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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.

Slides used in presentations for groups of nurse leaders by Values Coach CEO and Head Coach Joe Tye.

Published in: Health & Medicine, Business

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  • When FN walked into the Scutari Barrack Hospital: There was no clean water, the floors were filthy and the air was foul, rats ran wild and the place was infested with vermin.Soldiers were bedded on blood-soiled straw, most still wearing what they wore on the battlefield.There was no nutritious food and virtually no medicines or supplies, and no money to get any.Orderlies cared only for officers, refused to empty chamber pots, and spent more time chasing nurses than caring for patients.Amputations were performed out in the open in full view of other patients. Surgeons refused to wash their hands and most of their victims died of infection.The first thing the medical director said to her was that he wanted nothing to do with Florence and her do-gooder ladies.He relented only when several boatloads of casualties appeared on the horizon and the hospital was already beyond a state of crisis.
  • Transcript

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