Building a Culture of       Ownership on aFoundation of Values     Webinar Presentation, July 10, 2012                   J...
Our Purpose at Values CoachTransforming peoplethrough the power of valuesTransforming organizationsthrough the power of pe...
Our Mission at Values Coach                              3
If you have questionsthat I did not address inthis webinar, send me anemail and I’ll respond:          joe@joetye.com     ...
Key goals of thiswebinar*….     *And all in 75 minutes!                          5
Goal #1Describe the concept ofInvisible Architecture™ ofyour organization                          6
Goal #2Share eight essentiallessons for building aculture of ownership –the only sustainablecompetitive advantage    7
Goal #3Describe 15 practicalstrategies for effectivelytransforming the cultureof your organization                        ...
Goal #4Inspire you to invest inyour organization byinvesting in your people(and I don’t mean withtechnical training)      ...
But first – aquestion…
Question #1When did theeconomic crisisbegin?
Question #2When will theeconomic crisisend?
Companies that study employeeengagement* consistently find:   ~ 25% fully engaged   ~ 60% not engaged   ~ 15% aggressively...
Engaged:Spark Plugs              22
Not Engaged:Zombies               23
Disengaged:Vampires              24
Disengagementnegatively effects…
Product quality
Customersatisfaction
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
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...
In a culture of ownership…People view the jobdescription as a floor,not as a ceiling.
My favorite job descriptionFirst and foremost asalesperson, last but notleast a janitor, and inbetween whatever elsethat n...
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
Auto-Owners Insurance expectseach of its 3,600 associates toknow by heart its ten core values.
“These values have made ourcompany successful, and they arethe foundation of a successfulcareer within our company.       ...
Make that 4!
By the way…Roger will be a speaker at ourannual Celebration of Valuesconference November 15-16 inIowa City. Call Michelle ...
“People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.”    J...
The Values  Behaviors Outcomes Continuum
The desiredOutcome isTrust
The requiredBehaviors areHonesty andReliability
The motivatingValue is Integrity
The guiding insights behindour work at Values Coach…                              60
Values   arePersonal
Values  areSkills
Skills  can beLearned
Skills  must bePracticed
Nobody learnseverything theyneed to know inkindergarten!When the slides are postedI’ll include a link to the freeeBook edi...
By the way…Our open enrollment course onThe Twelve Core Action Valuesis August 2-3 in Iowa City – at1/     3   the cost fo...
Thursday, August 2Laying a Solid Foundation  1.   Authenticity  2.   Integrity  3.   Awareness  4.   Courage  5.   Perseve...
Friday, August 3Taking effective action  7.   Purpose  8.   Vision  9.   Focus  10. Enthusiasm  11. Service  12. Leadership
Saturday, August 4Optional instructor training tobecome a Certified ValuesCoach Trainer (CVC-T)           800-644-3889
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 eats strategyfor lunch!
Your organizationhas a strategic plan –but do you have aculture plan?
“Don’t try to fix culturalproblems with structuralsolutions.”              Jamie Orlikoff
Culture doesn’t changeunless people change,and that isemotionalwork!
Emotional attitudeis the interior décor
By the way…Jennifer will be a speaker at ourannual Celebration of Valuesconference November 15-16 inIowa City. Call Michel...
Emotional climate isdetermined by whatyou expect and whatyou tolerate…                       85
And over time, whatyou tolerate willdominate over whatyou say you expect!                      86
A positive workplaceculture begins withintolerance for toxicemotional negativity.                        87
“One toxically negativeperson can drag downmorale and productivityof an entire workunit.”                          89
“It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.”       ...
94
The ultimate beneficiaryof your insistence on anemotionally positiveworkplace could well befamily members of youremployees!
You don’t need to havean architect degree todesign the InvisibleArchitecture!
Shawneen Buckley at St. Francis Hospital andHealth Center of Poughkeepsie, New York
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
Building aCulture ofOwnership             107
Lesson #1Pursue a Mission that   Inspires People    (Henry Ford)                        109
In its early days, Southwest Airlineswasn’t just selling cheap airlinetickets, it was making it possible forGrandma to att...
