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.

1. Creating a Culture of
Ownership in Healthcare
Hall Render’s Practical Health Retreat 2018
Presented by Joe Tye
March 1, 2018
Copyright © 2018, Values Coach Inc.

2. Enthusiasm is the fuel for personal
success and happiness, and the
catalyst for building an organization
that is known for being a best place
to work!

3. We were all
born with it!
But then life
happens.

4. The challenge is
re-sparking that
childlike joy for
life and passion
for work

5. Why we do what
we do >>>>>

8. Driving to a local diner to buy a hot
dog for my Mom was not in Arturo’s
job description and he would not be
“held accountable” for doing it or not
doing it, but...

9. That is the one thing that my Mom
will remember – it is the one thing
that she will tell all of her many
friends about.

10. When Peter Drucker famously said
that culture eats strategy for lunch,
he was talking about Arturo buying
my Mom a hot dog 

11. Nearly 63% of 2,700 Yelp reviewers gave
the top 20 hospitals in the country, as
ranked by U.S. News, a score of between
one and three stars out of five, according
to a study by Vanguard Communications &
Healthcare Process Improvement, a
healthcare marketing firm.

13. The Old Criteria...
 Trust
 Pride
 Camaraderie

14.  Values
 Innovation
 Financial Growth
 Leadership Effectiveness
 Maximizing Human Potential
 Trust

15. There has been a sea change in
understanding how important values,
culture and attitude (the Invisible
Architecture™) are for operational
effectiveness and financial performance

16. This new book describes strategies
for blueprinting and then building a
Culture of Ownership in healthcare
organizations – our topic for today
>>>>>>

18. Guiding insight #1
Culture does not
change unless and
until people change.

19. Guiding insight #2
People will not change
unless given tools and
structure, and inspired to
use them.

20. “I got a whole new team and didn’t
have to change the people because
they changed themselves.”
Paul Utemark, (then) CEO
Fillmore County Health System
Geneva, Nebraska

21. There is an invisible barrier on the
potential of your organization

22. Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively disengaged
* e.g. Gallup, Avatar, Press Ganey, Modern Survey

23. Spark
Plugs
23

24. Zombies

25. Vampires

26. The real
leadership
challenge

27. The journey from mere
Accountability
to a culture of
Ownership

28. Ac
count
able

29. 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.

32. “In the long run... accountability
encourages a culture of evasion,
denial, and finger pointing.”
Richard Farson and Ralph Keyes:
The Innovation Paradox

33. 35,472,692 views142,966 – avg 5 stars

35. Just when you thought United’s PR
catastrophe couldn’t get any worse

40. Ownership
Doing what needs to be done because
you expect it of yourself. Ownership
springs from the intrinsic motivation
of personal pride.

42. ProceedUntil
Apprehended!

43. ProceedUntil
Apprehended!
“Program of the
month”

45. Invisible Architecture™
is more important than
bricks & mortar

46. The Blueprint
Behind the
Blueprint™

47. Our people
LOVE our
culture

48. Really?

49. “Leaders are inherently biased to
presume that everyone in the group
sees things as they do, when in fact
they don’t.”
Daniel Coyle: The Culture Code

50. Vaughn, Thomas, Koepke Mark, Levey Samuel, Kroch
Eugene, Hatcher Christopher, Tompkins Christopher, Baloh
Jure: Governing Board, C-Suite, and Clinical Manager
Perceptions of Quality and Safety Structures, Processes, and
Priorities in U.S. Hospitals. Journal of Healthcare
Management. 59(2 March/April):110-128, 2014.

