all hands on deck, keynote presentation for hcaa tpa university, 7 10-13 for archive
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Copy of slides used by Values Coach founder Joe Tye in keynote presentation for annual conference of the Healthcare AdministratTRANSCRIPT
All Hands on Deck
HCAA TPA University
July 10, 2013
Joe Tye, CEO and Head CoachValues Coach Inc.
Copyright © 2013, Values Coach
Inc.
If you know a very sick kid who
needs a superhero cape, let me
know; Sally and I will sponsor it:
Master cape-maker
Robyn Rosenberger
with Superhero Finn
Where we live…
When Sally and I were in the
market for a second home
our criteria were:
Arizona
Spectacular back yard
Low/no maintenance
Affordable
Our primary residence,
the farmstead in Iowa
where we lived for the
past 20 years and raised
our children: photo taken
April 20…
Lessons
Things aren’t what they
seem.
What you really want might
be closer than you think.
You must be willing to
jettison old baggage to move
forward.
There is almost always a way
to create a win-win.
Question #1
When did the
healthcare
crisis begin?
Question #2
When will the
healthcare
crisis end?
16
So is it the best
of times or is it
the worst of
times?
Healthcare Crisis
Your
Organiz
ation
23
This story…
24
Has a happy
ending!
Companies that study
employee engagement*
consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively
disengaged
* e.g. Gallup, HR Solutions, Press Ganey
Engaged: Spark Plugs
27
Not Engaged: Zombies
28
Disengaged: Vampires
29
Disengaged people,
especially disengaged
managers, are a quality
defect
Disengagement
negatively
effects…
Service
quality
Safety
Customer
satisfaction
Employee
morale
Productivity
Marketing
image
Job security
But what’s
even more
tragic...
It has a life-diminishing
impact on the
disengaged.
“Disengagement [is]
one of the chief causes
of underachievement
and depression.”Edward M. Hallowell, M.D. in HBR, 12-10
Cynthia Pearsall
Mina Ubbing
CeCe Peters
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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.
You cannot hold people
“accountable” for the
things that really
matter.
Nobody ever
changes the oil in a
rental car!
Ownership
Doing what needs to be
done because you expect it
of yourself. Ownership
springs from the intrinsic
motivation of personal
pride.
In a culture of
ownership, the job
description is a
floor, not a ceiling
19,734,525 views
80,976– avg 5 stars
“We have hundreds if not thousands of examples…” 816,911
60
Invisible
Architecture™
“Invisible Architecture” is a trademark of Values Coach Inc.
The Blueprint
Behind
the Blueprint
Invisible
Architecture™ is to
the soul of your
organization what
physical architecture
is to its body.
In our construction
metaphor, the foundation is
core values, the
superstructure is corporate
culture, and the interior is
emotional attitude.
Th
e F
ou
nd
ati
on
Core values
define what
you stand for
and what you
won’t
stand for
A great statement of organizational
values:
Defines expectations
Taps into emotions
Inspires action
Aligns with personal
values
The core values
statement is the most
important document in
your organization.
And it doesn’t have to be
a document.
TMC Values … Honor Tradition, Nourish Dreams
Nobody does it
better than...
72
Zappos Family Core Values1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and A Little Weirdness
4. Be Adventurous, Creative, and Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships With
Communication
7. Build a Positive Team and Family Spirit
8. Do More With Less
9. Be Passionate and Determined
10. Be Humble
Source: Zappos website
1. Deliver Wow Through Service
Core Values Frog thinks anything worth doing is
worth doing with WOW. To WOW, CVF differentiates
himself by doing things in an unconventional and
innovative way. He goes above and beyond the
average level of service to create an
emotional impact on the
receiver and give them a
positive story they can take
with them the rest of their
lives.
Source: Zappos website
The 3-minute
values drill
Old version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
Brainstorm
version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
7 core values
with statements
of defining
principle
35 behavioral
expectations
Organizational values define
strategies while personal
values define culture.
“If we lose sight of our
vision and bury our
values, then we have lost
our soul.”
David Whyte: The Heart Aroused: Poetry
and the Preservation of Soul in
Corporate America
When a critical mass
of people connect
with and act upon
their core values,
they will have a
positive impact on…
Th
e S
up
ers
tru
ctu
re
Culture is to the
organization what
personality and
character are to the
individual.
Which diner is most
likely to earn your
repeat business and
have you recommending
the place to friends and
neighbors?
Or…
This is not a trick
question…
It’s the reality of
the competitive
economy of
today!
Same business
Different cultures
Same business
Different cultures
Nap
Rap
Your organization has
a strategic plan – but
do you have a culture
plan?
95
Your bottom line next
year will be determined
by your strategies of this
year.
Your bottom line in three
years will be determined
by your culture of this
year.
96
A study by Eric Flamholtz
found that 46% of bottom
line (EBIT) in a multi-
divisional corporation was
due to commitment to
cultural expectations.