The Vision Statement of Columbus Regional HospitalTo be the best in the world   at everything we do.                      ...
Kids today!
Lesson #2   Use Structure andProcess to Create Culture     (Tom Watson)                       116
117
Can you describeyour culturein just six words?
Hemingway wrote ashort story in just 6words                        120
And this guy made afortune with just 6words
From a largemedical productscompany                   122
Version 1Global company drivenby motivated individuals                           123
Version 2Great company, oftenown worst enemy                       124
Version 3Process driven crisismanagement creatingdysfunction                        125
From a largeacademicmedical center                 126
Version 1Heartfelt commitmentunifies a dynamicculture                       127
Version 2Sailing in turbulentwaters rudders aligned                         128
Version 3Dedicated employeesdeflated by overwhelmingobstacles                       129
Three benefitsof the “6-word”exercise                 130
Benefit #1Highlight consensus(or lack of it) aboutcurrent culture                        131
Benefit #2Gauge perceptions ofyour current culture,positive and negative                   132
Benefit #3Start the process ofthinking about yourideal culture                       133
Lesson #3  Build Culture on aFoundation of Values(Robert Wood Johnson)                        134
A key point!Culture is morallyneutral.Enron had a powerfulculture.
Core values are themoral compass thatshapes a positivecorporate culture.
137
“Committable core values thatare truly integrated into acompany’s operations can alignan entire organization and serveas a...
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 youcalled a call center and notonly laughed, rememberedthe name of the person whotook your call and…
Over the next severalmonths told the story tomore than 3,000 people?
Are your organization’svalues just words, nomore than a plaque on thewall? Worse yet, are theyjust plain…   Boring?
More important, dothey inspire trust,passion, and prideamong your people?
TMC Values …Honor Tradition, Nourish Dreams
The 3-minute valuesclarification drill…
The values statement on the wall:CompassionAdvocacyRespectExcellence              The cute              acronym
Old version   New versionCompassion    IntegrityAdvocacy      EnthusiasmRespect       LoyaltyExcellence    Stewardship    ...
Lesson #4Trust is the Glue  in a Culture of Ownership   (Ray Kroc)                    149
Lack of trust islike a tax thatmakes everythingcost more andtake longer.
Buffet makes a deal to buy acompany on a handshake.Once a year he sets goals withthe CEO. Then he leavesthem alone – no me...
Lesson #5Use Stories to Reinforce    Cultural Norms    (Bill and Dave)                           153
The HP Way was crafted overmany years by the telling ofBill and Dave Stories
“We trust each other at HP;never lock this cabinet again.”
And now, a motivatingstory from your manager…
Lesson #6    Invest inCharacter Building (Mary Kay Ash)                     159
165
Lesson #7Unleash Individual  Creativity and    Ingenuity(William McKnight)                     166
Can you imaginelife withoutPost-It Notes?                 168
Falling on your face isgood for your head (failearly, fail often, fail small).
Are people afraid ofchange?
Choose your misery:The certainty ofmisery or the miseryof uncertainty
Lesson #8Recognize thatEveryone is a  Volunteer(Millard Fuller)                   175
Southwest Airlines MottoServant’s Heart, Warrior Spirit,Fun-Loving Attitude
Strategies for CulturalTransformation
The Values CollaborativeHospital Results
VISN 20 of the VeteransHealth Administration –  Responses of Master Certified Values Coach  Trainers (MCVC-T) toEvaluation...
Nebraska Rural ValuesCollaborative – Recently  reported changes inemployee engagement and   patient satisfaction
Mary Lanning Memorial HealthCareGallup Engagement Score improvedfrom 23rd to 72nd percentile.Productivity improved by 55 F...
Fillmore County HospitalPatient satisfaction increased in 27of 30 categories.CEO Paul Utemark said he got awhole new team ...
Community Hospital (employees)Rating hospital as excellent place to workincreased by 26% to the 74th percentile.Rating tra...
