For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
Role of team leader, Qualities of Effective Team Leader, Belbin Team RolesNidhin Chandrasekharan
Role of team leader, Qualities of Effective Team Leader, Belbin Team Roles, Creating and maintaining a team, Twelve characteristics that all leaders need, seven qualities, effective team leadership, BELBIN'S TEAM ROLES,
No more, 'I TOLD YOU' can work in business world. One needs to develop persuasion and reciprocity based influencing capabilities. Describing how 'Cohen and Bradford' Model can help immensely in this regard
I know you may have the title of leader, however that doesn't automatically make you one.
You must know this: You cannot lead those whose trust you have not earned!
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
Here are 7 out of 12 tips on how to be a better leader at work. For 5 more tips of this type, click the link: http://vkool.com/how-to-be-a-better-leader/.
1. Lead By Example
It has been proven that leaders should show, not only say. Therefore, if you want your staffs to be punctual and principled, you ought to be the first person who follows the rules. You should always be at work on time, or even early. If you appreciate professionalism, dress for success, as well as, treat your staffs with courtesy. When you have a good tone, your staffs will respect you, and consider you a good example to follow.
2. Add In A Little Humility
Humility is a good quality that a leader should have. When you are humble, you will see others’ good points to respect them. Being modest will also help you conquer your ego if you are a hot-temper person. This will help prevent you from scolding or shouting when your staffs do something wrong. If you have a little humility, your staffs and customers will look up to you, as well as, feel safe and reliable when working with you.
3. Learn From Your Team
You should not think that you know all no matter how knowledgeable you are. A wise leader is the one who can learn from others. Everyone has something good for us to learn from. Thus, do not think that the people who are at lower positions than you at work have nothing for you to discover. Learn something new from your staffs each day to be better informed on making strategic decisions.
4. Share What You Learned
Besides learning from your staffs, you should also share what you have learned outsides to them. This will help your team know more about the market and work better to meet its demand. Passing the lessons you learned to your staff is one way to help your team avoid pitfalls.
5. Communicate Effectively
If you are a leader, you should learn to communicate effectively with your staffs. Good communication will not only help you understand your employees and build a good relationship with them, but also help you catch up on the important information on the market so as to change your trading strategies to meet its demand. Great leaders should not only be understood and heard, but also listen as communication is like a two-way street.
6. Keep Meetings Productive
In order to keep meetings productive, you should make it short by going straight to the main purpose rather than talking around it. Everything presented in the meetings should be clear and well prepared.
7. Understand Your Limits
No matter how kind you are, being a leader, you should have your own limits. Set your own boundaries to your staffs, and let them know what you will not tolerate so as to make them try their best in difficult case; otherwise, they may quit easily.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Allowing employees to have influence, increases their accountability and thus their productivity and ultimately your organization’s profitability. Zenger Folkman has discovered through extensive research, how organizations leverage leaders to develop greater personal accountability. Zenger Folkman utilizes a proprietary strengths-based, cross-training approach to enable leaders to intentionally focus on practicing behaviors correlated with accountability to develop greater accountability throughout an organization.
This presentation covers material from John Maxwell's book, "The 360 Degree Leader." Specifically, the first of six sections is presented, including "The 7 Myths of Leading from the Middle of an Organization" and "5 Levels of Leadership Development."
PowerPoint slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the executive leadership team of HCA South Atlantic Division, 12-05-2018.
Joe Tye presentation for AHA Rural Health Care Leadership ConferenceJoe Tye
Annotated and expanded slides used by Values Coach CEO Joe Tye in his presentation with Ryan Smith - CEO of Memorial Hospital of Converse County - at the 2018 American Hospital Association Rural Health Care Leadership Conference. Joe's focus is on building a culture of ownership with values-based leadership strategies.
Role of team leader, Qualities of Effective Team Leader, Belbin Team RolesNidhin Chandrasekharan
Role of team leader, Qualities of Effective Team Leader, Belbin Team Roles, Creating and maintaining a team, Twelve characteristics that all leaders need, seven qualities, effective team leadership, BELBIN'S TEAM ROLES,
No more, 'I TOLD YOU' can work in business world. One needs to develop persuasion and reciprocity based influencing capabilities. Describing how 'Cohen and Bradford' Model can help immensely in this regard
I know you may have the title of leader, however that doesn't automatically make you one.
You must know this: You cannot lead those whose trust you have not earned!
