Respect
Excellence
To…
Nobody does it
better than...
119
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...
The guiding insights behind
our work at Values Coach…
122
Values
are
Personal
125
“People who are clearest
about their personal vision
and values are significantly
more committed to their
organization...
Nobody learns
everything they
need to know in
kindergarten!
Created by Values Trainers at
Fillmore County Hospital
Certified Values Trainers – Sidney Regional Medical Center
Fillmore County Hospital
CEO Paul Utemark said he
got a whole new team and
didn’t have to change any
of the people.
The deepest human values
transcend political and
religious beliefs, ethnic
heritage, social class, and
every other superfi...
After all, who wants
to be a phony?
Core Action Value #1
is Authenticity
And don’t people who live
their values inspire and
influence others?
Core Action Value
#12 is Leadership
Core Action Values 1-6:
Laying a Solid
Foundation
Core Action Value #1
Authenticity
The Cornerstones:
1. Self-Awareness
2. Self-Mastery
3. Self-Belief
4. Self-Truth
Core Action Value #2
Integrity
The Cornerstones:
1. Honesty
2. Reliability
3. Humility
4. Stewardship
Core Action Value #3
Awareness
The Cornerstones:
1. Mindfulness
2. Objectivity
3. Empathy
4. Reflection
Core Action Value #4
Courage
The Cornerstones:
1. Confrontation
2. Transformation
3. Action
4. Connection
Core Action Value #5
Perseverance
The Cornerstones:
1. Preparation
2. Perspective
3. Toughness
4. Learning
Core Action Value #6
Faith
The Cornerstones:
1. Gratitude
2. Forgiveness
3. Love
4. Spirituality
Core Action Values 7-12:
Taking Effective
Action
Core Action Value #7
Purpose
The Cornerstones:
1. Aspiration
2. Intentionality
3. Selflessness
4. Balance
Core Action Value #8
Vision
The Cornerstones:
1. Attention
2. Imagination
3. Articulation
4. Belief
Core Action Value #9
Focus
The Cornerstones:
1. Target
2. Concentration
3. Speed
4. Momentum
Core Action Value #10
Enthusiasm
The Cornerstones:
1. Attitude
2. Energy
3. Curiosity
4. Humor
Core Action Value #11
Service
The Cornerstones:
1. Helpfulness
2. Charity
3. Compassion
4. Renewal
Core Action Value #12
Leadership
The Cornerstones:
1. Expectations
2. Example
3. Encouragement
4. Celebration
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
12 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
Getting a job at the Zappos
call center is more
competitive than gaining
admission to Harvard
Reason #2
Culture provides
resilience in
tough times
A resilient culture was more
important than new strategies
in saving Starbucks
“The only assets we have as
a company [are] our values,
our culture and guiding
principles, and the reservoir
of trust wit...
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…
This is the Nordstrom policy
manual in its entirety…
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
Your culture is
your brand!
- Tony Hsieh
Reason #5
Culture can spark
a contrarian
business strategy
From a Glamour magazine article – NOT a paid ad!
“Celebrities from Kristen Bell to the
Jonas Brothers to Heather Graham ha...
You cannot buy publicity
like that at any price –
you earn it with a great
mission and a powerful
culture.
Reason #6
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 #7
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.
Home Depot’s board wanted
so badly to get rid of
Nardelli that they paid him
a quarter of a billion dollars
just to make h...
Reason #8
Cultural miscues
are more damaging
than strategic ones
Not fixing Dave Carroll’s
guitar cost United $millions
Not to mention the damage to
the company’s already bad
reputation for customer
service…
And the airline’s already
troubled employee relations
(they are the ones taking the
brunt of customer ire).
Reason #9
Strategies can be
copied but no one
can copy your
culture
All the major air carriers
copied the Southwest
business model: but they all
failed the culture test.
Reason #10
Culture provides
greater discipline
than disciplinary
action does
We don’t need to
tell people they
can’t smoke in
our buildings or
discipline them
when they do –
coworkers will
take care ...
People too young to remember these
days hardly believe it when you tell
them about it.
Reason #11
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 #12
Culture will have a
significant impact on
your future bottom line.
Your bottom line next year
will largely be determined by
your current strategies; your
bottom line in the following
years ...
“Every organization has a
culture. Unfortunately,
many, if not most, cultures
develop by happenstance...”
Pamela Bilbrey a...
Your organization has a
strategic plan – but do
you have a culture plan?
The 6-word culture
clarification drill
208
Hemingway wrote a
short story in just 6
words
And this guy made a
fortune with just 6
words
210
From a large
medical products
company
211
Version 1
Global company driven
by motivated individuals
212
Version 2
Great company, often
own worst enemy
213
Version 3
Process driven crisis
management creating
dysfunction
214
From a large
academic
medical center
215
Version 1
Heartfelt commitment
unifies a dynamic
culture
216
Version 2
Sailing in turbulent
waters rudders aligned
217
Version 3
Dedicated employees
deflated by overwhelming
obstacles
How can managers working in
the same organization have
such differing perceptions!?!?
Entrepreneurial small business
We’re tough
We’re focused
We win
Nobody does it
better than...
Southwest Airlines Motto
Servant’s Heart, Warrior Spirit,
Fun-Loving Attitude
The greatest
culture change
story of all time
Are you old enough to
remember these days?
Back then people smoked
everywhere!
When Dr. C. Everett Koop called for a
smoke-free society in 1986 it was an
“impossible” goal
What happens to
someone who lights
up in a public place
today?
