This special report for subscribers of the Values Coach Culture Mechanic service summarizes some of the most important lessons we have learned about effective cultural transformation and for building a culture of ownership

1. Essential Lessons
for Building a Culture
of Ownership
A Special Report for Subscribers to the
Values Coach Culture Mechanic Service
Joe Tye, Values Coach Inc.
Copyright © 2014, Values Coach Inc.

2. Having worked with more than
70 organizations in the Values
Collaborative, 500+ hospitals
taking The Florence Challenge,
and dozens of consulting
clients, we have learned a few
things about culture change!

3. At its very best, a
successful cultural
transformation will
enable you, too, to say…

4. “I got a whole new team
and didn’t have to change
any of the people.”
Paul Utemark, CEO
Fillmore County Hospital
Geneva, Nebraska
A Values Coach Client

5. Culture really does eat
strategy for lunch!
View or download the slide show
12 Reasons Culture Eats Strategy
for Lunch at this link

6. 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.

7. Important Point!
Ownership is not an absence of
accountability – it is a higher
evolution of accountability…

8. In a culture of ownership you
spend less time, energy, and
resources holding people
accountable because they hold
themselves accountable…

9. Accountability is of the
left brain.
9

10. Ownership is of the
right brain.
10

11. It’s the difference
between…

12. Holding their feet to the fire

13. And…

14. Having them
walk across
hot coals on
their own

15. In both cases feet are being
held to the fire – the difference
is in whether they are being
held accountable by someone
else or doing it from a sense of
intrinsic commitment.

16. You cannot hold people
“accountable” for the
things that really matter.

17. Nobody ever changes
the oil in a rental
car!

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

19. Do your people own
the work or are they
just renting a spot
on the org chart?

20. In a culture of
ownership the same
job description…

21. First and foremost a
caregiver…

22. Last but not least a
janitor…

23. And in between
whatever else needs
to be done.

24. Lesson #1
Culture must rest on
a solid foundation of
core values

25. Lesson #1
Culture must rest on
a solid foundation of
core values

26. Lesson #1a
The most important
decision is which values to
deem “core” and to define
the expectations created
by those core values.

27. Lesson #1b
Core values define who you
are, what you stand for, and
what you won’t
stand for

28. Lesson #1c
Engage people with values they
can relate to and avoid the
ultimate sin of boring boilerplate
One of the core values of
Integrated DNA Technologies Inc.

29. Lesson #1d
Make them beautiful

30. Lesson #1e
Organizational values define
strategies while personal
values define culture.

31. “People who are clearest
about their personal vision
and values are significantly
more committed to their
organizations.”
James Kouzes and Barry Posner:
31
A Leader's Legacy

32. Lesson #2
You need a culture
blueprint, roadmap,
or code to define
expectations

33. Using a construction metaphor, Values
Coach helps clients create a cultural
blueprint for their Invisible Architecture™

34. It’s a great group exercise that’s fun to do!

35. It sparks individual and group creativity!

36. Additional copies of the Cultural
Blueprinting Toolkit Workbook
are available for $29 at
www.SparkStore.com

37. Lesson #3
Culture change
begins with people
change

38. Lesson #3a
Culture does not change
until people change…

39. Lesson #3b
And people will not make
sustained changes in their
attitudes or behaviors
unless there is a personal
benefit to doing so.

40. Lesson #3c
Remember that everyone
listens to the same radio
station: WIIFM, What’s In
It For Me?
A theme of the late Zig Ziglar

41. Lesson #4
It takes a movement

42. Lesson #4a
Launching a movement is a
lot harder than starting a
program – it is also much
more likely to achieve a
lasting positive impact

43. Lesson #4b
A movement is launched by
“lone nuts” and accelerated
by “first followers”
View the Derek Sivers
TED Talk on How to Start
a Movement at this link

44. Lesson #4b
Achieving critical mass
requires approximately 30%
population commitment.
44

45. Certified Values Trainers at Sidney Regional Medical
Center – CEO Jason Petik last row on the left

46. Lesson #4c
You need enough people
moving fast enough to
escape the
negativity, pessimism, cyni
cism, and inertia of the past

47. Lesson #5
It must be more
than a “program of
the month”

48. Lesson #5a
Sustainability requires a
growing core of passionate
“Spark Plugs” who have a
personal stake in cultural
transformation.

49. Lesson #5a (contd.)
And those Spark Plugs need
to have support from their
managers when they are
criticized or ostracized by
toxically negative coworkers.

50. Lesson #5b
Avoid identification of the
change process with any
single individual or
“program.”

51. Lesson #5c
Create “initiative
coherence” by being clear
about how various
projects reinforce one
another

52. Lesson #6
Give people
practical tools to
help them change

53. Lesson #6a
Make it fun…

54. The Pickle Challenge for a More Positive
and Productive Culture

55. Lesson #6b
Engage people in group
activities, like reading of each
day’s promise from The SelfEmpowerment Pledge that is
taking place in organizations
everywhere…
View the slide show for The SelfEmpowerment Pledge at this link

58. Watch the YouTube video – half of
these people are not reading it!

59. Additional Pledge cards and daily
reminder wristbands can be ordered by
calling 319-624-3889 or at:
www.TheFlorenceChallenge.com

60. Lesson #6c
Give people a formal way to make
a commitment to desired culture
change – like this Certificate for
The Florence Challenge, which is a
commitment to being emotionally
positive, self empowered, and fully
engaged.

62. And make it
public and
visible
Palmetto Health
Maine Medical Center

63. Lesson #7
It takes
leadership, top to
bottom
You need leadership in every
corner, not just in the corner office

64. Lesson #7a
Culture change requires top
down direction and support
AND
Bottom up passion and
innovation

65. Lesson #7b
People must believe
senior leadership
believes in and is
committed to the
cultural vision

66. Lesson #7c
Middle management’s mere
support is not enough –
they must be gung ho
champions for change

67. A tough love message for managers:
The privileges of being a
manager also entail certain
foregone freedoms

68. When you accept the title and
pay raise, you assume the
responsibility to support a
committed initiative as if it
had been your own idea.

69. Lesson #8
Resistance and
opposition is
inevitable – deal
with it

70. Lesson #8a
Embrace the
skeptics, marginalize the
cynics, and plow through
resistance

71. Lesson #8b
Engage potential critics in
a constructive manner –
encourage them to think
like partners in the
change process

72. Lesson #8c
Marginalize the
negative, bitter, cynical, s
arcastic pickle-suckers

73. Lesson #8d
You cannot allow
people to opt-out of
positive culture
change!

74. Lesson #9
Institutionalize the
process

75. Lesson #9a
Establish rituals and
routines like The Pickle
Challenge and daily
readings from The SelfEmpowerment Pledge

77. Lesson #9b
Celebrate successes and
share the stories

78. Lesson #9c
Personal stories resonate
more powerfully than
scripted lectures.

79. Lesson #9d
Keep it visible:
posters, banners, screensa
vers, newsletter
articles, web pages;
include it at the start of
every meeting.

80. Lesson #9e
Make your culture an
integral element of
recruiting and new
employee onboarding

81. And one more
thing…

82. You have to balance
urgency and patience; be
in it for the long haul.