slides for webinar on building a culture of ownership by values coach ceo joe tye

Building a Culture of

Ownership on a

Foundation of ValuesWebinar Presentation, July 10, 2012

Joe Tye, CEO and Head CoachValues Coach Inc.

Copyright © 2012, Values Coach

Inc.

2

Our Purpose at Values Coach

Transforming people

through the power of

values

Transforming

organizations through the

power of people

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Our Mission at Values Coach

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If you have questions that I did not address in this webinar, send me an email and I’ll respond:

joe@joetye.com

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Key goals of this

webinar*….

*And all in 75 minutes!

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Goal #1

Describe the concept of

Invisible Architecture™

of your organization

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Goal #2

Share eight essential

lessons for building a

culture of ownership –

the only sustainable

competitive advantage

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Goal #3

Describe 15 practical

strategies for

effectively

transforming the

culture of your

organization

9

Goal #4

Inspire you to invest in

your organization by

investing in your

people (and I don’t

mean with technical

training)

But first – a

question…

Question #1

When did the

economic crisis

begin?

Question #2

When will the

economic crisis

end?

Global Economy

Your

Organiz

ation

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

22

Not Engaged: Zombies

23

Disengaged: Vampires

24

Disengagement

negatively

effects…

Product

quality

Customer

satisfaction

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

The Attitude Bell Curve

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…

People view the job

description as a floor,

not as a ceiling.

My favorite job description

First and foremost a

salesperson, last but

not least a janitor, and

in between whatever

else that needs to be

done.

Invisible

Architectur

e“Invisible Architecture” is a trademark of Values Coach Inc.

Invisible architecture

is to the soul of your

organization what

physical architecture

is to its body.

3 stages

Core Values are

the Foundation

Core values

define what

you stand for

and what you

won’t

stand for

Auto-Owners Insurance

expects each of its 3,600

associates to know by heart its

ten core values.

“These values have made our

company successful, and they

are the foundation of a

successful career within our

company. They guide every

decision we make, and direct

every action we take.”Roger Looyenga (with Joe Tye): Take the Stairs

Make that 4!

By the way…

Roger will be a speaker at our

annual Celebration of Values

conference November 15-16 in

Iowa City. Call Michelle for

details or to make a

reservation:

800-644-3889

54

“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

The Values Behaviors Outcomes Continuum

The desired

Outcome is

Trust

The required

Behaviors are

Honesty and

Reliability

The motivating

Value is Integrity

The guiding insights

behind our work at Values

Coach…

60

Values are

Personal

Values are

Skills

Skillscan be

Learned

Skillsmust be

Practiced

Nobody learns

everything they

need to know in

kindergarten!

When the slides are

posted I’ll include a link

to the free eBook edition

By the way…

Our open enrollment course

on The Twelve Core Action

Values is August 2-3 in Iowa

City – at 1/3 the cost for

organizationally sponsored

events.

800-644-388967

Thursday, August 2

Laying a Solid Foundation

1. Authenticity

2. Integrity

3. Awareness

4. Courage

5. Perseverance

6. Faith

Friday, August 3

Taking effective action

7. Purpose

8. Vision

9. Focus

10. Enthusiasm

11. Service

12. Leadership

Saturday, August 4

Optional instructor training

to become a Certified Values

Coach Trainer (CVC-T)

800-644-3889

When a critical mass

of people connect

with and act upon

their core values,

they will have a

positive impact on…

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual.

Same business

Different cultures

Culture eats

strategy for lunch!

Your organization

has a strategic

plan – but do you

have a culture

plan?

“Don’t try to fix cultural

problems with structural

solutions.”Jamie Orlikoff

Culture doesn’t change

unless people change,

and that is

emotional

work!

Emotional attitude

is the interior décor

By the way…

Jennifer will be a speaker at our

annual Celebration of Values

conference November 15-16 in

Iowa City. Call Michelle for

details or to make a

reservation:

800-644-3889

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Emotional climate is

determined by what

you expect and what

you tolerate…

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And over time, what

you tolerate will

dominate over what

you say you expect!

87

A positive workplace

culture begins with

intolerance for toxic

emotional negativity.

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“One toxically negative

person can drag down

morale and productivity

of an entire work

unit.”

