The Florence Prescription, a presentation by Joe Tye

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Slides used in presentations for groups of nurse leaders 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.
  • The Florence Prescription, a presentation by Joe Tye

    1. 1. The Florence Prescription for Fostering a Stronger Culture of Ownership Joe Tye, CEO and Head Coach Values Coach Inc. Joe@ValuesCoach.com Copyright © 2013, Values Coach Inc.
    2. 2. 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
    3. 3. And this is our primary residence, the house where we lived for the past 20 years and raised our two children – photo taken last April 20…
    4. 4. 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.
    5. 5. Homework Free eBooks, webinars, workbooks, and other resources… www.valuescoach.com/homework
    6. 6. Question #1 When did the healthcare crisis begin?
    7. 7. Question #2 When will the healthcare crisis end?
    8. 8. This story… 17
    9. 9. Has a happy ending! 18
    10. 10. The real healthcare crisis… It’s not all just “out there”
    11. 11. Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
    12. 12. Engaged: Spark Plugs 23
    13. 13. Not Engaged: Zombies 24
    14. 14. Disengaged: Vampires 25
    15. 15. Disengagement negatively effects…
    16. 16. Clinical quality
    17. 17. Patient safety
    18. 18. Patient satisfaction
    19. 19. Productivity
    20. 20. Marketing image
    21. 21. Job security
    22. 22. But what’s even more tragic...
    23. 23. It has a life-diminishing impact on the disengaged.
    24. 24. “Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
    25. 25. The journey from mere Accountability to a culture of Ownership
    26. 26. Ac count able
    27. 27. 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.
    28. 28. You cannot hold people “accountable” for the things that really matter.
    29. 29. Nobody ever changes the oil in a rental car!
    30. 30. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
    31. 31. In a culture of ownership the job description a floor, not a ceiling. Not my job
    32. 32. 81,839– avg 5 stars 19,972,742 views
    33. 33. 49
    34. 34. Who Owns Left Field? http://www.youtube.com/watch?v=4SqJz0NgnnE
    35. 35. A word about the assumptions we make.
    36. 36. What do you get when you break the word “assume” into its constituent parts?
    37. 37. Let’s watch as the word “assumption” gets deconstructed (along with those who made the assumption)
    38. 38. http://www.youtube.com/watch?v=RrAsCQ5nQB0
    39. 39. Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
    40. 40. The Blueprint Behind the Blueprint
    41. 41. Invisible architecture is to the soul of your organization what physical architecture is to its body.
    42. 42. 3 stages
    43. 43. The Foundation
    44. 44. Core values define who you are, what you stand for and what you won’t stand for
    45. 45. The 9/12 difference
    46. 46. A great statement of organizational values:  Defines expectations  Taps into emotions  Inspires action  Aligns with personal values
    47. 47. Nobody does it better than...
    48. 48. 66
    49. 49. 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
    50. 50. 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
    51. 51. There is no doubt what Cypress Semiconductor expects of new employees
    52. 52. From the Cypress Semiconductor values (excerpts): CYPRESS IS ABOUT WINNING We do not tolerate losing. We thrive on competing against the world’s best. WE MAKE OUR NUMBERS We make 20% profit. We each set goals and achieve them. We ship 100% on time and get zero returns.
    53. 53. And there is no doubt what Integrated DNA Technologies expects of new employees
    54. 54. We expect you to bring yourself to work... However, we expect that to be your “best” self. Treat each other with respect, compassion, honesty, and trust. No jerks allowed.
    55. 55. Do your people know your core values by heart?
    56. 56. A frequent question Do we really need to insist that people know them?
    57. 57. Response Yes. People are more likely to internalize that which they know by and take pride in the organization that has established values that are worth knowing.
    58. 58. A tough love message By not expecting people to know your core values by you are implicitly making an assumption that they either don’t care or are not smart enough to learn them.
    59. 59. If 5 year old kids can learn the Pledge of Allegiance by why can’t you expect adults to learn core values?