Community Hospital (patients)HCAHPS scores went from meeting just12.5% of benchmarks to currentlymeeting 87.5%.Overall qua...
15 Strategies forbuilding a cultureof ownership on afoundation of values
Strategy #1Launching a movement is alot harder than starting aprogram – it is also muchmore likely to achieve alasting pos...
Strategy #1 contd.How can you position yourdesired culture change as amovement, e.g. creating agossip-free workplace topro...
Strategy #2Achieving critical massrequires approximately 30%population commitment.                          194
Strategy #2 contd.Who are your “lone nuts”and how can you help themidentify those crucial firstfollowers?                 ...
Strategy #3You need enough peoplemoving fast enough toescape negativity,pessimism, cynicism, andinertia of the past.
Strategy #3 contd.What immediate and short-term goals can help youquickly gain traction andbuild momentum?
Strategy #4People must believesenior leadershipbelieves in and iscommitted to thecultural vision.
Strategy #4 contd.What actions will leaderscommit to on a sustainedbasis to demonstratesupport, e.g. daily readingof The S...
Strategy #5Middle management’s meresupport is not enough –they must be gung hochampions for change.
Corollary to Strategy #5The privileges of being amanager also entail certainforegone freedoms
Strategy #5 contd.What message will you giveto middle management thatobstruction and second-guessing will not betolerated:...
Strategy #6Sustainability requires agrowing core of passionate“Spark Plugs” who have apersonal stake in culturaltransforma...
Strategy #6 contd.What actions will you taketo nurture (and protectfrom cynics) the peoplehuddled in the middle ofthe Atti...
Strategy #7Personal stories resonatebetter than scriptedlectures.
Strategy #7 contd.What mechanisms can youuse to collect, edit, andpublish stories from yourLone Nuts, First Followers,and ...
Strategy #8Embrace the skeptics,marginalize the cynics,and plow throughresistance.
Strategy #8 contd.Come to a consensus onwhen skeptical questionsbecome cynical obstructionand an agreed upon waymanagement...
Strategy #9Engage potential critics ina constructive manner –encourage them to thinklike partners in thechange process.
Strategy #9 contd.Begin by identifying thepeople who could derailyour effort (medical staff,union, etc.) and approachthem ...
Strategy #10You cannot allow peopleto opt-out of culturechange!
Strategy #10 contd.Define which actions aremandatory (e.g. valuestraining) and which arevoluntary (e.g. The PickleChalleng...
Strategy #11Avoid identification of thechange process with anysingle individual or“program.”
Strategy #11 contd.Describe every “program”in the context of values,purpose, and vision of theorganization – and showhow i...
Strategy #12Create “initiativecoherence” by being clearabout how variousprojects and programsreinforce one another.
Strategy #12 contd.Be creative in showinglinkages – e.g. a graphic withan umbrella arching oversymbols representing thesep...
Strategy #13Keep it visible: posters,banners, screensavers,newsletter articles, webpages; include it at thestart of every ...
Strategy #13 contd.See illustration.
Strategy #14Remember that everyonelistens to the same radiostation: WIIFM.
Strategy #14 contd.Before asking people to“do more with less,” helpthem do it at home, e.g.by offering a low-costDave Rams...
Strategy #15Balance urgency andpatience; be in it for thelong haul.
Sometimes it’s more magicthan it is science!
“If we each do ourpart, we will changeour lives for thebetter.”                       223
“If we all do ourparts, we will changeour organizations forthe better.”                        224
“And in changing ourorganizations, we canchange our world for thebetter.”                           225
To bring this or other ValuesCoach programs to yourorganization, contactMichelle Arduser:800-644-3889Michelle@valuescoachi...
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye
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Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye

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The only sustainable source of competitive advantage in a turbulent and hypercompetitive world is an engaged workforce and a culture of ownership. In this webinar, Joe defines such a culture and describes 15 strategies for building it.

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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.
  • Slides for Webinar on Building a Culture of Ownership by Values Coach CEO Joe Tye

    1. 1. Building a Culture of Ownership on aFoundation of Values Webinar Presentation, July 10, 2012 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2012, Values Coach Inc.