We don’t need to
tell people they
can’t smoke in
our buildings or
discipline them
when they do –
coworkers will
take care ...
A Key Point!
You cannot allow
people to opt-out of
positive culture
change!
Culture doesn’t change
unless people change,
and that is
emotional
work!
TheInterior
People don’t care how much
you know until they know how
much you care…
236
Emotional climate is
determined by what
you expect and what
you tolerate…
237
And over time, what
you tolerate will
dominate over what
you say you expect!
238
A positive workplace
culture begins with
intolerance for toxic
emotional negativity.
239
“One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”
240
“It is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
tolerated...
245
Harlan County Hospital
Brodstone
Memorial Hospital
Alverno Clinical Laboratories
White River
Health System
Mr. Pickle Jr.
Values Coach
office
Sidney Regional Medical Center
The Pickle Challenge at Star Valley
Medical Center in Afton, WY
The pickle party at the Battle
Creek VA Medical Center
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
It begins with a
shared vision…
261
Essential qualities
for promoting a
culture of
ownership
Fairfield Medical Center adopted
the 8 Florence Characteristics for
their employment brand
Commitment
To the values, vision, and
mission of the organization
Commitment is
most important
when the going
gets tough...
“We need to see opportunities
where others see barriers. We
need to be cheerleaders when
others are moaning doom-
and-gloo...
“We need to face problems
with contrarian toughness
because it’s in how we solve
those problems that we
differentiate ours...
“Brick walls are not
there to stop you, they
are there to make you
prove how much you
want something.”
Randy Pausch: The L...
Engagement
With patients, coworkers,
and with the work itself
At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard Busine...
Passion
Enthusiasm, positive
attitude, and joy reflected
in everyday actions
Initiative
Don’t wait around to be
“empowered” – Proceed
Until Apprehended!
This giant poster greeted me when I arrived
at Star Valley Medical Center for our course
on The Twelve Core Action Values
279
Can one person
who takes initiative
change your
organization?
282
Fellowship
Because (as Mother Teresa
reminded us) we are all
children of the same God
The root of the word
integrity is “integer” –
one unified whole
288
Pride
In your organization, in
your profession, in your
work, and in yourself
Pride is reflected in the answer to
that universal icebreaker question:
What do
you do?
What do you do?
Thanks for asking!
I’m good at what I do.
I love what I do.
I’m proud of what I do.
What I do is important.
What could be more boring than
industrial ventilation systems?
Part 2 – Seeing
the Lion in Your
Mirror
Breaking through the
invisible ceiling on the
performance potential
of your people and of
your organization
1. Reprogramming
negative self-talk
What is the first
word that a child
learns to say?
2. Checking the
emotional baggage
306
3. Defining your
memories of the
future
310
Joe’s Youroscope
A breakthrough concept
emerges back at the office
today. A great day to make
a difference, make a friend,...
Joe’s Youroscope (contd.)
A great new opportunity will
come from out of the blue,
but it will be well-disguised –
so pay a...
Joe’s Youroscope (contd.)
Call your
Mom
316
You can remember the
future more clearly and
more accurately than you
can remember the past.
317
The difference
between wishful
thinking and
positive thinking…
318
Wishful thinking is
hoping for something and
waiting for someone else
to make it happen.
319
The new American Dream
320
Positive thinking is
expecting something and
working to make it
happen.
321
Wear your Dream next to
your heart
322
Five times every morning
and two things every day.
323
A Memory of the Future
creates healthy cognitive
dissonance
324
325
Imagination is like any
other muscle – it gets
stronger when you use it
and atrophies when you
don’t
326
The 6-As for
creating Memories
of the Future
327
1. Aspiration
You gotta want it –
without ambition we
would all still be hunting
and gathering.
328
3. Articulation
You need to describe
your dream in a way that
others can see it.
329
3. Affirmation
Because we dream in
pictures but we worry in
words.
330
4. Asking
The Aladdin Factor is
asking the right question
of the right person
at the right time.
331
5. Action
Action transforms fear
into fire; accumulation of
many small actions yields
big results.
332
6. Adaptation
Because, as von Moltke
said, no plan survives
contact with the enemy.
333
Every great accomplishment
was once the “impossible
dream” of a dreamer who
simply refused to quit when
things got tou...
334
Expect a miracle: but
don’t give the universe a
deadline!
4. Overcoming
anxiety, fear, and
worry
“Courage is the most
important of all virtues,
because it makes all of the
other virtues possible.”
Winston Churchill
“Courage is all of the other
virtues at the point at
which they are tested.”
C.S. Lewis
Can one person
with courage
change the world?
The 9/12
difference
Anxiety
Fear
Worry
Anxiety
When you are in the thrall
of anxiety (looking out
through the doom glasses)
you don’t see the world as
it is, you see it ...
Three bad things happen
when you in the thrall of
anxiety…
Bad Thing #1
Memory is distorted: past
successes seem small and
insignificant while past
failures seem huge and
certain to...
Bad Thing #2
Perception is distorted: the
dangers facing you are
blown out of proportion
while you underestimate
the resou...
Bad Thing #3
Vision is distorted: you
cannot see the possibilities
for a great outcome
because you are so fixated
on image...
The Performance-Anxiety Curve
Fear
The absence of fear is
not courage!
The absence of fear is…
No Fear,
No Courage…
Worry
Fear can paralyze or it
can catalyze
Fear is an ally when...
…it alerts you to the fact
that you are unprepared
or...
…that you are on the
wrong path in life.
