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Leadership and Organizational Transformation
- 1. PPeerrssppeeccttiivveess oonn HHeeaalltthhccaarreeCCuullttuurree CChhaannggee MMiicchhaaeell OO.. BBiiccee©
- 2. What Do WWeeMMeeaann WWhheenn WWee SSaayy ““CCoorrppoorraattee CCuullttuurree?? ““ CCoorrppoorraattee CCuullttuurree – SShhaarreedd AAttttiittuuddeess,, HHaabbiittss,, VVaalluueess,, SSoocciiaall CCoonnvveennttiioonnss – SStteeww ooff RRuulleess,, MMoorreess,, aanndd TTrraaddiittiioonnss WWhhiicchh SShhaappee tthhee WWoorrkk EExxppeerriieennccee – ““TThhee WWaayy WWee DDoo TThhiinnggss AArroouunndd HHeerree””
- 3. What Do WWeeMMeeaann WWhheenn WWee SSaayy ““CCuullttuurree CChhaannggee??”” OOrrggaanniizzaattiioonnaall TTrraannssffoorrmmaattiioonn – CCoorree CCoommppeetteennccee CChhaannggee DDrriivveerrss ooff CCuullttuurree CChhaannggee – CCrreeaattiinngg SSuucccceessssffuull NNeeww VVeennttuurreess – MMaannaaggiinngg MMeerrggeerrss && AAccqquuiissiittiioonnss – CCooppiinngg WWiitthh IInnnnoovvaattiioonn && CChhaannggee – OOvveerrccoommiinngg NNeeww CCoommppeettiittiivvee PPrreessssuurreess LLeeaaddeerrsshhiipp OOrrggaanniizzaattiioonnaall TTrraannssffoorrmmaattiioonn
- 4. CCuullttuurree CChhaannggee MMooddeell Preparation Principles Managing the HR and OD Interventions Middle Managing Barriers
- 5. PPrreeppaarraattiioonn CCuullttuurree CChhaannggee==WWhhiitteeWWaatteerr RRaafftt RRiiddee SSttuuddyy OOrrggaanniizzaattiioonn’’ss HHiissttoorryy DDeessccrriibbee BBaasseelliinnee CCuullttuurree – VVaalluueess aanndd BBeelliieeffss – HHeerrooiinneess aanndd HHeerrooeess – RRiittuuaallss – CCeerreemmoonniieess – SSttoorriieess aanndd SSttoorryy TTeelllleerrss
- 6. PPrreeppaarraattiioonn BBuuiilldd aaCCaassee ffoorr CChhaannggee – CCuurrrreenntt oorr AAnnttiicciippaatteedd PPaaiinn – IInntteelllleeccttuuaall aanndd EEmmoottiioonnaall AArrgguummeennttss VViissiioonn:: SSeennssiibbllee aanndd AAppppeeaalliinngg PPiiccttuurree ooff tthhee FFuuttuurree CCrraafftt aa VViissiioonn ffoorr tthhee FFuuttuurree – SSiixx WWaayy TTeesstt:: IImmaaggiinnaabbllee;; DDeessiirraabbllee;; FFeeaassiibbllee;; FFooccuusseedd;; FFlleexxiibbllee;; aanndd CCoommmmuunniiccaabbllee ((KKootttteerr))
- 7. PPrriinncciipplleess ooff OOrrggaanniizzaattiioonnaall CChhaannggee NNOO VViissiioonn RReeaalliizzeedd WWiitthhoouutt CCuullttuurree CChhaannggee CCoommmmiittmmeenntt ooff LLeeaaddeerrsshhiipp CCoommmmuunniittyy CCoonnttiinnuuiittyy ooff LLeeaaddeerrsshhiipp FFlleexxiibbllee EExxeeccuuttiioonn PPllaannss
- 8. Management IInntteerrvveennttiioonnss ((HHuummaannRReessoouurrcceess)) HHuummaann RReessoouurrccee PPhhiilloossoopphhyy RReeccrruuiittmmeenntt OOrriieennttaattiioonn LLeeaarrnniinngg RReewwaarrddss
- 9. Management IInntteerrvveennttiioonnss ((OOrrggaanniizzaattiioonnaallDDeevveellooppmmeenntt)) OOrrggaanniizzaattiioonnaall RReeddeessiiggnn CCoommmmuunniiccaattiioonn IInnnnoovvaattiioonn EEnnhhaanncceemmeenntt MMaannaaggiinngg NNoorrmmss MMaannaaggiinngg VVaalluueess