    2. 2. Our Purpose at Values CoachTransforming peoplethrough the power of valuesTransforming organizationsthrough the power of people 2
    3. 3. Our Mission at Values Coach 3
    4. 4. If you have questionsthat I did not address inthis webinar, send me anemail and I’ll respond: joe@joetye.com 4
    5. 5. Key goals of thiswebinar*…. *And all in 75 minutes! 5
    6. 6. Goal #1Describe the concept ofInvisible Architecture™ ofyour organization 6
    7. 7. Goal #2Share eight essentiallessons for building aculture of ownership –the only sustainablecompetitive advantage 7
    8. 8. Goal #3Describe 15 practicalstrategies for effectivelytransforming the cultureof your organization 8
    9. 9. Goal #4Inspire you to invest inyour organization byinvesting in your people(and I don’t mean withtechnical training) 9
    10. 10. But first – aquestion…
    11. 11. Question #1When did theeconomic crisisbegin?
    12. 12. Question #2When will theeconomic crisisend?
    13. 13. Companies that study employeeengagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged* e.g. Gallup, HR Solutions, Press Ganey
    14. 14. Engaged:Spark Plugs 22
    15. 15. Not Engaged:Zombies 23
    16. 16. Disengaged:Vampires 24
    17. 17. Disengagementnegatively effects…
    18. 18. Product quality
    19. 19. Customersatisfaction
    20. 20. Productivity
    21. 21. Marketingimage
    22. 22. Job security
    23. 23. But what’s evenmore tragic...
    24. 24. It has a life-diminishingimpact on the disengaged.
    25. 25. “Disengagement [is] oneof the chief causes ofunderachievement anddepression.” Edward M. Hallowell, M.D. in HBR, 12-10
    26. 26. The Attitude Bell Curve
    27. 27. The journey from mereAccountability to a culture of Ownership
    28. 28. Ac count able
    29. 29. AccountabilityDoing what you are supposedto do because someone elseexpects it of you. It springsfrom the extrinsic motivationof reward and punishment.
    30. 30. You cannot hold people“accountable” for thethings that really matter.
    31. 31. Nobody ever changesthe oil in a rentalcar!
    32. 32. OwnershipDoing what needs to be donebecause you expect it ofyourself. Ownership springsfrom the intrinsic motivationof personal pride.
    33. 33. In a culture of ownership…People view the jobdescription as a floor,not as a ceiling.
    34. 34. My favorite job descriptionFirst and foremost asalesperson, last but notleast a janitor, and inbetween whatever elsethat needs to be done.
    35. 35. InvisibleArchitecture “Invisible Architecture” is a trademark of Values Coach Inc.
    36. 36. Invisible architectureis to the soul of yourorganization whatphysical architectureis to its body.
    37. 37. 3 stages
    38. 38. Core Values arethe Foundation
    39. 39. Core valuesdefine what youstand for andwhat you won’tstand for
    40. 40. Auto-Owners Insurance expectseach of its 3,600 associates toknow by heart its ten core values.
    41. 41. “These values have made ourcompany successful, and they arethe foundation of a successfulcareer within our company. Theyguide every decision we make,and direct every action we take.” Roger Looyenga (with Joe Tye): Take the Stairs
    42. 42. Make that 4!