Terror or exhilaration?
Are people afraid of
change?
Give fear a name
and it becomes just
a problem.
It’s easier to solve
problems than it is
to conquer fear.
Fear is a reaction;
courage is a decision.
5. Determination to
pursue your goals
and dreams
Perseverance
Perseverance is
making the courage
decision every day.
“Success is the ability to
bounce from failure to
failure without loss of
enthusiasm.”
- Winston Churchill
Ten Laws of
Adversity
Law #1
The rain will fall and bad
things will happen to good
people – including you
Law #2
Life is a motion picture,
not a snapshot.
Law #3
You must pass through
the valley of the shadow.
Law #4
Falling on your face is
good for your head
Law #5
Whether it’s the best of
times or the worst of times
is your choice
Law #6
One door closes, another
door opens
Law #7
Without the valleys, you
won’t appreciate the
mountains.
Law #8
There are millions of
others who would love to
have your problems
Law #9
Dare most when times
are darkest.
Law #10
Don’t forget to laugh.
“Cursed with cancer,
blessed with friends”
7. Taking the 7
promises of The
Self-Empowerment
Pledge
“I attribute my
success to the fact
that I never gave or
took an excuse.”
Florence Nightingale
THE SELF-EMPOWERMENT
PLEDGE
Copyright © 2010, 2011, Values Coach Inc.
Seven Simple Promises
That Will Change Your Life*
* One for each day of the week.
If you’ve been waiting
for someone else to
empower you, you
should know that…
No one can empower you
but – YOU – and once you
have empowered yourself…
No one can
take that
power away.
The Self-Empowerment
Pledge can give you that
power – but first you need
to invest in yourself…
If you knew it would
change your life for the
better – profoundly and
permanently – would you
invest …
A minute a day for
the next 365 days
Would you give up one
television commercial
a day for a year to
change your life?
If your answer
is yes, here’s
what you need
to do.
Every morning start
your day by making that
day’s promise – which
will take you about
15 seconds.
Repeat the promise
again in in the middle
of your work day.
Once more before you
leave for home.
And one more time right
before you go to bed.
4 x 15 seconds
= 1 minute
Repeat these promises like
you really mean them!
Ready?
Let’s take a look
at the seven
promises…
Monday’s Promise:
Responsibility
Tuesday’s Promise:
Accountability
Wednesday’s Promise:
Determination
Thursday’s Promise:
Contribution
Friday’s Promise:
Resilience
Saturday’s Promise:
Perspective
Sunday’s Promise:
Faith
Here’s WHY
it works…
You keep promising yourself that you
will be responsible, accountable, and
determined; make a contribution, be
resilient i...
Then you catch yourself whining and
complaining, procrastinating, gossipi
ng, blaming others for your
problems, taking whe...
You end up with what
psychologists call…
Cognitive Dissonance
Which is trying to simultaneously
hold two incompatible beliefs
At that point, one of two
things MUST happen.
Either you take the easy
way and stop making
the promises…
Or you keep making the
promises until you begin
to change your attitudes
and your
behaviors.
And as you do that, you
will begin to achieve better
results in every dimension
of your life.
Read these seven promises
one more time…
Now ask yourself these
two questions…
Question #1:
If you personally were to take
these seven promises to heart,
would you be better off than
where you are head...
Question #2:
If everyone where you work made
a good faith effort to live these
seven promises, would you do a
better job o...
If your answer to these
two questions is…
And if you’re
being honest,
that’s what your
answer will be.
Then why wouldn’t you
invest those 365 minutes
in yourself? Do
it, because no one can
empower you
but you.
Will you do it? Will
you give up one TV
commercial a day…
To change
your life?
Key lessons we’ve
learned through our
work on cultural
transformation…
Lesson #1a
Launching a movement is a
lot harder than starting a
program – it is also much
more likely to achieve a
lasting...
437
Lesson #1b
Achieving critical mass
requires approximately 30%
population commitment
Lesson #1c
You need enough people
moving fast enough to
escape negativity,
pessimism, cynicism, and
inertia of the past
Lesson #2a
Top down direction and
support
AND
Bottom up passion and
innovation
Lesson #2b
People must believe
senior leadership
believes in and is
committed to the
cultural vision
Lesson #2c
Middle management’s mere
support is not enough –
they must be gung ho
champions for change
You are here
Lesson #2d
The privileges of being a
manager also entail certain
foregone freedoms
Lesson #3a
Remember what Zig Ziglar
taught us – everyone
listens to the same radio
station: WIIFM
Lesson #3b
The most important battle
isn’t with the competition,
it’s the one each of us
must win against our own
worst en...
Lesson #3c
The collective self-
talk, self-image, and self-
esteem of your people is an
invisible ceiling on your
organiza...
Lesson #4a
Embrace the skeptics,
marginalize the cynics,
and plow through
resistance
Lesson #4b
Engage potential critics in
a constructive manner –
encourage them to think
like partners in the
change process
Lesson #5a
Avoid identification of the
change process with any
single individual or
“program.”
Lesson #5b
Create initiative
coherence by being clear
about how various
projects reinforce one
another
Lesson #5
Celebrate successes
through stories
Lesson #6
Proceed until
apprehended!
“If we each do our
part, we will change
our lives for the
better.”
453
“If we all do our
parts, we will change
our organizations for
the better.”
454
“And in changing our
organizations, we can
change our world for the
better.”