- 10. HHuummaann RReessoouurrccee PPhhiilloossoopphhyy LLaarrggeellyy UUnnttaappppeedd RReesseerrvvooiirr ooff TTaalleenntt TTrreeaatt EEmmppllooyyeeeess LLiikkee YYoouurr BBeesstt CCuussttoommeerr PPeerrmmiissssiioonn SSttaatteemmeennttss
- 11. RReeccrruuiittmmeenntt WWaarrrreenn BBuuffffeettSSttoorryy:: IInntteeggrriittyy,, IInntteelllleecctt,, aanndd EEnneerrggyy RRuullee ooff TThhuummbb – %% GGOO – %% GGOO,, BBUUTT – %% NNOO
- 12. OOrriieennttaattiioonn LLeeaaddeerr’’ss RRoolleeDDuurriinngg OOrriieennttaattiioonn UUttiilliittyy ooff PPeeeerr PPrreessssuurree FFoorrggee CCoommppaannyy TTyyppeess
- 13. LLeeaarrnniinngg FFoouunnddaattiioonn ooffVVaalluueess,, TTrruusstt aanndd EEmmppoowweerrmmeenntt NNoo LLeeaarrnniinngg WWiitthhoouutt DDiiffffiiccuullttyy aanndd FFuummbblliinngg AAnn IInnvveessttmmeenntt,, NNoott AAnn EExxppeennssee
- 14. RReewwaarrddss PPeerrffoorrmmaannccee AApppprraaiissaallSShhoorrttccoommiinnggss IImmppoorrttaannccee ooff PPssyycchhiicc IInnccoommee GGrroowwiinngg ccoommppeennssaattiioonn GGAAPP bbeettwweeeenn LLeeaaddeerrsshhiipp aanndd ddiirreecctt ccaarreeggiivveerrss
- 15. OOrrggaanniizzaattiioonnaall RReeddeessiiggnn MMaannaaggeemmeennttLLaayyeerrss BBlloocckk,, DDiissttoorrtt,, aanndd FFiilltteerr LLooww CCoorrppoorraattee OOvveerrhheeaadd iiss aa CCoommppeettiittiivvee AAddvvaannttaaggee GGoovveerrnnaannccee CCuullttuurree CChhaannggee
- 16. CCoommmmuunniiccaattiioonn NNOO BBeeaattssUUnncceerrttaaiinnttyy WWaallkk YYoouurr TTaallkk KKeeeepp YYoouurr MMeessssaaggee SSiimmppllee:: AAvvooiidd TTeecchhnnoo BBaabbbbllee aanndd MMHHAA--SSppeeaakk TTeellll SSttoorriieess;; GGiivvee EExxaammpplleess;; PPaaiinntt aa PPiiccttuurree
- 17. IInnnnoovvaattiioonn EEnnhhaanncceemmeenntt FFooccuussoonn CCuussttoommeerr CCoonnssttaanntt,, IInnccrreemmeennttaall IImmpprroovveemmeennttss EExxppoossuurree ttoo PPeeooppllee aanndd IIddeeaass tthhaatt aarree FFoorreeiiggnn,, UUnnccoommffoorrttaabbllee aanndd TThhrreeaatteenniinngg
- 18. MMaannaaggiinngg NNoorrmmss UUnnwwrriitttteennRRuulleess:: PPoossiittiivvee aanndd NNeeggaattiivvee NNeeww VViissiioonn RReeqquuiirreess NNeeww NNoorrmmss BBaasseelliinnee CCuullttuurree DDeessiirreedd CCuullttuurree CCoonnffoorrmm PPeerrffoorrmm HHooaarrdd IInnffoorrmmaattiioonn SShhaarree IInnffoorrmmaattiioonn AAvvooiidd CCoonnfflliicctt CCoonnffrroonntt CCoonnfflliicctt
- 19. MMaannaaggiinngg VVaalluueess LLeeaaddeerrssPPrroommoottee && PPrrootteecctt VVaalluueess GGAAPP BBeettwweeeenn VVaalluueess oonn PPaappeerr aanndd VVaalluueess iinn PPrraaccttiiccee LLiittmmuuss TTeesstt?? HHoolldd ttoo VVaalluueess WWhheenn TTiimmeess aarree TToouugghh
- 20. IInntteerrvveennttiioonn RReeccaapp HHuummaannRReessoouurrcceess – PPhhiilloossoopphhyy – RReeccrruuiittmmeenntt – OOrriieennttaattiioonn – LLeeaarrnniinngg – RReewwaarrddss OOrrggaanniizzaattiioonnaall DDeevveellooppmmeenntt – OOrrggaanniizzaattiioonnaall RReeddeessiiggnn – CCoommmmuunniiccaattiioonn – IInnnnoovvaattiioonn EEnnhhaanncceemmeenntt – MMaannaaggiinngg NNoorrmmss – MMaannaaggiinngg VVaalluueess