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
Here are 7 out of 12 tips on how to be a better leader at work. For 5 more tips of this type, click the link: http://vkool.com/how-to-be-a-better-leader/.
1. Lead By Example
It has been proven that leaders should show, not only say. Therefore, if you want your staffs to be punctual and principled, you ought to be the first person who follows the rules. You should always be at work on time, or even early. If you appreciate professionalism, dress for success, as well as, treat your staffs with courtesy. When you have a good tone, your staffs will respect you, and consider you a good example to follow.
2. Add In A Little Humility
Humility is a good quality that a leader should have. When you are humble, you will see others’ good points to respect them. Being modest will also help you conquer your ego if you are a hot-temper person. This will help prevent you from scolding or shouting when your staffs do something wrong. If you have a little humility, your staffs and customers will look up to you, as well as, feel safe and reliable when working with you.
3. Learn From Your Team
You should not think that you know all no matter how knowledgeable you are. A wise leader is the one who can learn from others. Everyone has something good for us to learn from. Thus, do not think that the people who are at lower positions than you at work have nothing for you to discover. Learn something new from your staffs each day to be better informed on making strategic decisions.
4. Share What You Learned
Besides learning from your staffs, you should also share what you have learned outsides to them. This will help your team know more about the market and work better to meet its demand. Passing the lessons you learned to your staff is one way to help your team avoid pitfalls.
5. Communicate Effectively
If you are a leader, you should learn to communicate effectively with your staffs. Good communication will not only help you understand your employees and build a good relationship with them, but also help you catch up on the important information on the market so as to change your trading strategies to meet its demand. Great leaders should not only be understood and heard, but also listen as communication is like a two-way street.
6. Keep Meetings Productive
In order to keep meetings productive, you should make it short by going straight to the main purpose rather than talking around it. Everything presented in the meetings should be clear and well prepared.
7. Understand Your Limits
No matter how kind you are, being a leader, you should have your own limits. Set your own boundaries to your staffs, and let them know what you will not tolerate so as to make them try their best in difficult case; otherwise, they may quit easily.
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Allowing employees to have influence, increases their accountability and thus their productivity and ultimately your organization’s profitability. Zenger Folkman has discovered through extensive research, how organizations leverage leaders to develop greater personal accountability. Zenger Folkman utilizes a proprietary strengths-based, cross-training approach to enable leaders to intentionally focus on practicing behaviors correlated with accountability to develop greater accountability throughout an organization.
This presentation covers material from John Maxwell's book, "The 360 Degree Leader." Specifically, the first of six sections is presented, including "The 7 Myths of Leading from the Middle of an Organization" and "5 Levels of Leadership Development."
PowerPoint slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the executive leadership team of HCA South Atlantic Division, 12-05-2018.
Joe Tye presentation for AHA Rural Health Care Leadership ConferenceJoe Tye
Annotated and expanded slides used by Values Coach CEO Joe Tye in his presentation with Ryan Smith - CEO of Memorial Hospital of Converse County - at the 2018 American Hospital Association Rural Health Care Leadership Conference. Joe's focus is on building a culture of ownership with values-based leadership strategies.
Leadership Retreat Banner Gateway Medical Center / M.D. AndersonJoe Tye
Slides used by Values Coach CEO Joe Tye in full-day leadership retreat for the team at Banner Gateway Medical Center and M.D. Anderson Cancer Center in Phoenix, Arizona on October 21, 2016.
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, Feb...Joe Tye
Slides used by Values Coach CEO Joe Tye in his presentation for the annual Trustee Conference of the Georgia Hospital Association, including questions trustees should ask about the values and culture of their hospitals.
Wyoming Hospital Association, Part 1, Invisible ArchitectureJoe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 1 of 3 parts.
Slides used by Values Coach CEO and Head Coach Joe Tye in his presentations for the leadership team of Carilion Clinic in Roanoke, Virginia - March 22-23, 2016
Creating a Culture of Ownership in HealthcareJoe Tye
Slides used by Values Coach CEO and Head Coach in opening keynote presentation for the Hall Render Practical Heath Retreat, March 1, 2018 - Marco Island, Florida.
Creating a Cultural Blueprint for the Invisible Architecture of a Community C...Joe Tye
PowerPoint slides used by Values Coach CEO Joe Tye in his keynote presentation for the Iowa Association of Community College Trustees, including a summary of the Culture Assessment Survey administered to faculty and staff of three Iowa community colleges.