455
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
Montana Health Care Association, The Florence Prescription, presented 9 23-13
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Montana Health Care Association, The Florence Prescription, presented 9 23-13

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Slides used for a presentation on values, culture, and workplace attitude for the Montana Health Care Association by Values Coach CEO and Head Coach Joe Tye.

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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.
  • Laura Fraser plays the role of FN in a BBC made-for-TV movie
  • Laura Fraser plays the role of FN in a BBC made-for-TV movie
  • Transcript of "Montana Health Care Association, The Florence Prescription, presented 9 23-13"

    1. 1. The Florence Prescription for a Culture of Ownership Montana Health Care Association September 23, 2013 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2013, Values Coach Inc.
    2. 2. Comment posted on Allnurses.com, 9-18-12 “As an ER nurse I give you all the credit in the world. I can tell when residents receive loving care, and I feel proud of the nursing profession that includes such wonderful, caring nurses...
    3. 3. Comment posted on Allnurses.com, 9-18-12 “… I can’t do LTC, I don’t have the personality for it, so God bless all of you. I really think you are doing great work.”
    4. 4. Self Made Man by Bobbie Carlyle
    5. 5. 6 Key goals for our morning together
    6. 6. 7 Goal #1 – Your Organization Describe the concept of Invisible Architecture™ and the why & how of a culture of ownership
    7. 7. 8 Goal #2 – You Share strategies that will help you see the lion in your own mirror
    8. 8. When Sally and I were in the market for a second home in Arizona our criteria were:  Spectacular back yard  Low to zero maintenance  Affordable
    9. 9. And this is our primary residence, the Solon house where we lived for the past 20 years and raised our two children – photo taken last April 20…
    10. 10. Lessons  Things aren’t what they seem.  What you really want might be closer than you think.  You must be willing to jettison old baggage to move forward.  There is almost always a way to create a win-win.
    11. 11. Question #1 When did the healthcare crisis begin?
    12. 12. Question #2 When will the healthcare crisis end?
    13. 13. 23 This story…
    14. 14. 24 Has a happy ending!
    15. 15. The Lady with the Lamp and the foundations of modern healthcare
    16. 16. 27 The Crimean War
    17. 17. William Howard Russell
    18. 18. The British Ego
    19. 19. “Surely this is the Kingdom of Hell.”
    20. 20. “A vast field of suffering and misery” Reverend Sydney Godolfin Osborne
    21. 21. And we think WE have a healthcare crisis! Laura Fraser in the BBC television program Florence Nightingale
    22. 22. “By the end of the war, the Scutari hospitals had been transformed into efficiently- organized, smooth-running operations.” Mark Bostridge: Florence Nightingale: The Making of an Icon
    23. 23. Florence Nightingale firsts include: • Medical records • Laundry and housekeeping • Infection control • Nutrition service • Pharmacy • Materials management • Patient library • Medical triage • Nursing uniforms • Chaplain service
    24. 24. The first person ever to calculate cost per patient day in a hospital! She understood the rule no margin, no mission
    25. 25. The first professional long- term care administrator
    26. 26. After the war
    27. 27. The [Sidney] Herbert Hospital, 1866
    28. 28. WWFD – Today?
    29. 29. “Nightingale’s enduring legacy is socially relevant because the profession of nursing shows signs of losing its soul; it is in crisis.” Barbara Montgomery Dossey et al: Florence Nightingale Today: Healing, Leadership, Global Action
    30. 30. And it’s not just nursing!
    31. 31. Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
    32. 32. Engaged: Spark Plugs 55
    33. 33. Not Engaged: Zombies 56
    34. 34. Disengaged: Vampires 57
    35. 35. Disengagement negatively effects…
    36. 36. Clinical quality
    37. 37. Patient safety
    38. 38. Patient satisfaction
    39. 39. Productivity
    40. 40. Marketing image
    41. 41. Turnover (good and bad)
    42. 42. Job security
    43. 43. Disengaged people, especially disengaged managers, are a defect
    44. 44. But what’s even more tragic...
    45. 45. It has a life-diminishing impact on the disengaged.
    46. 46. “Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
    47. 47. Cynthia Pearsall
    48. 48. Mina Ubbing
    49. 49. CeCe Peters
    50. 50. Let’s take a tour of your organization’s brain…
    51. 51. 77
    52. 52. BeanCounter Poet
    53. 53. Management is of the left brain. Leadership is of the right brain. 79
    54. 54. And in today’s world we need leaders in every corner – not just in the corner office
    55. 55. transactional Transformational
    56. 56. Rules Values
    57. 57. Process Attitude
    58. 58. Plans Inspires
    59. 59. contracts Handshakes
    60. 60. Measured Seen
    61. 61. A Given A Choice
    62. 62. Inert Contagious
    63. 63. What you do Who you are
    64. 64. Boring! Chaos!
    65. 65. Left Brain Counts beans
    66. 66. Right brain creates beans
    67. 67. It’s not accountability (left brain) OR ownership (right brain).
    68. 68. It’s how we interrelate the two to create a whole brain culture.
    69. 69. The journey from mere Accountability to a culture of Ownership
    70. 70. Ac count able
    71. 71. 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.
    72. 72. You cannot hold people “accountable” for the things that really matter.
    73. 73. Nobody ever changes the oil in a rental car!
    74. 74. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
    75. 75. 19,734,525 views 80,976– avg 5 stars
    76. 76. “We have hundreds if not thousands of examples…” 816,911
    77. 77. 104
    78. 78. Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
    79. 79. Invisible architecture is to the soul of your organization what physical architecture is to its body.