51. What do you get when you
break the word “assume”
into its constituent parts?

53. TheFoundation
CoreValues

54. Core values should define
who you are, what you stand
for, and what you won’t
stand for.

55. Integrity
Compassion
Accountability
Respect
Excellence
The all-too typical
generic hospital
values statement

56. The problem with
generic values
statements >>>>>

57. Problem #1
They do little to
differentiate you from
everyone else who has
the same posted values

58. Problem #2
They establish minimal
expectations (of course
patients expect integrity
and excellence and etc.)

59. Problem #3
They are unlikely to
inspire team members
(who likely don’t know
them anyway)

62. Organizational values define
strategies while personal
values define culture.

63. 63
“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

64. Employee evaluations
at Grinnell Regional
Medical Center
include a rating on
The Twelve Core
Action Values

65. TheSuperstructure
OrganizationalCulture

66. Same
business
Different
cultures

69. People shop at Wal-Mart
because they don’t have to
dress up like they do for the
Dollar Store.

70. Same
business
Different
cultures

73. TheInterior
WorkplaceAttitude

75. 75
Southwest Airlines is using
their reputation for positive
attitudes to create a
competitive advantage!

76. 76
Workplace attitude is
determined by what you
expect and what you
tolerate...

77. 77
And over time, what you
tolerate will dominate
over what you say you
expect!

78. 78
“The average worker spends
2.5 hours per day in drama.”
Cy Wakeman: No Ego

79. 79
Employee disengagement costs our
economy $500 billion per year!
The organizational cost of emotional
toxicity is more than $12,000 per year
per employee!

80. Disengaged people, especially
disengaged managers, are a
quality defect!

82. Why this matters more now
than ever >>>>>>>>>

83. “Hospitals face unprecedented
turnover and attrition rates.”
Study by Leaders for Today

84. The United States will need
another 1.1 million registered
nurses and advanced practice
registered nurses in the next
five years.
American Nurses Association

85. And it’s not just nursing!

86. Which of these two hospitals –
both within the same recruiting
catchment area – is more likely
to win the war for talent?

87. Powered by
Our culture does not tolerate bullying, toxic negativity,
or disrespectful behavior.
80%
48%

88. Powered by
31%
8%
Our culture does not tolerate bullying, toxic negativity,
or disrespectful behavior.

89. Three essential qualities of a
Culture of Ownership >>>>>

90. The Florence Challenge
Emotionally Positive
Self Empowered
Fully Engaged

94. 94
The simple promise that
will change your life...

95. 95
And transform your
organization…

98. The Pickle Challenge
has taken on a life
of its own!

99. 99

107. Does this stuff
really work?

108. Midland Memorial Hospital

112. NAME THE PICKLE
Submission Requirements:
• Must include a First and Last Name
• Must include one of the Twelve Core
Action Values and/or Cornerstones
• May include a historical figure who
exemplified these Values
(Ex. Authentic Abe or
Focused Florence)
Email your suggestions to
namethepickle@midlandhealth.org
by March 31st for voting consideration!
Don’t play the blame game, play the name game…
and help us give The Pickle a proper name!
The Pickle – the face of The
Pickle Pledge and every Midland
Health employee’s promise to have
a positive attitude – deserves a
name for all its hard work.
The Employee Engagement
Council will gather all suggestions
and prepare the top three
for hospital-wide
voting in April.

113. MMH Values Trainers #1

114. Culture of Ownership Classroom
Midland Memorial Hospital

117. Video on the MMH Culture of
Ownership web page

119. 63%

120. 87%

121. Almost
doubled
Cut in
half

122. Annual Cultural
Productivity Benefit
$7,200,000+

123. Other staffing expense
Significant reductions in overtime
and $2.5 million annual reduction
in contract labor expenses

124. RN Turnover
32% reduction overall
43% reduction for new nurses
in first 2 years of employment

125. Patient satisfaction
Record low to record high
Emergency Department from
bottom 10% to top 10%

128. You’re being a
Pickle, Doc...
Put a quarter
in the jar.

129. First hospital to earn
the INSPIRED Award
for Values and Culture
Excellence

131. 3rd Graders at the General Tommy Franks
Elementary School in Midland, Texas

132. It begins with a
shared vision...

134. 134

135. A leader is someone who
takes you to a place to
which you didn’t know you
wanted to go.
– Joel Barker

136. A leader is someone who
helps you become the
person you didn’t realize
you could be.
– Joe Tye

137. The real
leadership
challenge

138. Joe Tye
Values Coach Inc.
Telephone: 319-624-3889
Email: Joe@ValuesCoach.com
How to contact me