- 21. BBaarrrriieerrss ttoo CChhaannggee LLeeaaddeerrsshhiipp BBuurrnnoouutt RReelluuccttaanntt LLeeaaddeerrsshhiipp CCoommmmuunniittyy IInnssuullaarr CCuullttuurree CCyyccllee ooff CCyynniicciissmm PPhhyyssiicciiaann RReebbeelllliioonn
- 22. BBaarrrriieerrss ttoo CChhaannggee LLoossss ooff TTrruusstteeee SSppoonnssoorrsshhiipp aanndd SSuuppppoorrtt MMiiddddllee MMaannaaggeemmeenntt RReessiissttaannccee LLoossss ooff KKeeyy PPllaayyeerr((ss)) EEvveennttss OOuuttssiiddee MMaannaaggeemmeenntt CCoonnttrrooll SSuuffffeerriinngg AAssssoocciiaatteedd wwiitthh MMaajjoorr CChhaannggee CCoonnssiiddeerr MMoouurrnniinngg RRiittuuaall((ss))
- 23. MMaannaaggiinngg tthhee MMiiddddllee BBaassiicc TTrruutthh ooff MMaannaaggeemmeenntt iiss TThhaatt NNeeaarrllyy EEvveerryytthhiinngg LLooookkss LLiikkee aa FFaaiilluurree iinn tthhee MMiiddddllee TToooollkkiitt – CCeelleebbrraattee SShhoorrtt TTeerrmm WWiinnss – GGeett CClloossee ttoo tthhee CCuussttoommeerr – MMeennttoorr – RRuunn SSccaarreedd – CCuullttuurree AAuuddiitt
- 24. Regional MMeeddiiccaall CCeenntteerrCCuullttuurree AAuuddiitt FFiinnddiinnggss OOLLDD CCUULLTTUURREE PPeeooppllee:: CCoommmmooddiittiieess SSoocciiaall EEnntteerrpprriissee WWeeiigghhtt ooff HHiissttoorryy CCyynniicciissmm CCoonnttrrooll BBeehhaavviioorr EEnnttiittlleemmeenntt TTootteemm:: EElleepphhaanntt NNEEWW CCUULLTTUURREE PPeeooppllee:: VVaalluueedd AAsssseettss BBuussiinneessss EEnntteerrpprriissee PPrroommiissee ooff tthhee FFuuttuurree TTrruusstt EEnnaabbllee BBeehhaavviioorr AAccccoouunnttaabbiilliittyy TTootteemm:: EEaaggllee
- 25. FFiinnaall TThhoouugghhttss NNooVViissiioonn RReeaalliizzeedd WWiitthhoouutt CCuullttuurree CChhaannggee LLeeaaddeerrsshhiipp CCoommmmuunniittyy,, NNOOTT HHeerrooiicc LLeeaaddeerr TTrreeaatt EEmmppllooyyeeeess LLiikkee YYoouurr BBeesstt CCuussttoommeerr NNeeeedd ffoorr EEnneerrggyy,, PPaassssiioonn,, SSaaccrriiffiiccee,, CCrreeaattiivviittyy aanndd CCoommmmiittmmeenntt
- 26. FFiinnaall TThhoouugghhttss AAsssseessssRReeaaddiinneessss ffoorr CChhaannggee BBee CClleeaarr WWhheerree YYoouu AArree TTaakkiinngg PPeeooppllee aanndd WWhhyy WWaallkk YYoouurr TTaallkk BBaarrrriieerrss ttoo CChhaannggee AArree PPOOWWEERRFFUULL LLeeaaddeerrsshhiipp RReeqquuiirreess DDiissttuurrbbiinngg PPeeooppllee,, BBuutt aatt aa RRaattee TThheeyy CCaann AAbbssoorrbb
- 27. FFiinnaall TThhoouugghhttss CCeennttrraalliittyyooff VVaalluueess aanndd BBeelliieeffss DDoonn’’tt OOvveerrllooookk PPeerrssoonnaall TTrraannssffoorrmmaattiioonn KKuubblleerr--RRoossss aanndd BBrriiddggeess’’ IInnssiigghhttss CCoommmmuunniiccaattiioonn SShhoouulldd BBee FFrreeqquueenntt,, CCoonnssiisstteenntt aanndd RReelliiaabbllee CChhaannggee iiss OOnnggooiinngg,, EEnnddlleessss,, aanndd FFoorreevveerr
Editor's Notes