    60. 60. The 3-minute values clarification drill
    61. 61. Memorial Hospital of Converse County Douglas, Wyoming
    62. 62. Posted version Compassion Advocacy Respect Excellence
    63. 63. Posted version Group version Compassion Integrity Advocacy Enthusiasm Respect Loyalty Excellence Stewardship Ownership Fun
    64. 64. From… Compassion Advocacy Respect Excellence To…
    65. 65. When a critical mass of people connect with and act upon their core values, they will have a positive impact on…
    66. 66. The Superstructure
    67. 67. Culture is to the organization what personality and character are to the individual.
    68. 68. Which diner is most likely to earn your repeat business and have you recommending the place to friends and neighbors?
    69. 69. or…
    70. 70. This is not a trick question… It’s the reality of competing today.
    71. 71. Same business Different cultures
    72. 72. People pay to shop at Costco…
    73. 73. People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store.
    74. 74. Same business Different cultures
    75. 75. Nap Rap
    76. 76. 10 Reasons Culture Eats Strategy for Lunch
    77. 77. Reason #1 People are loyal to culture, not to strategy
    78. 78. Southwest Airlines didn’t earn the highest loyalty in the industry with its bags fly free and fuel price hedging strategies
    79. 79. Getting a job at the Zappos call center is more competitive than gaining admission to Harvard
    80. 80. Reason #2 Culture provides resilience in tough times
    81. 81. A resilient culture was more important than new strategies in saving Starbucks
    82. 82. Reason #3 Culture is more efficient than strategy
    83. 83. Nordstrom people don’t go above and beyond the call of duty because it’s in a policy…
    84. 84. Reason #4 Culture creates competitive differentiation
    85. 85. Les Schwab sells the same tires you can buy anywhere else – but no one can compete with their culture
    86. 86. Reason #5 A brittle culture can doom even a great organization (or product)
    87. 87. As witnessed by one of the most highly publicized funerals of our time…
    88. 88. The fingers are all pointing in the wrong direction
    89. 89. What really killed Hostess was a culture of labormanagement hostility.
    90. 90. Reason #6 When strategy and culture collide, culture will win
    91. 91. Nardelli’s hard-fisted GE strategies increased sales, profits, and stock price…
    92. 92. At the cost of violating its people-centric values and ability to compete for the best talent.
    93. 93. Home Depot’s board paid Nardelli $210 million just to stop coming to work!
    94. 94. Reason #7 Cultural miscues are more damaging than strategic ones
    95. 95. Not fixing Dave Carroll’s guitar cost United $millions
    96. 96. Reason #8 Culture provides greater discipline than disciplinary action does
    97. 97. People too young to remember these days hardly believe it was possible!
    98. 98. Reason #9 Culture provides a level of risk prevention that cannot be attained with strategy alone.
    99. 99. Wal-Mart’s culture of low price at any cost has come at a huge cost to the company.
    100. 100. Wal-Mart has spent over $100 million on the investigation of bribery and other ethics scandals.
    101. 101. Sam Walton would be rolling over in his grave!
    102. 102. Reason #10 Culture will have a significant impact on your future bottom line.
    103. 103. Building a culture of ownership begins with having a solid foundation of values 126
    104. 104. A guiding insight behind our work at Values Coach… 127
    105. 105. Organizational values define strategies while personal values define culture.
    106. 106. “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 129
    107. 107. Certified Values Trainers – Sidney Regional Medical Center
    108. 108. The experience of Community Hospital in McCook, Nebraska (slides from a presentation by CEO Jim Ulrich)
    109. 109. Values training conducted here…
    110. 110. Danger highest for “program of the month” syndrome
    111. 111. Culture doesn’t change unless people change, and that is emotional work!
    112. 112. The Interior
    113. 113. Cynthia Pearsall
    114. 114. Mina Ubbing
    115. 115. CeCe Peters
    116. 116. Emotional climate is determined by what you expect and what you tolerate… 143
    117. 117. And over time, what you tolerate will dominate over what you say you expect! 144
    118. 118. A positive workplace culture begins with intolerance for toxic emotional negativity. 145
    119. 119. http://www.youtube.com/watch?v=mfmmNif5WCw
    120. 120. The simple promise that will change your life… And change your organization… By challenging the… 147
    121. 121. The Pickle Challenge has taken on a life of its own!
    122. 122. Leave your Pickles at the door!