90

“It is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

tolerated.”

94

The ultimate beneficiary

of your insistence on an

emotionally positive

workplace could well be

family members of your

employees!

You don’t need to

have an architect

degree to design the

Invisible

Architecture!

Shawneen Buckley at St. Francis Hospital and Health Center of Poughkeepsie, New York

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

Building a

Culture of

Ownershi

p107

Lesson #1

Pursue a Mission

that Inspires People

(Henry Ford)

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In its early days, Southwest Airlines

wasn’t just selling cheap airline

tickets, it was making it possible

for Grandma to attend her

grandchild’s college

graduation.

114

The Vision Statement of Columbus Regional Hospital

To be the best in the

world

at everything we do.

Kids today!

Lesson #2

Use Structure and

Process to Create

Culture

(Tom Watson) 116

117

Can you describe

your culture

in just six words?

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Hemingway wrote a

short story in just 6

words

And this guy made a fortune with just 6 words

122

From a large

medical

products

company

123

Version 1

Global company driven

by motivated

individuals

124

Version 2

Great company, often

own worst enemy

125

Version 3

Process driven crisis

management creating

dysfunction

126

From a large

academic

medical center

127

Version 1

Heartfelt commitment

unifies a dynamic

culture

128

Version 2

Sailing in turbulent

waters rudders

aligned

129

Version 3

Dedicated employees

deflated by

overwhelming obstacles

130

Three benefits

of the “6-

word”

exercise

131

Benefit #1

Highlight

consensus (or lack

of it) about current

culture

132

Benefit #2

Gauge perceptions

of your current

culture, positive

and negative

133

Benefit #3

Start the process

of thinking about

your ideal culture

Lesson #3

Build Culture on a

Foundation of Values

(Robert Wood

Johnson) 134

A key point!

Culture is morally

neutral.

Enron had a

powerful culture.

Core values are the

moral compass that

shapes a positive

corporate culture.

137

“Committable core values that

are truly integrated into a

company’s operations can

align an entire organization

and serve as a guide for

employees to

make their own decisions.”Tony  Hsieh: Delivering Happiness

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

When’s the last time you

called a call center and

not only laughed,

remembered the name of

the person who took your

call and…

Over the next several

months told the story to

more than 3,000 people?

Are your organization’s

values just words, no

more than a plaque on

the wall? Worse yet,

are they just plain…

Boring?

More important, do

they inspire trust,

passion, and pride

among your people?

TMC Values … Honor Tradition, Nourish

Dreams

The 3-minute

values clarification

drill…

The values statement on the wall:

Compassion

Advocacy

Respect

Excellence

The cute acronym philosophy for creating values statements

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Lesson #4

Trust is the Glue

in a Culture

of Ownership

(Ray Kroc) 149

Lack of trust is

like a tax that

makes

everything cost

more and take

longer.

Buffet makes a deal to buy

a company on a handshake.

Once a year he sets goals

with the CEO. Then he

leaves them alone – no

meetings, no phone calls.

Just trust.

Lesson #5

Use Stories to Reinforce

Cultural Norms

(Bill and Dave) 153

The HP Way was crafted

over many years by the

telling of Bill and Dave

Stories

“We trust each other at HP;

never lock this cabinet

again.”

And now, a motivating

story from your

manager…

Lesson #6

Invest in

Character Building

(Mary Kay Ash)

159

165

Lesson #7

Unleash Individual

Creativity and

Ingenuity

(William McKnight)166

168

Can you

imagine life

without Post-It

Notes?

Falling on your face is

good for your head (fail

early, fail often, fail

small).

Are people afraid

of change?

Choose your misery:

The certainty of

misery or the

misery of

uncertainty

Lesson #8

Recognize that

Everyone is a

Volunteer

(Millard Fuller)175

Southwest Airlines Motto

Servant’s Heart, Warrior Spirit,

Fun-Loving Attitude

Strategies

for Cultural

Transformatio

n

The Values

Collaborative

Hospital

Results

VISN 20 of the Veterans

Health Administration –

Responses of Master

Certified Values Coach

Trainers (MCVC-T) to

Evaluation Questionnaire

Nebraska Rural Values

Collaborative – Recently

reported changes in

employee engagement

and patient satisfaction

Mary Lanning Memorial HealthCare

Gallup Engagement Score improved

from 23rd to 72nd percentile.