    80. 80. 3 stages
    81. 81. TheFoundation
    82. 82. Core values define what you stand for and what you won’t stand for
    83. 83. The 3-minute values clarification drill…
    84. 84. The values statement on the wall: Compassion Advocacy Respect Excellence The cute acronym philosophy for creating values statements
    85. 85. Old version Compassion Advocacy Respect Excellence New version Integrity Enthusiasm Loyalty Stewardship Ownership Fun
    86. 86. From… Compassion Advocacy Respect Excellence To…
    87. 87. Nobody does it better than...
    88. 88. 119
    89. 89. 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
    90. 90. 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
    91. 91. The guiding insights behind our work at Values Coach… 122
    92. 92. Values are Personal
    93. 93. 125 “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
    94. 94. Nobody learns everything they need to know in kindergarten!
    95. 95. Created by Values Trainers at Fillmore County Hospital
    96. 96. Certified Values Trainers – Sidney Regional Medical Center
    97. 97. Fillmore County Hospital CEO Paul Utemark said he got a whole new team and didn’t have to change any of the people.
    98. 98. The deepest human values transcend political and religious beliefs, ethnic heritage, social class, and every other superficiality.
    99. 99. After all, who wants to be a phony? Core Action Value #1 is Authenticity
    100. 100. And don’t people who live their values inspire and influence others? Core Action Value #12 is Leadership
    101. 101. Core Action Values 1-6: Laying a Solid Foundation
    102. 102. Core Action Value #1 Authenticity The Cornerstones: 1. Self-Awareness 2. Self-Mastery 3. Self-Belief 4. Self-Truth
    103. 103. Core Action Value #2 Integrity The Cornerstones: 1. Honesty 2. Reliability 3. Humility 4. Stewardship
    104. 104. Core Action Value #3 Awareness The Cornerstones: 1. Mindfulness 2. Objectivity 3. Empathy 4. Reflection
    105. 105. Core Action Value #4 Courage The Cornerstones: 1. Confrontation 2. Transformation 3. Action 4. Connection
    106. 106. Core Action Value #5 Perseverance The Cornerstones: 1. Preparation 2. Perspective 3. Toughness 4. Learning
    107. 107. Core Action Value #6 Faith The Cornerstones: 1. Gratitude 2. Forgiveness 3. Love 4. Spirituality
    108. 108. Core Action Values 7-12: Taking Effective Action
    109. 109. Core Action Value #7 Purpose The Cornerstones: 1. Aspiration 2. Intentionality 3. Selflessness 4. Balance
    110. 110. Core Action Value #8 Vision The Cornerstones: 1. Attention 2. Imagination 3. Articulation 4. Belief
    111. 111. Core Action Value #9 Focus The Cornerstones: 1. Target 2. Concentration 3. Speed 4. Momentum
    112. 112. Core Action Value #10 Enthusiasm The Cornerstones: 1. Attitude 2. Energy 3. Curiosity 4. Humor
    113. 113. Core Action Value #11 Service The Cornerstones: 1. Helpfulness 2. Charity 3. Compassion 4. Renewal
    114. 114. Core Action Value #12 Leadership The Cornerstones: 1. Expectations 2. Example 3. Encouragement 4. Celebration
    115. 115. When a critical mass of people connect with and act upon their core values, they will have a positive impact on…
    116. 116. TheSuperstructure
    117. 117. Culture is to the organization what personality and character are to the individual.
    118. 118. Which diner is most likely to earn your repeat business and have you recommending the place to friends and neighbors?
    119. 119. Or…
    120. 120. This is not a trick question… It’s the reality of competing today.
    121. 121. Same business Different cultures
    122. 122. People pay to shop at Costco…
    123. 123. People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store.
    124. 124. Same business Different cultures
    125. 125. Nap Rap
    126. 126. 12 Reasons Culture Eats Strategy for Lunch
    127. 127. Reason #1 People are loyal to culture, not to strategy
    128. 128. Southwest Airlines didn’t earn the highest loyalty in the industry with its bags fly free and fuel price hedging strategies
    129. 129. Getting a job at the Zappos call center is more competitive than gaining admission to Harvard
    130. 130. Reason #2 Culture provides resilience in tough times
    131. 131. A resilient culture was more important than new strategies in saving Starbucks
    132. 132. “The only assets we have as a company [are] our values, our culture and guiding principles, and the reservoir of trust with our people.” Starbucks CEO Howard Schultz in Harvard Business Review, July-August 2010
    133. 133. Reason #3 Culture is more efficient than strategy
    134. 134. Nordstrom people don’t go above and beyond the call of duty because it’s in a policy…
    135. 135. This is the Nordstrom policy manual in its entirety…
    136. 136. Reason #4 Culture creates competitive differentiation
    137. 137. Les Schwab sells the same tires you can buy anywhere else – but no one can compete with their culture
    138. 138. “Advertising is a tax you pay on having an unremarkable culture.” Robert Stephens, Founder of Geek Squad
    139. 139. Your culture is your brand! - Tony Hsieh
    140. 140. Reason #5 Culture can spark a contrarian business strategy
    141. 141. From a Glamour magazine article – NOT a paid ad! “Celebrities from Kristen Bell to the Jonas Brothers to Heather Graham have all pledged to go barefoot tomorrow -- will you embrace your inner hippie for a truly worthy cause, too?”
    142. 142. You cannot buy publicity like that at any price – you earn it with a great mission and a powerful culture.
