The document is a summary of a presentation on nursing leadership and organizational culture. It discusses how effective leaders maximize human potential by helping people live their values and creating trust and innovation. This allows the organization to flourish financially. It emphasizes that culture change requires changing people by giving them tools to inspire values-driven behavior. Leaders must transform challenges into fuel for pursuing a noble mission to gain commitment over mere compliance.

1. The Heart of a
Nurse Leader
LCMC Health Nursing Symposium
December 14, 2018
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2018, Values Coach Inc.
8:15-9:45

2. Why we do what
we do >>>>>

5. The Culture Sea Change

6. “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.

7. You cannot hold people
accountable for joy!

8. Toxic emotional negativity
is the ultimate killjoy!

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

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

12. My take...
Effective leaders maximize human potential
by...

13. My take...
Effective leaders maximize human potential
by helping people live their values...

14. My take...
Effective leaders maximize human potential
by helping people live their values, creating
a culture where trust and innovation can
flourish...

15. 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.

17. “What will distinguish the most profitable companies
from the rest in the coming year... will be whether
leaders foster a workplace culture where employees
feel a sense of belonging, like their jobs and trust their
managers to help them move on to a better one.”
Sue Shellenberger: “Why Perks No Longer Cut It For
Workers” Wall Street Journal, December 3, 2018

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

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

20. “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

21. “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

22. And it’s not just nursing!

23. “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
But most don’t like
what they see!

24. As if the challenges we know
about now weren’t sufficiently
daunting >>>>>

26. The real
leadership
challenge

27. Management is
a job description

28. Leadership is a life decision

29. Management is
what you do
29

30. Leadership is
who you are
30

31. Management
expects compliance
31

32. Leadership
seeks commitment
32

33. Management is
transactional
33

34. Leadership is
transformational
34

35. In today’s world we need
leadership in every corner,
not just in the corner office.

37. Can one person with the
courage to lead transform
an organization?

38. Lead from the heart and
people will follow

39. Three guiding insights
for positive culture
change >>>>

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

41. 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

42. Culture of Ownership Classroom

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

44. “Rituals serve as frequent, predictable
moments in which we can behave ‘as
if’ we are actualizing our best selves.”
Craig Clapper et al: Zero Harm: How to Achieve
Patient and Workforce Safety in Healthcare

48. 100+ MMH mangers’ responses to describing
their culture in just one word – October, 2018

49. Guiding insight #3
The best way to help people be
better employees is to first help
them be better parents, better
citizens, better humans.

50. “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

53. You tell him that we
love our culture and he
had better not come in
here and mess it up.

54. “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.”

55. Situational leadership
and leadership styles

56. 56
An archetype is an original model of
a person, ideal example, or a
prototype upon which others are
copied, patterned, or emulated.
Wikipedia

57. 57

58. “Fictional characters can be
more real than real people.”
Christopher Tolkien
58

59. A leader is someone
who has followers
59

60. 60

61. What kind of a leader
do you want to be?

62. Can you identify these
characteristics in any of
the people you work with?

63. Do you see elements in
any of them that you
would like to enhance in
your leadership?

64. Do you see elements in
any of them that you
regret seeing in your own
leadership?

65. Fear

66. Manipulation

67. Subversion

68. Aggression

69. Resilience

70. Hope

71. Devotion

72. Empowerment

73. Example

74. Servant

75. 75

76. “A king does not abide within his tent
while his men bleed and die upon the
field. A king does not dine while his men
go hungry, nor sleep when they stand at
watch upon the wall…
Steven Pressfield: Gates of Fire
76

77. “A king does not command his men’s
loyalty through fear nor purchase it with
gold; he earns their love by the sweat of
his own back and the pains he endures
for their sake…
Steven Pressfield: Gates of Fire
77

78. “That which comprises the harshest
burden, a king lifts first and sets down
last. A king does not require service of
those he leads but provides it to them...
Steven Pressfield: Gates of Fire
78

79. “A king does not expend his substance
to enslave men, but by his conduct and
example makes them free.”
Steven Pressfield: Gates of Fire
79

80. Lead from the heart and
people will follow

81. A tale of two
hospitals >>>

82. 80% yes 70% no

83. 80% yes 70% no
Which hospital has higher
patient satisfaction?

84. 80% yes 70% no
Which hospital has greater
employee loyalty?

85. 80% yes 70% no
Which hospital has higher
nursing turnover?

86. 80% yes 70% no
Which hospital has
healthier financials?

87. 80% yes 70% no
Which hospital has had
the most bad press?