    43. 43. By the way…Roger will be a speaker at ourannual Celebration of Valuesconference November 15-16 inIowa City. Call Michelle fordetails or to make a reservation: 800-644-3889
    44. 44. “People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.” James Kouzes and Barry Posner: A Leaders Legacy 54
    45. 45. The Values  Behaviors Outcomes Continuum
    46. 46. The desiredOutcome isTrust
    47. 47. The requiredBehaviors areHonesty andReliability
    48. 48. The motivatingValue is Integrity
    49. 49. The guiding insights behindour work at Values Coach… 60
    50. 50. Values arePersonal
    51. 51. Values areSkills
    52. 52. Skills can beLearned
    53. 53. Skills must bePracticed
    54. 54. Nobody learnseverything theyneed to know inkindergarten!When the slides are postedI’ll include a link to the freeeBook edition
    55. 55. By the way…Our open enrollment course onThe Twelve Core Action Valuesis August 2-3 in Iowa City – at1/ 3 the cost for organizationallysponsored events. 800-644-3889 67
    56. 56. Thursday, August 2Laying a Solid Foundation 1. Authenticity 2. Integrity 3. Awareness 4. Courage 5. Perseverance 6. Faith
    57. 57. Friday, August 3Taking effective action 7. Purpose 8. Vision 9. Focus 10. Enthusiasm 11. Service 12. Leadership
    58. 58. Saturday, August 4Optional instructor training tobecome a Certified ValuesCoach Trainer (CVC-T) 800-644-3889
    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 eats strategyfor lunch!
    64. 64. Your organizationhas a strategic plan –but do you have aculture plan?
    65. 65. “Don’t try to fix culturalproblems with structuralsolutions.” Jamie Orlikoff
    66. 66. Culture doesn’t changeunless people change,and that isemotionalwork!
    67. 67. Emotional attitudeis the interior décor
    68. 68. By the way…Jennifer will be a speaker at ourannual Celebration of Valuesconference November 15-16 inIowa City. Call Michelle fordetails or to make a reservation: 800-644-3889
    69. 69. Emotional climate isdetermined by whatyou expect and whatyou tolerate… 85
    70. 70. And over time, whatyou tolerate willdominate over whatyou say you expect! 86
    71. 71. A positive workplaceculture begins withintolerance for toxicemotional negativity. 87
    72. 72. “One toxically negativeperson can drag downmorale and productivityof an entire workunit.” 89
    73. 73. “It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.” 90
    74. 74. 94
    75. 75. The ultimate beneficiaryof your insistence on anemotionally positiveworkplace could well befamily members of youremployees!
    76. 76. You don’t need to havean architect degree todesign the InvisibleArchitecture!
    77. 77. Shawneen Buckley at St. Francis Hospital andHealth Center of Poughkeepsie, New York
    78. 78. Building aculture ofownership
    79. 79. Do you have to start with theright people on the bus?
    80. 80. You can’t alwayschoose who you haveon the bus!
    81. 81. You can’t just throwall the “wrong”people off the bus!
    82. 82. You can create a bus thateveryone wants to ride
    83. 83. Building aCulture ofOwnership 107
    84. 84. Lesson #1Pursue a Mission that Inspires People (Henry Ford) 109
    85. 85. In its early days, Southwest Airlineswasn’t just selling cheap airlinetickets, it was making it possible forGrandma to attend hergrandchild’s collegegraduation.
    86. 86. The Vision Statement of Columbus Regional HospitalTo be the best in the world at everything we do. 114
    87. 87. Kids today!
    88. 88. Lesson #2 Use Structure andProcess to Create Culture (Tom Watson) 116
    89. 89. 117
    90. 90. Can you describeyour culturein just six words?
    91. 91. Hemingway wrote ashort story in just 6words 120
    92. 92. And this guy made afortune with just 6words
    93. 93. From a largemedical productscompany 122
    94. 94. Version 1Global company drivenby motivated individuals 123
    95. 95. Version 2Great company, oftenown worst enemy 124
    96. 96. Version 3Process driven crisismanagement creatingdysfunction 125
    97. 97. From a largeacademicmedical center 126
    98. 98. Version 1Heartfelt commitmentunifies a dynamicculture 127
    99. 99. Version 2Sailing in turbulentwaters rudders aligned 128
    100. 100. Version 3Dedicated employeesdeflated by overwhelmingobstacles 129
    101. 101. Three benefitsof the “6-word”exercise 130
    102. 102. Benefit #1Highlight consensus(or lack of it) aboutcurrent culture 131
    103. 103. Benefit #2Gauge perceptions ofyour current culture,positive and negative 132
    104. 104. Benefit #3Start the process ofthinking about yourideal culture 133
    105. 105. Lesson #3 Build Culture on aFoundation of Values(Robert Wood Johnson) 134
    106. 106. A key point!Culture is morallyneutral.Enron had a powerfulculture.