    143. 143. Reason #6 A brittle culture can doom even a great organization (or product)
    144. 144. As witnessed by one of the most highly publicized funerals of our time…
    145. 145. The fingers are all pointing in the wrong direction
    146. 146. What really killed Hostess was a culture of labor- management hostility.
    147. 147. Reason #7 When strategy and culture collide, culture will win
    148. 148. Nardelli’s hard-fisted GE strategies increased sales, profits, and stock price…
    149. 149. At the cost of violating its people-centric values and ability to compete for the best talent.
    150. 150. Home Depot’s board wanted so badly to get rid of Nardelli that they paid him a quarter of a billion dollars just to make him go away!
    151. 151. Reason #8 Cultural miscues are more damaging than strategic ones
    152. 152. Not fixing Dave Carroll’s guitar cost United $millions
    153. 153. Not to mention the damage to the company’s already bad reputation for customer service…
    154. 154. And the airline’s already troubled employee relations (they are the ones taking the brunt of customer ire).
    155. 155. Reason #9 Strategies can be copied but no one can copy your culture
    156. 156. All the major air carriers copied the Southwest business model: but they all failed the culture test.
    157. 157. Reason #10 Culture provides greater discipline than disciplinary action does
    158. 158. We don’t need to tell people they can’t smoke in our buildings or discipline them when they do – coworkers will take care of that
    159. 159. People too young to remember these days hardly believe it when you tell them about it.
    160. 160. Reason #11 Culture provides a level of risk prevention that cannot be attained with strategy alone.
    161. 161. Wal-Mart’s culture of low price at any cost has come at a huge cost to the company.
    162. 162. Wal-Mart has spent over $100 million on the investigation of bribery and other ethics scandals.
    163. 163. Sam Walton would be rolling over in his grave!
    164. 164. Reason #12 Culture will have a significant impact on your future bottom line.
    165. 165. Your bottom line next year will largely be determined by your current strategies; your bottom line in the following years will be more influenced by your current culture.
    166. 166. “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
    167. 167. Your organization has a strategic plan – but do you have a culture plan?
    168. 168. The 6-word culture clarification drill
    169. 169. 208 Hemingway wrote a short story in just 6 words
    170. 170. And this guy made a fortune with just 6 words
    171. 171. 210 From a large medical products company
    172. 172. 211 Version 1 Global company driven by motivated individuals
    173. 173. 212 Version 2 Great company, often own worst enemy
    174. 174. 213 Version 3 Process driven crisis management creating dysfunction
    175. 175. 214 From a large academic medical center
    176. 176. 215 Version 1 Heartfelt commitment unifies a dynamic culture
    177. 177. 216 Version 2 Sailing in turbulent waters rudders aligned
    178. 178. 217 Version 3 Dedicated employees deflated by overwhelming obstacles
    179. 179. How can managers working in the same organization have such differing perceptions!?!?
    180. 180. Entrepreneurial small business We’re tough We’re focused We win
    181. 181. Nobody does it better than...
    182. 182. Southwest Airlines Motto Servant’s Heart, Warrior Spirit, Fun-Loving Attitude
    183. 183. The greatest culture change story of all time
    184. 184. Are you old enough to remember these days?
    185. 185. Back then people smoked everywhere!
    186. 186. When Dr. C. Everett Koop called for a smoke-free society in 1986 it was an “impossible” goal
    187. 187. What happens to someone who lights up in a public place today?
    188. 188. We don’t need to tell people they can’t smoke in our buildings or discipline them when they do – coworkers will take care of that
    189. 189. A Key Point! You cannot allow people to opt-out of positive culture change!
    190. 190. Culture doesn’t change unless people change, and that is emotional work!
    191. 191. TheInterior
    192. 192. People don’t care how much you know until they know how much you care…
    193. 193. 236 Emotional climate is determined by what you expect and what you tolerate…
    194. 194. 237 And over time, what you tolerate will dominate over what you say you expect!
    195. 195. 238 A positive workplace culture begins with intolerance for toxic emotional negativity.
    196. 196. 239 “One toxically negative person can drag down morale and productivity of an entire work unit.”
    197. 197. 240 “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.”
    198. 198. 245 Harlan County Hospital Brodstone Memorial Hospital
    199. 199. Alverno Clinical Laboratories
    200. 200. White River Health System
    201. 201. Mr. Pickle Jr. Values Coach office
    202. 202. Sidney Regional Medical Center
    203. 203. The Pickle Challenge at Star Valley Medical Center in Afton, WY
    204. 204. The pickle party at the Battle Creek VA Medical Center
    205. 205. Building a culture of ownership
    206. 206. Do you have to start with the right people on the bus?
    207. 207. You can’t always choose who you have on the bus!
    208. 208. You can’t just throw all the “wrong” people off the bus!
    209. 209. You can create a bus that everyone wants to ride
    210. 210. It begins with a shared vision…
    211. 211. 261
    212. 212. Essential qualities for promoting a culture of ownership
    213. 213. Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand
    214. 214. Commitment To the values, vision, and mission of the organization
    215. 215. Commitment is most important when the going gets tough...
    216. 216. “We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doom- and-gloom.”
    217. 217. “We need to face problems with contrarian toughness because it’s in how we solve those problems that we differentiate ourselves from everyone else.”
    218. 218. “Brick walls are not there to stop you, they are there to make you prove how much you want something.” Randy Pausch: The Last Lecture
    219. 219. Engagement With patients, coworkers, and with the work itself
    220. 220. At Best Buy, a 0.1% increase in employee engagement generates a $100,000 increase in gross store revenue* * Harvard Business Review, October 2010
    221. 221. Passion Enthusiasm, positive attitude, and joy reflected in everyday actions
    222. 222. Initiative Don’t wait around to be “empowered” – Proceed Until Apprehended!