The Florence Prescription, Ohio State University College of Nursing, 8-20-15Joe Tye
Slides used by Values Coach CEO Joe Tye for keynote presentation for Leadership Transformation Day at The Ohio State University College of Nursing, August 20, 2015.
Similar to Building a Culture of Ownership on a Foundation of Values (20)
Keynote presentation by Values Coach Founder Joe Tye for the 2019 conference of the Association of Clinical Documentation Improvement Specialists, featuring six strategies to be your best self and achieve your most authentic goals.
Building a Culture of Ownership at Children's Hospital of New OrleansJoe Tye
Slides used by Jamie Wiggins, CNO at Children's Hospital of New Orleans, on their work to build a more positive culture of ownership in that organization, presented at the CNO Forum of the Children's Hospital Association Quality and Safety conference, March 18, 2019 in Atlanta.
Key success factors and the board's role for values and cultureJoe Tye
This is the conclusion of a presentation by Values Coach CEO and Head Coach Joe Tye on key success factors for positive culture change and the board's role for values and culture, with final comments on values-based leadership.
Sample Presentation of Values Coach Culture Assessment Survey ResultsJoe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye to share results of the validated VCI-17 Culture Assessment Survey taken by members of the leadership team at a large healthcare system (organization's identity removed)
National Association of Neonatal Nurses, 10-12-2017Joe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in his keynote for the National Association of Neonatal Nurses, October 12, 2017, augmented with key lessons for building a culture of ownership.
Wyoming Hospital Association, part 2, Strategies for Building a Culture of Ow...Joe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 2 of 3 parts.
The slide show at this link includes 21 mental blocks to liberate yourself from in order to achieve your most authentic goals and become the person you are meant to be:
Slides used by Values Coach CEO and Head Coach Joe Tye for presentation at annual AORN conference. This conference was also where the second generation of The Pickle Challenge for Charity (www.PicklePledge.com) was launched.
Slide show preview, rural values collaborative, for nmhaJoe Tye
Private PowerPoint for discussion with New Mexico Hospital Association for a project to bring the Rural Values Collaborative to critical access hospitals in that state.
Sample presentation of culture assessment survey resultsJoe Tye
Before I conduct a leadership retreat I typically conduct a Culture Assessment Survey so that I can share results with the group. This is a typical excerpt from a presentation with specific organizational identity removed
Culture of Ownership - Owners, Renters, and SquattersJoe Tye
Organizations that conduct employee engagement surveys typically find that about 25% of workers are engaged, 60% are not engaged, and 15% are aggressively disengaged. There are, of course, substantial variations between organizations. At Values Coach we call the engaged people Spark Plugs because they give a spark to the people around them; they are the ones thinking like owners and partners. We call the unengaged people Zombies because they are often going through the motions on auto-pilot; they are the renters who rarely perform above and beyond the basics of the job description. And we call the aggressively disengaged Vampires because they suck the life out of their organization and the people around them; they are the squatters who take a paycheck and then do their best to damage the organization that’s paying them. A culture of ownership requires lots of Spark Plugs (owners), a diminishing number of Zombies (renters), and an absolute intolerance for Vampires (squatters).
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
For those battling kidney disease and exploring treatment options, understanding when to consider a kidney transplant is crucial. This guide aims to provide valuable insights into the circumstances under which a kidney transplant at the renowned Hiranandani Hospital may be the most appropriate course of action. By addressing the key indicators and factors involved, we hope to empower patients and their families to make informed decisions about their kidney care journey.
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
10. “Joy in work – or the lack there of – not only
impacts individual staff engagement and
satisfaction, but also patient experience,
quality of care, patient safety, and
organizational performance.”
Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for
Improving Joy in Work. IHI White Paper. Cambridge, Massachusetts: Institute for
Healthcare Improvement; 2017.
16. My take...
Effective leaders maximize human potential
by helping people live their values, creating
a culture where trust and innovation can
flourish...
17. My take...
Effective leaders maximize human potential
by helping people live their values, creating
a culture where trust and innovation can
flourish, resulting in financial growth.
19. Guiding insight #2
People will not change unless
given tools and structure, and
inspired to use them.
20. Guiding insight #3
The best way to help people be
better employees is to first help
them be better parents, better
citizens, better humans.
21. “I got a whole new team and didn’t
have to change the people because
they changed themselves.”
Paul Utemark, (then) CEO
Fillmore County Hospital
Geneva, Nebraska
22.
23.
24. You tell him that we
love our culture and he
had better not come in
here and [mess] it up.
