all hands on deck, keynote presentation for hcaa tpa university, 7 10-13 for archive

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:

Joe@JoeTye.com

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

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6 one-hour

webinars

200-page

workbook

Unlimited use

$950

$300 conf discount

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