    223. 223. This giant poster greeted me when I arrived at Star Valley Medical Center for our course on The Twelve Core Action Values
    224. 224. 279 Can one person who takes initiative change your organization?
    225. 225. 282
    226. 226. Fellowship Because (as Mother Teresa reminded us) we are all children of the same God
    227. 227. The root of the word integrity is “integer” – one unified whole
    228. 228. 288
    229. 229. Pride In your organization, in your profession, in your work, and in yourself
    230. 230. Pride is reflected in the answer to that universal icebreaker question: What do you do?
    231. 231. What do you do? Thanks for asking! I’m good at what I do. I love what I do. I’m proud of what I do. What I do is important.
    232. 232. What could be more boring than industrial ventilation systems?
    233. 233. Part 2 – Seeing the Lion in Your Mirror
    234. 234. Breaking through the invisible ceiling on the performance potential of your people and of your organization
    235. 235. 1. Reprogramming negative self-talk
    236. 236. What is the first word that a child learns to say?
    237. 237. 2. Checking the emotional baggage
    238. 238. 306
    239. 239. 3. Defining your memories of the future
    240. 240. 310
    241. 241. Joe’s Youroscope A breakthrough concept emerges back at the office today. A great day to make a difference, make a friend, and make a decision and...
    242. 242. Joe’s Youroscope (contd.) A great new opportunity will come from out of the blue, but it will be well-disguised – so pay attention and focus, and…
    243. 243. Joe’s Youroscope (contd.) Call your Mom
    244. 244. 316 You can remember the future more clearly and more accurately than you can remember the past.
    245. 245. 317 The difference between wishful thinking and positive thinking…
    246. 246. 318 Wishful thinking is hoping for something and waiting for someone else to make it happen.
    247. 247. 319 The new American Dream
    248. 248. 320 Positive thinking is expecting something and working to make it happen.
    249. 249. 321 Wear your Dream next to your heart
    250. 250. 322 Five times every morning and two things every day.
    251. 251. 323 A Memory of the Future creates healthy cognitive dissonance
    252. 252. 324
    253. 253. 325 Imagination is like any other muscle – it gets stronger when you use it and atrophies when you don’t
    254. 254. 326 The 6-As for creating Memories of the Future
    255. 255. 327 1. Aspiration You gotta want it – without ambition we would all still be hunting and gathering.
    256. 256. 328 3. Articulation You need to describe your dream in a way that others can see it.
    257. 257. 329 3. Affirmation Because we dream in pictures but we worry in words.
    258. 258. 330 4. Asking The Aladdin Factor is asking the right question of the right person at the right time.
    259. 259. 331 5. Action Action transforms fear into fire; accumulation of many small actions yields big results.
    260. 260. 332 6. Adaptation Because, as von Moltke said, no plan survives contact with the enemy.
    261. 261. 333 Every great accomplishment was once the “impossible dream” of a dreamer who simply refused to quit when things got tough.
    262. 262. 334 Expect a miracle: but don’t give the universe a deadline!
    263. 263. 4. Overcoming anxiety, fear, and worry
    264. 264. “Courage is the most important of all virtues, because it makes all of the other virtues possible.” Winston Churchill
    265. 265. “Courage is all of the other virtues at the point at which they are tested.” C.S. Lewis
    266. 266. Can one person with courage change the world?
    267. 267. The 9/12 difference
    268. 268. Anxiety Fear Worry
    269. 269. Anxiety
    270. 270. When you are in the thrall of anxiety (looking out through the doom glasses) you don’t see the world as it is, you see it as you are.
    271. 271. Three bad things happen when you in the thrall of anxiety…
    272. 272. Bad Thing #1 Memory is distorted: past successes seem small and insignificant while past failures seem huge and certain to be repeated.
    273. 273. Bad Thing #2 Perception is distorted: the dangers facing you are blown out of proportion while you underestimate the resources you have.
    274. 274. Bad Thing #3 Vision is distorted: you cannot see the possibilities for a great outcome because you are so fixated on images of doom.
    275. 275. The Performance-Anxiety Curve
    276. 276. Fear
    277. 277. The absence of fear is not courage!
    278. 278. The absence of fear is…
    279. 279. No Fear, No Courage…
    280. 280. Worry
    281. 281. Fear can paralyze or it can catalyze
    282. 282. Fear is an ally when...
    283. 283. …it alerts you to the fact that you are unprepared or...
    284. 284. …that you are on the wrong path in life.
    285. 285. Terror or exhilaration?
    286. 286. Are people afraid of change?
    287. 287. Give fear a name and it becomes just a problem.
    288. 288. It’s easier to solve problems than it is to conquer fear.
    289. 289. Fear is a reaction; courage is a decision.
    290. 290. 5. Determination to pursue your goals and dreams
    291. 291. Perseverance
    292. 292. Perseverance is making the courage decision every day.
    293. 293. “Success is the ability to bounce from failure to failure without loss of enthusiasm.” - Winston Churchill
    294. 294. Ten Laws of Adversity
    295. 295. Law #1 The rain will fall and bad things will happen to good people – including you
    296. 296. Law #2 Life is a motion picture, not a snapshot.
    297. 297. Law #3 You must pass through the valley of the shadow.