- #2 Retrospective look at 33 years of culture change experience, during which I witnessed, practiced, and studied culture change. I will share what I believe to be some enduring lessons I’ve learned. My culture change journey began in 1981: New job with LHS in North Dakota (turnaround); doing everything that made me successful up to that time; yet having major job frustrations. At the same time, I was serving as a Kellogg National Fellow 1980-83. Prep for Colombia trip; Importance of honoring Colombia’s culture; Proverbial light went on; I was not paying much attention to LHS culture, and when I did, it was to try to overpower it: led to lifelong fascination and study (My intellectual space in HC) Stages of interest in corporate culture (My journey): Roughly 5 year blocks (81-85) Irrelevant—Psycho-babble; province of academics (86-90) Relevant—Act of God; do nothing (91-95) Relevant—Act of God; manage around the culture (96-00) Relevant—Key change variable, heroic leader; need for principles, tactics, stories (01- today) Relevant—Leadership community; attention to obstacles; enhancing learning capacity Latest Revision: Thursday May 29, 2014
- #3 “The Way We Do Things Around Here” (Deal and Kennedy, 1982)
- #4 Theme for this presentation? L=OT and OT=L
- #5 You need a model or conceptual framework to guide your activities. Here are the basics of mine: Preparation, Principles, Interventions, Managing Barriers, Managing the Middle Utility of model for: 1. Initiating Cultural Change 2. Auditing Cultural Change Initiatives
- #6 White water: The most useful analogy I’ve encountered-”training guides for the ride” History Read past literature, reports, minutes, etc. Talk to “corporate historians.” Listen to words, emotional overlay, what is NOT said. How was change managed in the past? Success culture? Culture of pride? Implications? Cycle of cynicism culture? Implications? “The main thing we learn from history is that we do not learn from history” Greenleaf essay 1987 Identify baseline culture: 1.Values and Beliefs: U of Virginia--K mention of Jefferson; Mayo Clinic--The Mayo Spirit, St Josephs; Orange, CA—faith, foresight, flexibility; Medtronics-- alleviate pain, restore health and extend life 2. Heroines and Heroes-Individuals who embody core values and beliefs 3. Rituals-Performed daily; often physical expressions. Nursing Rituals: Occupational/Change of shift report, Therapeutic/bathing patients, post mortem care, medication administration (Wolf ’88 PHD Thesis); TMH Nurses singing Ain’t No Mountain High Enough at shift change 4.Ceremonies: Periodic occurrence; Occasions when culture is on display; Examples include Annual meeting, Employee awards, Company picnic, Medtronic’s annual holiday party—people whose bodies function thanks to Medtronic devices come to give testimonials (Fortune 1/8/2001) 5. Stories and Story Tellers: Neuhauser ’93 Storytelling is the single most powerful form of human communication. It is the primary vehicle that humans use to preserve their cultures. Can: inspire, comfort, teach and entertain. Can also: destroy, stir up hate, demoralize. Kushner ’90 Examine how people use, and react to humor; Humor exposes shared values and beliefs; You need to know hidden assumptions to “get” the joke Stories: Prison--#’s and new inmate; ND--Ole and Lena stories; Norwegian charisma; Is she depressed or is she Swedish? Uffda!