10 reasons
why culture
trumps
strategy
Reason #1
People are loyal
to culture, not
to strategy
Southwest
didn’t earn the
highest loyalty
in the industry
with its fuel
price hedging
strategies
Reason #2
Culture
provides
resilience in
tough times
A resilient culture was more
important than strategy in
saving Starbucks
Reason #3
Culture is more
efficient than
strategy
Nordstrom people don’t go
above and beyond the call
of duty because it’s in a
policy
Reason #4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else – but no
one can compete with their culture
Your culture is
your brand!- Tony Hsieh
“Advertising is a tax
you pay on having an
unremarkable culture.”
Robert Stephens, Founder of Geek
Squad
Reason #5
Culture can
spark a
contrarian
business
strategy
Reason #6
A brittle culture
can doom even a
great
organization (or
product)
The fingers are all
pointing in the
wrong direction
What really killed
Hostess was a culture
of labor-management
hostility.
Reason #7
When strategy
and culture
collide, culture
will win
Nardelli’s hard-fisted GE
strategies increased
profits and stock price…
“retailer is thriving
under Nardelli’s
military-style rule”
At the cost of trashing
the entrepreneurial
values and people-
centric culture
fostered by the
founders.
Reason #8
Cultural miscues
are more
damaging than
strategic ones
Not fixing Dave Carroll’s
guitar cost United $millions
Not to mention the damage
to the company’s already
bad reputation for
customer service.
Reason #9
Strategies can be
copied but no one
can copy your
culture
All the major air carriers
tried to copy the Southwest
model: they all failed.
Reason #10
Culture provides a
level of risk prevention
that cannot be
attained with strategy
alone.
Wal-Mart’s culture of
low price at any cost
has come at a huge
cost to the company.
127
Wal-Mart's Mexican Bribery
Scandal Will Sink It Like an
Iceberg Sank the TitanicAdam Hartung column heading in Forbes, 4/26/12
Wal-Mart has spent
over $100 million on
the investigation of
these ethical
scandals.
Sam Walton would
be rolling over in his
grave!
Use the Culture Mapping
Schematic to map out plans
for actions you can take to
promote a stronger culture
of ownership.
Culture doesn’t change
unless people change,
and that is
emotional
work!
Th
e
Inte
rior
Attitude is almost*
everything!A great attitude alone won’t make
you a trial lawyer or a brain
surgeon!
An enthusiastic
workforce gives you an
incredible source of
competitive advantage
in a world where 75% of
workers, on average,
are disengaged!!!
Enthusiasm is
the master
value
143
A positive workplace
culture begins with
intolerance for toxic
emotional negativity.
144
Emotional climate is
determined by what
you expect and what
you tolerate…
145
And over time, what
you tolerate will
dominate over what
you say you expect!
A simple
promise that will
change your life
– and your
organization
The Pickle Challenge
has taken on a life of
its own!
Page Hospital
Star Valley Medical Center
Memorial Hospital of Converse County
151
Alverno Clinical Laboratories
White River Health System
Mr. Pickle Jr.
Values Coach office
Star Valley Medical Center
Battle Creek VA Medical
Center
The Great
Wyoming Values
and Culture
Challenge*
* Who says people are afraid
of
culture change?
163
Charlie Button and Team
Ryan Smith and Team
Versus
164
Criteria #1
Quality and
creativity of the
organization’s
culture plan
165
Criteria #2
Comprehensiveness
and commitment of
the implementation
plan
166
Criteria #3
Level of participation
within the hospital
and by the overall
community
167
Criteria #4
Objective and
subjective outcome
measures
Commercial break
Intro video
6 one-hour
webinars
200-page
workbook
Unlimited use
$950
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Building a
culture of
ownership
Do you have to start with the
right people on the bus?
You can’t always
choose who you
have on the bus!
You can’t just
throw all the
“wrong” people off
the bus!
You can create a bus that
everyone wants to ride
It begins with a
shared vision…
178
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values,
vision,
and mission of the
organization
Commitment is
most important
when the going
gets tough...
“We need to see
opportunities where others
see barriers. We need to
be cheerleaders when
others are moaning doom-
and-gloom.”
“We need to face problems
with contrarian toughness
because it’s in how we
solve those problems that
we differentiate ourselves
from everyone else.”
“Brick walls are not
there to stop you, they
are there to make you
prove how much you
want something.”
Randy Pausch: The Last Lecture
Engagement
With patients,
coworkers, and
with the work itself
At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard Business Review, October 2010
Initiative
A “Proceed Until
Apprehended”
mindset
191
Can one person
who takes
initiative change
an entire
organization?
194
MMFI!
Fellowship
Fostering a
“support group”
culture of respect
and caring
198
Pride
In the organization,
in the profession,
in the work, and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question:
What do you do?
What do you do?
Thanks for asking!
I’m good at what I do.
I love what I do.
I’m proud of what I
do.
What I do is
important.
What could be more boring than
industrial ventilation systems?
Passion
Enthusiasm,
positive attitude,
and joy reflected in
everyday actions
Remember CeCe?
What’s the ROI of
having someone go
from Pickle-Sucker
to Poster Child for
Passion?
“If we each do our
part, we will
change our lives for
the better.”
208
“If we all do our
parts, we will
change our
organizations for
the better.”209
“And in changing our
organizations, we can
change our world for the
better.”
210