    298. 298. Law #4 Falling on your face is good for your head
    299. 299. Law #5 Whether it’s the best of times or the worst of times is your choice
    300. 300. Law #6 One door closes, another door opens
    301. 301. Law #7 Without the valleys, you won’t appreciate the mountains.
    302. 302. Law #8 There are millions of others who would love to have your problems
    303. 303. Law #9 Dare most when times are darkest.
    304. 304. Law #10 Don’t forget to laugh.
    305. 305. “Cursed with cancer, blessed with friends”
    306. 306. 7. Taking the 7 promises of The Self-Empowerment Pledge
    307. 307. “I attribute my success to the fact that I never gave or took an excuse.” Florence Nightingale
    308. 308. THE SELF-EMPOWERMENT PLEDGE Copyright © 2010, 2011, Values Coach Inc.
    309. 309. Seven Simple Promises That Will Change Your Life* * One for each day of the week.
    310. 310. If you’ve been waiting for someone else to empower you, you should know that…
    311. 311. No one can empower you but – YOU – and once you have empowered yourself… No one can take that power away.
    312. 312. The Self-Empowerment Pledge can give you that power – but first you need to invest in yourself…
    313. 313. If you knew it would change your life for the better – profoundly and permanently – would you invest …
    314. 314. A minute a day for the next 365 days
    315. 315. Would you give up one television commercial a day for a year to change your life?
    316. 316. If your answer is yes, here’s what you need to do.
    317. 317. Every morning start your day by making that day’s promise – which will take you about 15 seconds.
    318. 318. Repeat the promise again in in the middle of your work day.
    319. 319. Once more before you leave for home.
    320. 320. And one more time right before you go to bed.
    321. 321. 4 x 15 seconds = 1 minute
    322. 322. Repeat these promises like you really mean them!
    323. 323. Ready?
    324. 324. Let’s take a look at the seven promises…
    325. 325. Monday’s Promise: Responsibility
    326. 326. Tuesday’s Promise: Accountability
    327. 327. Wednesday’s Promise: Determination
    328. 328. Thursday’s Promise: Contribution
    329. 329. Friday’s Promise: Resilience
    330. 330. Saturday’s Promise: Perspective
    331. 331. Sunday’s Promise: Faith
    332. 332. Here’s WHY it works…
    333. 333. You keep promising yourself that you will be responsible, accountable, and determined; make a contribution, be resilient in the face of adversity, have a positive perspective, and that your faith will shine through.
    334. 334. Then you catch yourself whining and complaining, procrastinating, gossipi ng, blaming others for your problems, taking when you should be giving, and pretending that you have no power.
    335. 335. You end up with what psychologists call… Cognitive Dissonance
    336. 336. Which is trying to simultaneously hold two incompatible beliefs
    337. 337. At that point, one of two things MUST happen. Either you take the easy way and stop making the promises…
    338. 338. Or you keep making the promises until you begin to change your attitudes and your behaviors.
    339. 339. And as you do that, you will begin to achieve better results in every dimension of your life.
    340. 340. Read these seven promises one more time…
    341. 341. Now ask yourself these two questions…
    342. 342. Question #1: If you personally were to take these seven promises to heart, would you be better off than where you are headed now – personally, professionally, financially, and spiritually?
    343. 343. Question #2: If everyone where you work made a good faith effort to live these seven promises, would you do a better job of serving customers and of supporting each other?
    344. 344. If your answer to these two questions is… And if you’re being honest, that’s what your answer will be.
    345. 345. Then why wouldn’t you invest those 365 minutes in yourself? Do it, because no one can empower you but you.
    346. 346. Will you do it? Will you give up one TV commercial a day… To change your life?
    347. 347. Key lessons we’ve learned through our work on cultural transformation…
    348. 348. Lesson #1a Launching a movement is a lot harder than starting a program – it is also much more likely to achieve a lasting positive impact
    349. 349. 437 Lesson #1b Achieving critical mass requires approximately 30% population commitment
    350. 350. Lesson #1c You need enough people moving fast enough to escape negativity, pessimism, cynicism, and inertia of the past
    351. 351. Lesson #2a Top down direction and support AND Bottom up passion and innovation
    352. 352. Lesson #2b People must believe senior leadership believes in and is committed to the cultural vision
    353. 353. Lesson #2c Middle management’s mere support is not enough – they must be gung ho champions for change
    354. 354. You are here
    355. 355. Lesson #2d The privileges of being a manager also entail certain foregone freedoms
    356. 356. Lesson #3a Remember what Zig Ziglar taught us – everyone listens to the same radio station: WIIFM
    357. 357. Lesson #3b The most important battle isn’t with the competition, it’s the one each of us must win against our own worst enemies
    358. 358. Lesson #3c The collective self- talk, self-image, and self- esteem of your people is an invisible ceiling on your organization's potential
    359. 359. Lesson #4a Embrace the skeptics, marginalize the cynics, and plow through resistance
    360. 360. Lesson #4b Engage potential critics in a constructive manner – encourage them to think like partners in the change process
    361. 361. Lesson #5a Avoid identification of the change process with any single individual or “program.”
    362. 362. Lesson #5b Create initiative coherence by being clear about how various projects reinforce one another
    363. 363. Lesson #5 Celebrate successes through stories
    364. 364. Lesson #6 Proceed until apprehended!
    365. 365. “If we each do our part, we will change our lives for the better.” 453
    366. 366. “If we all do our parts, we will change our organizations for the better.” 454
    367. 367. “And in changing our organizations, we can change our world for the better.” 455
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