    123. 123. Brodstone Memorial Hospital Harlan County Hospital 153
    124. 124. Alverno Clinical Laboratories
    125. 125. White River Health System
    126. 126. Mr. Pickle Jr. Values Coach office
    127. 127. The Pickle Challenge at Star Valley Medical Center in Afton, WY
    128. 128. RN-BSN students at St. Petersburg College
    129. 129. The pickle party at the Battle Creek VA Medical Center
    130. 130. Building a culture of ownership
    131. 131. Do you have to start with the right people on the bus?
    132. 132. You can’t always choose who you have on the bus!
    133. 133. You can’t just throw all the “wrong” people off the bus!
    134. 134. You can create a bus that everyone wants to ride
    135. 135. It begins with a shared vision…
    136. 136. 170
    137. 137. Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand
    138. 138. Commitment To the values, vision, and mission of the organization
    139. 139. Commitment is most important when the going gets tough...
    140. 140. “We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doomand-gloom.” The Florence Prescription
    141. 141. “We need to face problems with contrarian toughness because it’s in how we solve those problems that we differentiate ourselves from everyone else.” The Florence Prescription
    142. 142. “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
    143. 143. Engagement With patients, coworkers, and with the work itself
    144. 144. At Best Buy, a 0.1% increase in employee engagement generates a $100,000 increase in gross store revenue* * Harvard Business Review, October 2010
    145. 145. Passion Enthusiasm, positive attitude, and joy reflected in everyday actions
    146. 146. Remember CeCe? What’s the ROI of having someone go from Pickle-Sucker to Poster Child for Passion?
    147. 147. http://www.youtube.com/watch?v=RxsOVK4syxU
    148. 148. Initiative A “Proceed Until Apprehended” mindset
    149. 149. Can one person who takes initiative change your organization? 190
    150. 150. 193
    151. 151. Fellowship Fostering a “support group” culture of respect and caring
    152. 152. 199
    153. 153. Pride In the organization, in the profession, in the work, and in you yourself
    154. 154. Pride is reflected in the answer to that universal icebreaker question: What do you do?
    155. 155. 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.
    156. 156. What could be more boring than industrial ventilation systems?
    157. 157. Your organization has a strategic plan – but do you have a culture plan?
    158. 158. The 6-word culture definition drill If you think you can’t define your culture in just 6 words, consider that…
    159. 159. This guy has made millions with just 6 words 207
    160. 160. From managers sitting in the same room at one large medical center’s leadership retreat… 208
    161. 161. “We love patients and each other” 209
    162. 162. “This place sucks then you quit” 210
    163. 163. How can managers working in the same organization have such differing perceptions!?!?
    164. 164. Southwest Airlines Motto Servant’s Heart, Warrior Spirit, Fun-Loving Attitude
    165. 165. Cypress Semiconductor Motto The Marine Corps of Silicon Valley
    166. 166. Entrepreneurial small business We’re tough! We’re focused! We win!
    167. 167. Key lessons we’ve learned through our work on cultural transformation…
    168. 168. 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
    169. 169. Lesson #1b Achieving critical mass requires approximately 30% population commitment 217
    170. 170. Lesson #1c You need enough people moving fast enough to escape negativity, pessimism, cynicism, and inertia of the past
    171. 171. Lesson #2a Top down direction and support AND Bottom up passion and innovation
    172. 172. Lesson #2b People must believe senior leadership believes in and is committed to the cultural vision
    173. 173. Lesson #2c Middle management’s mere support is not enough – they must be gung ho champions for change
    174. 174. Lesson #3a Embrace the skeptics, marginalize the cynics, and plow through resistance
    175. 175. Lesson #3b Engage potential critics in a constructive manner – encourage them to think like partners in the change process
    176. 176. Lesson #4a Avoid identification of the change process with any single individual or “program.”
    177. 177. Lesson #4b Create “initiative coherence” by being clear about how various projects reinforce one another
    178. 178. Lesson #5a Establish rituals and routines like The Pickle Challenge and daily readings from The SelfEmpowerment Pledge
    179. 179. Lesson #5b Celebrate successes and share the stories
    180. 180. “If we each do our part, we will change our lives for the better.” 228
    181. 181. “If we all do our parts, we will change our organizations for the better.” 229
    182. 182. “And in changing our organizations, we can change our world for the better.” 230

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