    107. 107. Core values are themoral compass thatshapes a positivecorporate culture.
    108. 108. 137
    109. 109. “Committable core values thatare truly integrated into acompany’s operations can alignan entire organization and serveas a guide for employees tomake their own decisions.” Tony Hsieh: Delivering Happiness
    110. 110. 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
    111. 111. 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
    112. 112. When’s the last time youcalled a call center and notonly laughed, rememberedthe name of the person whotook your call and…
    113. 113. Over the next severalmonths told the story tomore than 3,000 people?
    114. 114. Are your organization’svalues just words, nomore than a plaque on thewall? Worse yet, are theyjust plain… Boring?
    115. 115. More important, dothey inspire trust,passion, and prideamong your people?
    116. 116. TMC Values …Honor Tradition, Nourish Dreams
    117. 117. The 3-minute valuesclarification drill…
    118. 118. The values statement on the wall:CompassionAdvocacyRespectExcellence The cute acronym
    119. 119. Old version New versionCompassion IntegrityAdvocacy EnthusiasmRespect LoyaltyExcellence Stewardship Ownership Fun
    120. 120. Lesson #4Trust is the Glue in a Culture of Ownership (Ray Kroc) 149
    121. 121. Lack of trust islike a tax thatmakes everythingcost more andtake longer.
    122. 122. Buffet makes a deal to buy acompany on a handshake.Once a year he sets goals withthe CEO. Then he leavesthem alone – no meetings, nophone calls. Just trust.
    123. 123. Lesson #5Use Stories to Reinforce Cultural Norms (Bill and Dave) 153
    124. 124. The HP Way was crafted overmany years by the telling ofBill and Dave Stories
    125. 125. “We trust each other at HP;never lock this cabinet again.”
    126. 126. And now, a motivatingstory from your manager…
    127. 127. Lesson #6 Invest inCharacter Building (Mary Kay Ash) 159
    128. 128. 165
    129. 129. Lesson #7Unleash Individual Creativity and Ingenuity(William McKnight) 166
    130. 130. Can you imaginelife withoutPost-It Notes? 168
    131. 131. Falling on your face isgood for your head (failearly, fail often, fail small).
    132. 132. Are people afraid ofchange?
    133. 133. Choose your misery:The certainty ofmisery or the miseryof uncertainty
    134. 134. Lesson #8Recognize thatEveryone is a Volunteer(Millard Fuller) 175
    135. 135. Southwest Airlines MottoServant’s Heart, Warrior Spirit,Fun-Loving Attitude
    136. 136. Strategies for CulturalTransformation
    137. 137. The Values CollaborativeHospital Results
    138. 138. VISN 20 of the VeteransHealth Administration – Responses of Master Certified Values Coach Trainers (MCVC-T) toEvaluation Questionnaire
    139. 139. Nebraska Rural ValuesCollaborative – Recently reported changes inemployee engagement and patient satisfaction
    140. 140. Mary Lanning Memorial HealthCareGallup Engagement Score improvedfrom 23rd to 72nd percentile.Productivity improved by 55 FTEs.HCAHPS scores topped the 95thpercentile in six categories.
    141. 141. Fillmore County HospitalPatient satisfaction increased in 27of 30 categories.CEO Paul Utemark said he got awhole new team and didn’t have tochange any of the people.
    142. 142. Community Hospital (employees)Rating hospital as excellent place to workincreased by 26% to the 74th percentile.Rating training & development as“excellent” increased by 51% to 91stpercentile.Likelihood of recommending hospital asexcellent place to work increased by 45%to 84th percentile.
    143. 143. Community Hospital (patients)HCAHPS scores went from meeting just12.5% of benchmarks to currentlymeeting 87.5%.Overall quality of care rated “excellent” inpatient surveys increased from 60.9% to87% in current quarter.
    144. 144. 15 Strategies forbuilding a cultureof ownership on afoundation of values
    145. 145. Strategy #1Launching a movement is alot harder than starting aprogram – it is also muchmore likely to achieve alasting positive impact.