88. 80% yes 70% no
Which hospital is a 10-time
100 Best Places to Work?

89. 80% yes 70% no
Which hospital is part of a system
that treats culture as fluff?

90. The journey from
Accountability
to a culture of
Ownership

91. 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.

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

95. No one ever won
a DAISY Award
by being held
accountable!

98. We don’t talk
about colleagues
behind their
backs.

102. Question
What can you as a leader (not necessarily
a manager) do to foster a stronger culture
of ownership where you work?

103. The Four Dimensions of
Values-Based Leadership

104. The first dimension
Character

105. “Character is
destiny.”

107. Character
What one character flaw, if you could
remove it, would have the most powerfully
transforming effect on your life and on
your relationships at home and at work?

108. The second dimension
Expectations

109. You will never exceed the
expectations that you set
for yourself.

110. You will never exceed
the limitations that you
place on yourself.

112. The best leaders expect a
lot from people – beginning
with themselves.

113. 113
“Leaders need to understand how
profoundly they affect people, how their
optimism and pessimism are equally
infectious, how directly they set the tone
and spirit of everyone around them.”
Michael Abrashoff: It’s Your Ship

114. Expectations
What is one area in your life where
increased expectations of yourself and
others would yield the greatest benefit,
and how can you communicate these new
and higher expectations?

115. The third dimension
Fellowship

116. 116

117. Committee of
the Ring
117

118. The Ring Team
118

119. 119

122. Transforming leaders foster
teamwork, community, and
a spirit of fellowship

123. They build trust by creating a
cultural intolerance for gossip,
rumor-mongering, and back-biting

124. They use adversity to build
team spirit

125. Fellowship
What actions can you take to promote a
higher level of mutual respect and trust
within your area of the organization?

126. The fourth dimension
Quest

127. The acid test of leadership is
turning a job into a mission –
into a quest

128. We choose to go to the Moon in this
decade... because that challenge is one
that we are willing to accept, one we are
unwilling to postpone, and one we
intend to win.

129. 129

130. Kids today!

131. Quest
Think about your biggest challenge or
frustration: how can you transform that
into fuel for the quest?

132. The Twelve Core
Action Values

133. The Power of Values...
The 3 most important
sentences spoken during
the 20th century…

134. We have nothing to
fear but fear itself

135. We shall never
surrender

136. I have a dream

137. 137
People who are clearest about
their personal vision and values
are significantly more committed
to their organization’s values.
James Kouzes and Barry Posner:
A Leader's Legacy

138. “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

139. What are
your values?

142. Core Action Value #1
Authenticity
The Cornerstones
1. Self-awareness
2. Self-mastery
3. Self-belief
4. Self-truth

143. Core Action Value #2
Integrity
The Cornerstones
1. Honesty
2. Reliability
3. Humility
4. Stewardship

144. Core Action Value #3
Awareness
The Cornerstones
1. Mindfulness
2. Objectivity
3. Empathy
4. Reflection

145. Core Action Value #4
Courage
The Cornerstones
1. Confrontation
2. Transformation
3. Action
4. Connection

146. Core Action Value #5
Perseverance
The Cornerstones
1. Preparation
2. Perspective
3. Toughness
4. Learning

147. Core Action Value #6
Faith
The Cornerstones
1. Gratitude
2. Forgiveness
3. Love
4. Spirituality

150. Core Action Value #7
Purpose
The Cornerstones
1. Aspiration
2. Intentionality
3. Selflessness
4. Balance

151. Core Action Value #8
Vision
The Cornerstones
1. Attention
2. Imagination
3. Articulation
4. Belief

152. Core Action Value #9
Focus
The Cornerstones
1. Target
2. Concentration
3. Speed
4. Momentum

153. Core Action Value #10
Enthusiasm
The Cornerstones
1. Attitude
2. Energy
3. Curiosity
4. Humor

154. Core Action Value #11
Service
The Cornerstones
1. Helpfulness
2. Charity
3. Compassion
4. Renewal

155. Core Action Value #12
Leadership
The Cornerstones
1. Expectations
2. Example
3. Encouragement
4. Celebration

156. What does it mean
to be a leader?

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

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

159. People will not quit a
mission; they will only
quit a job.

160. People will not leave a
team; they will only
leave an organization.

161. People will not desert a
leader; they will only
desert a boss.

162. What more can you do to be
the sort of leader who builds
a team that is in pursuit of a
noble mission?

163. 163
There is a 100% probability
that by leading with values,
you will change your own life
in a positive way.

164. 164
There is a 100% probability
that by leading with values,
you will change your culture
in a positive way.