- #7 “Pain” associated with status quo—not a tolerable situation—the Burning Platform scenario Current pain (Losing money, MD’s in revolt, drop in bond rating, low employee morale, etc) Anticipated pain (Arguably, the more difficult to sell: P4P, HIT rollout, major HC reform, etc) A N D Intellectual and emotional aspects of case Guidelines for choosing a song? “When the melody touches your heart emotionally and the words hit your brain intellectually, more than likely you’ll find you have an excellent song to sing.” Tony Bennett NYT 2.17.02 Kotter ’96 Vision=A sensible and appealing picture of the future Characteristics of an effective vision: Imaginable; Desirable; Feasible; Focused; Flexible; and Communicable (can be successfully explained in 5 minutes)
- #8 Idealizing “great leaders” and “heroic figures” is a surefire way to create and maintain change-averse organizations! (Peter Senge) Multiple year undertaking: 3 to 7 years! Distinction between physical and psychological merger! No shortcuts or quick fixes! CHICAGO, March 31, 2008— During 2007, the hospital CEO turnover rate was 15%. Over the past seven years the rate has remained relatively stable, fluctuating between 14% and 16%. (Same finding as in 2006) Flexible Execution: Why? Non Linear: 2 steps forward, one step back Unanticipated Consequences: Decline in volunteer support at LHS for annual 10K post layoff Events Out of Control: price of oil and wheat; Federal legislation; Political re-alignment
- #10 Keys to Applying Interventions: Do Your Homework! Use Existing Management Structure No Task Forces No delegation to HR CEO as LEADER of change effort! Situation Dependent Game Plan
- #11 Economist (13 Oct 07) Special Report on Innovation “The one natural resource that the world has left in infinite quantity is human ingenuity.” Your number 1 customer? Your employees, not patients. Nurtured employees nurture patients. Taking care of people who take care of people. Every company in the world says, "Don't ask permission, ask forgiveness." Every company in the world says, "It's OK to fail." And for 99% of them, it's probably not true. (WSJ 9/24/07)
- #12 Profoundly different values, skills and experiences required for paper culture than for a digital culture Not a bad idea to assume at the outset that 25-30% of the people are NO, even though they may not claim so.
- #13 Early articulation of vision and values by Leader (Employee Orientation) My first orientation experience? Navy boot camp. Florida Football: Freshman wear a stripe until Coach Meyer removes it-You are a Gator now!
- #14 You are not going to teach me anything if I don’t trust you; Importance of psychological safety in a classroom Gardner ’81 “There is no learning without difficulty and fumbling. If you want to keep learning, you must keep on risking failure—all your life.” Commit to Life Long Learning
- #15 DEFICIT: The two most meaningful dialogues most people have with anyone at their work are their initial interview and their exit interview. (Leider and Shapiro ’02) Performance appraisal—difficult to do and do well (Akin to a trip to the dentist) Performance Appraisal an Essential Tool of Transformational Leader Psychic Income to me: Doing work that matters and makes a difference in peoples lives, and doing it with people that I care about and that care about me I worry that the growing compensation GAP between CEO and direct caregivers may compromise change initiatives. Gerald Grinstein @ Delta Airlines-broke down barriers between workers and management. Made sure workers shared in the financial benefits of the airlines’ emergence from bankruptcy proceedings, while forgoing any special compensation himself. (WSJ 10/4/07) Discussion: Should CEO’s pay be set at a multiple of direct care giver? Drucker 20:1 (Herman Miller office furniture) CEO-to-worker pay ratio 400:1 All time high! (Atlantic Monthly Jan/Feb 2004) Typical Japanese company 10:1 (Pascale) Ben & Jerry’s 7:1 Service Master “No one earns more than 12 times the salary paid to the lowest-level worker” Fortune 7.9.01 Health care standard? What do you think it should be?
- #16 “When your outgo exceeds your income, your upkeep will be your downfall.” U of M 1970
- #17 Straight Talk beats Happy Talk People track behavior, not words MHA-Speak can get in the way, creating confusion, suspicion, and alienation Never underestimate the power of a good story to get your message across (The Costco Connection, October 2007)
- #18 Innovation = Fresh thinking that creates value (Richard Lyons, CLO, Goldman Sachs) 13 Oct 07 Economist Different world views: Health providers tend to focus on technology and medicines, whereas patients are concerned with service and information. 1% Improvement in 1000 Things, not 1000% improvement in one thing 9/24/07 WSJ Innovation Piece: Corporations inherently have antibodies that come out and try to envelop and kill any innovation. I think all of us would agree that cultures kill what's not like them.