    146. 146. Strategy #1 contd.How can you position yourdesired culture change as amovement, e.g. creating agossip-free workplace topromote integrity.
    147. 147. Strategy #2Achieving critical massrequires approximately 30%population commitment. 194
    148. 148. Strategy #2 contd.Who are your “lone nuts”and how can you help themidentify those crucial firstfollowers? 195
    149. 149. Strategy #3You need enough peoplemoving fast enough toescape negativity,pessimism, cynicism, andinertia of the past.
    150. 150. Strategy #3 contd.What immediate and short-term goals can help youquickly gain traction andbuild momentum?
    151. 151. Strategy #4People must believesenior leadershipbelieves in and iscommitted to thecultural vision.
    152. 152. Strategy #4 contd.What actions will leaderscommit to on a sustainedbasis to demonstratesupport, e.g. daily readingof The S-E Pledge.
    153. 153. Strategy #5Middle management’s meresupport is not enough –they must be gung hochampions for change.
    154. 154. Corollary to Strategy #5The privileges of being amanager also entail certainforegone freedoms
    155. 155. Strategy #5 contd.What message will you giveto middle management thatobstruction and second-guessing will not betolerated: get on or get off.
    156. 156. Strategy #6Sustainability requires agrowing core of passionate“Spark Plugs” who have apersonal stake in culturaltransformation.
    157. 157. Strategy #6 contd.What actions will you taketo nurture (and protectfrom cynics) the peoplehuddled in the middle ofthe Attitude Bell Curve?
    158. 158. Strategy #7Personal stories resonatebetter than scriptedlectures.
    159. 159. Strategy #7 contd.What mechanisms can youuse to collect, edit, andpublish stories from yourLone Nuts, First Followers,and Spark Plugs?
    160. 160. Strategy #8Embrace the skeptics,marginalize the cynics,and plow throughresistance.
    161. 161. Strategy #8 contd.Come to a consensus onwhen skeptical questionsbecome cynical obstructionand an agreed upon waymanagement will respond
    162. 162. Strategy #9Engage potential critics ina constructive manner –encourage them to thinklike partners in thechange process.
    163. 163. Strategy #9 contd.Begin by identifying thepeople who could derailyour effort (medical staff,union, etc.) and approachthem early in the process.
    164. 164. Strategy #10You cannot allow peopleto opt-out of culturechange!
    165. 165. Strategy #10 contd.Define which actions aremandatory (e.g. valuestraining) and which arevoluntary (e.g. The PickleChallenge or The Pledge).
    166. 166. Strategy #11Avoid identification of thechange process with anysingle individual or“program.”
    167. 167. Strategy #11 contd.Describe every “program”in the context of values,purpose, and vision of theorganization – and showhow it reinforces these.
    168. 168. Strategy #12Create “initiativecoherence” by being clearabout how variousprojects and programsreinforce one another.
    169. 169. Strategy #12 contd.Be creative in showinglinkages – e.g. a graphic withan umbrella arching oversymbols representing theseprojects and programs.
    170. 170. Strategy #13Keep it visible: posters,banners, screensavers,newsletter articles, webpages; include it at thestart of every meeting.
    171. 171. Strategy #13 contd.See illustration.
    172. 172. Strategy #14Remember that everyonelistens to the same radiostation: WIIFM.
    173. 173. Strategy #14 contd.Before asking people to“do more with less,” helpthem do it at home, e.g.by offering a low-costDave Ramsey course.
    174. 174. Strategy #15Balance urgency andpatience; be in it for thelong haul.
    175. 175. Sometimes it’s more magicthan it is science!
    176. 176. “If we each do ourpart, we will changeour lives for thebetter.” 223
    177. 177. “If we all do ourparts, we will changeour organizations forthe better.” 224
    178. 178. “And in changing ourorganizations, we canchange our world for thebetter.” 225
    179. 179. To bring this or other ValuesCoach programs to yourorganization, contactMichelle Arduser:800-644-3889Michelle@valuescoachinc.com
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