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.
13. “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.
21. My take...
Effective leaders maximize human potential
by helping people live their values, creating
a culture where trust and innovation can
flourish...
22. 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.
34. Guiding insight #2
People will not change unless
given tools and structure, and
inspired to use them.
35. Guiding insight #3
The best way to help people be
better employees is to first help
them be better parents, better
citizens, better humans.
36. “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
37.
38.
39. You tell him that we
love our culture and he
had better not come in
here and mess it up.
40. “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.”
41. Your cultural DNA should transcend
any particular individual or position
on the organization chart –
including the CEO
56. The work that you
choose to do, and the
attitude with which you
choose to do that
work, are the hammer
and chisel that carve
the statue that is you.
Self Made Man by
Bobbie Carlyle
57. There is an invisible barrier on the
potential of your organization
58. You cannot “empower” someone
who is being disempowered by
their own negative self-talk.
59.
60.
61.
62.
63.
64.
65.
66.
67. Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively disengaged
* e.g. Gallup, Avatar, Press Ganey, Modern Survey, Values Coach
93. 80% yes 70% no
Which hospital has higher
patient satisfaction?
94. 80% yes 70% no
Which hospital has greater
employee loyalty?
95. 80% yes 70% no
Which hospital has higher
nursing turnover?
96. 80% yes 70% no
Which hospital has
healthier financials?
97. 80% yes 70% no
Which hospital has had
the most bad press?
98. 80% yes 70% no
Which hospital is a 10-time
100 Best Places to Work?
99. 80% yes 70% no
Which hospital is part of a system
that treats culture as fluff?
100.
101. VCI-17 Culture Assessment Survey
results from leadership team at a
large multi-facility healthcare system
in New York State
102. Powered by
What percent of total paid hours in your organization are wasted on toxic
emotional negativity (e.g. disrespect, bullying, spreading rumors)?
~18%
105. What could that system do to
improve patient care quality and
satisfaction, operations, and
community health with an extra
$525,000 worth of help every
single day 365 days per year?
106. And that does not include indirect
impact on patient satisfaction,
productivity, morale, and every
other dimension of the operation!
114. 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.
115. Ownership
Doing what needs to be done because
you expect it of yourself. Ownership
springs from the intrinsic motivation of
personal pride.
137. Son, you’ll be proud
of your old Dad...
Today the boss held
me accountable.
138. No one ever won
a DAISY Award
by being held
accountable!
139.
140.
141. “In the long run... accountability
encourages a culture of evasion,
denial, and finger pointing.”
Richard Farson and Ralph Keyes:
The Innovation Paradox
158. Core values define who
you are, what you stand
for, and what you won’t
stand for.
159. “Identifying the core values that define your
organization is one of the most important
functions of leadership. The success or
failure of this process can literally make or
break an organization.”
Ken Blanchard: The Heart of a Leader
171. 171
“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
172. “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
244. “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.”
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
245. “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
246. “Millennials value company culture
more than any other generation that’s
come before them.”
Larry Alton: “How Millennials Are Reshaping What’s Important In
Corporate Culture” in Forbes, June 20, 2017