- #19 LHHS Experience: 6 years; 3 groups of Regional Vice Presidents; Recruit outside LHS, recruit young LHS (Eric and Craig) Learn early on the job—when you “break” the unwritten rules Powerful influence on behavior Stories: Our men wear hats and sportcoat (TNT); new CMO’s visit to MD Lounge
- #20 Definition of Organizational Values: The understandings and expectations that describe how the organization's people behave and upon which all business relationships are based (e.g. trust, support and truth). What people think is right and wrong, good and bad, desirable and undesirable. Shared judgment on what is important. Remember the centrality of values and beliefs in describing/defining a corporate culture My critique of HC provider values? Too many values—5 should be max—I like 3. Minimal distinction between HC organization’s list of values. Often leaders behavior doesn’t model or support value statements mixed messages
- #22 NEVER Underestimate The Forces That Reinforce Complacency or Maintain The Status Quo Expect barriers and be prepared to take measures to manage or remove them Burnout? The deeper the change and the greater the amount of new learning required, the more resistance there will be, and thus, the greater the danger to those who lead. Read Heifetz and Linsky’s Leadership on the Line (2002) Reluctant CEO: Educate, replace, or prepare to fail (Daryl O’Conner) An insulated culture systematically excludes any information that could contradict its reigning picture of reality (Finkelstein ’03) Symptoms? 1. We’re better than you are. Period. 2. Trust us. We know what we are doing. 3. We don’t need customers telling us how to run our business. 4. We have a positive attitude here. Antidotes? Counter complacency. (Home Depot: Number one, we are not that smart. Number two; we know we are not that smart.) Cycle of cynicism-Learn to pay scant attention to latest management initiative; keep head down; this too shall pass
- #23 Major Change=a very significant LOSS; liken it to a “Death” Task of leadership community to design mourning rituals (Lake Havasu City; Delta and Western Airlines; Formation of Baystate Medical Center; Change to word processors in newspaper setting) Best text for understanding organizational change? Kubler-Ross’s Death and Dying Five stages: Denial; Anger; Bargaining; Depression; Acceptance Bridges’ Transitions: Three overlapping stages An ending, during which one disengages from and breaks the old identity with “the way things were” A neutral zone when one is between two ways of doing and being, having lost the old way, and not having found a way to live with the new A new beginning, after which one again feels at home and productive in the “way things are” with a new identity based on new conditions
- #24 Race for Marathoner, Not a Sprinter: What do you do when you hit the wall at the 20 mile mark? Other Tool Kit Ideas: Going outside the organization: Healthcare and non-healthcare companies Engage new consultants Teaching Different Mentor for Different Career Stage “Run scared” Senator Pastore story Andy Grove’s “competitive paranoia” Engage Peer or support groups (HPIG) Take a sabbatical (Gary Strack) Evidence based management (EBMgt) Study avoidable errors in change process John Kotter, “Leading Change” (1996) Underestimating the power of vision Under communicating the vision by a factor of 10 (or 100 or even 1000)
- #25 Setting: New CEO in turnaround setting. History of failed leaders and organizational meltdowns. He gave “permission to fail” but few understood or responded affirmatively. Process: literature review( employee handbook, hospital publications, recruitment packages, local press; website, etc); “tri-level” structured interviews for top brass, middle management, and direct and indirect care givers; feedback and recommendations Interventions? HR philosophy (Replace CHRO) and Innovation Enhancement
- #26 Changing culture is more than a full time job. It’s an obsession! I’ve been the Acquirer, and I’ve been acquired. The former condition is a lot more fun. Health System Leader June 1997 “Merger of Equals” Outcomes in order of likelihood: A + B = A A being the dominant culture. Most common. A + B = A and B Some merged functions. Two separate cultures continue to exist. Next most frequent. A + B = AB. Or the best of both. Blend. Rare. A + B = C Realization of new culture. Rarer still.
- #27 Leadership requires disturbing people, but at a rate they can absorb. Adaptive change stimulates resistance because it challenges people’s beliefs, habits, and values. It asks them to take a loss, experience uncertainty, and even express disloyalty to people and cultures
- #28 Remember the centrality of values and beliefs in describing/defining a corporate culture Remember too that Leaders Promote & Protect Values No beats uncertainty Straight talk beats happy talk There is no end game. The reality is permanent, continuous transformation.