25. “FCH will remain committed
to The Twelve Core Values
in the years to come. These
values are visible on a daily
basis in our hallways and
observable in conversations
with patients, families, and
co-workers.”
26. Your cultural DNA should transcend
any particular individual or position
on the organization chart –
including the CEO
95. If all hospital employees, not just
nurse executives, had taken the
survey, would result be more
positive, or less positive?
96.
97. First the good news
There were not very many
“strongly disagree” responses
to any of the questions.
98. The bad news
There also were not very many
“strongly agree” responses to
any of the questions.
99. Powered by
What percent of total paid hours in your organization are wasted on toxic
emotional negativity (e.g. disrespect, bullying, spreading rumors)?
~17%
128. Son, you’ll be proud
of your old Dad...
Today the boss held
me accountable.
129. No one ever won
a DAISY Award
by being held
accountable!
130. “In the long run... accountability
encourages a culture of evasion,
denial, and finger pointing.”
Richard Farson and Ralph Keyes:
The Innovation Paradox
153. 153
“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
154. “If people could understand their core
values, they would save years of doubt,
confusion, and misplaced energy as they
try to find direction for their lives.”
Laurie Beth Jones: Jesus CEO
158. We acknowledge that gossip and rumor-
mongering is a serious violation of our
integrity and is profoundly disrespectful to
the target of those rumors.
It takes courage for us to hold ourselves
and each other to a higher standard and
to challenge inappropriate attitudes and
behaviors.
The surest way to promote a centered
culture is with a spirit of mutuality where
we serve without judging – look beyond
the nametag and see the human.
We are determined to persist at every
task and overcome every obstacle and to
never slack off or make excuses for
anything less than excellence.
159.
160.
161. Culture is the personality
and the character of the
organization.
206. “Roughly 60 percent of new RNs quit
their first job within 6 months of being
bullied, and one in three new graduate
nurses considers quitting nursing
altogether because of abusive or
humiliating encounters”
Terri Townsend: “Breaking the Bullying
Cycle” American Nurse Today, January 2012
207. In one survey of more than 4,500
healthcare professionals, 71 percent
tied... abusive, condescending or
insulting personal conduct to medical
errors, and 27 percent tied such
behavior to patient deaths.
Christine Porath: “No Time to be Nice at
Work” New York Times, June 19, 2015
235. BREAKING NEWS
The Healthcare News Channel
LIVE
This just in…
There will not be enough
nurses and other staff to
care for the 75 million
baby boomers heading
for our doors.
237. “A large majority of CNOs say the nurse shortage at
their organizations is moderate to severe, and most
say this problem will become increasingly worse
over the next five years.
CNOs see shortages negatively affecting some of
the most important aspects of healthcare: patient
satisfaction, quality care, and staff morale.”
Worsening Shortages and Growing Consequences: CNO Survey on Nurse
Supply and Demand, a white paper by the Center for Advancement of
Healthcare Professionals, B.E. Smith, and AMN Healthcare
279. Key Success Factor #1
Early engagement of leaders from
appropriate constituencies including
board of directors, medical staff,
and if appropriate unions
280. Key Success Factor #2
Commitment of the executive team
is the primary difference between
real culture change and just
another “program of the month”
281. Key Success Factor #3
Enthusiastic engagement of
middle management creates
expectations within each unit
and department
282. Key Success Factor #4
Assess don’t assume – ask your
people about their perceptions of the
culture, not just whether they are
satisfied or engaged
283. Key Success Factor #5
Have a blueprint and/or a manifesto
that creates a shared vision of the
culture you aspire to build
284. Key Success Factor #6
Establish initiative coherence and
avoid identification of the change
process with any single individual
or program
285. Key Success Factor #7
Keep it visible and tangible with
refresher courses, buttons and
wristbands, physical displays, daily
huddles and the like
286. Key Success Factor #8
Start with a core group of your
most passionate and enthusiastic
“Spark Plugs” then keep growing
the community
287. Key Success Factor #8 (contd.)
Embrace the skeptics,
marginalize the cynics, and
plow through resistance
288. Key Success Factor #9
Collect and share stories from
patients, visitors, and staff
289. Key Success Factor #10
Reach out to the micro-communities
of employee families and the macro-
communities of local schools,
business, and government
290. Key Success Factor #11
Remember that the best way to
motivate people to be better employees
is to inspire them to be better people
by living their personal values...
291. Key Success Factor #11 (contd.)
And that organizational values
determine strategy while personal
values shape culture