Productivity improved by 55 FTEs.

HCAHPS scores topped the 95th

percentile in six categories.

Fillmore County Hospital

Patient satisfaction increased in

27 of 30 categories.

CEO Paul Utemark said he got a

whole new team and didn’t have

to change any of the people.

Community Hospital (employees)

Rating hospital as excellent place to

work increased by 26% to the 74th

percentile.

Rating training & development as

“excellent” increased by 51% to 91st

percentile.

Likelihood of recommending hospital

as excellent place to work increased

by 45% to 84th percentile.

Community Hospital (patients)

HCAHPS scores went from meeting just

12.5% of benchmarks to currently

meeting 87.5%.

Overall quality of care rated

“excellent” in patient surveys

increased from 60.9% to 87% in

current quarter.

15 Strategies for

building a culture

of ownership on a

foundation of

values

Strategy #1

Launching a movement is

a lot harder than starting

a program – it is also

much more likely to

achieve a lasting positive

impact.

Strategy #1 contd.

How can you position

your desired culture

change as a movement,

e.g. creating a gossip-

free workplace to

promote integrity.

194

Strategy #2

Achieving critical mass

requires approximately

30% population

commitment.

195

Strategy #2 contd.

Who are your “lone nuts”

and how can you help

them identify those

crucial first followers?

Strategy #3

You need enough people

moving fast enough to

escape negativity,

pessimism, cynicism, and

inertia of the past.

Strategy #3 contd.

What immediate and

short- term goals can

help you quickly gain

traction and build

momentum?

Strategy #4

People must believe

senior leadership

believes in and is

committed to the

cultural vision.

Strategy #4 contd.

What actions will

leaders commit to on a

sustained basis to

demonstrate support,

e.g. daily reading of

The S-E Pledge.

Strategy #5

Middle management’s

mere support is not

enough – they must be

gung ho champions for

change.

Corollary to Strategy #5

The privileges of being a

manager also entail

certain foregone

freedoms

Strategy #5 contd.

What message will you

give to middle

management that

obstruction and second-

guessing will not be

tolerated: get on or get

off.

Strategy #6

Sustainability requires a

growing core of

passionate “Spark

Plugs” who have a

personal stake in

cultural transformation.

Strategy #6 contd.

What actions will you

take to nurture (and

protect from cynics) the

people huddled in the

middle of the Attitude

Bell Curve?

Strategy #7

Personal stories

resonate better than

scripted lectures.

Strategy #7 contd.

What mechanisms can

you use to collect, edit,

and publish stories from

your Lone Nuts, First

Followers, and Spark

Plugs?

Strategy #8

Embrace the skeptics,

marginalize the cynics,

and plow through

resistance.

Strategy #8 contd.

Come to a consensus on

when skeptical questions

become cynical

obstruction and an

agreed upon way

management will respond

Strategy #9

Engage potential critics

in a constructive

manner – encourage

them to think like

partners in the change

process.

Strategy #9 contd.

Begin by identifying the

people who could derail

your effort (medical

staff, union, etc.) and

approach them early in

the process.

Strategy #10

You cannot allow people

to opt-out of culture

change!

Strategy #10 contd.

Define which actions are

mandatory (e.g. values

training) and which are

voluntary (e.g. The

Pickle Challenge or The

Pledge).

Strategy #11

Avoid identification of

the change process with

any single individual or

“program.”

Strategy #11 contd.

Describe every

“program” in the context

of values, purpose, and

vision of the organization

– and show how it

reinforces these.

Strategy #12

Create “initiative

coherence” by being

clear about how various

projects and programs

reinforce one another.

Strategy #12 contd.

Be creative in showing

linkages – e.g. a graphic

with an umbrella arching

over symbols representing

these projects and

programs.

Strategy #13

Keep it visible: posters,

banners, screensavers,

newsletter articles, web

pages; include it at the

start of every meeting.

Strategy #13 contd.

See illustration.

Strategy #14

Remember that

everyone listens to the

same radio station:

WIIFM.

Strategy #14 contd.

Before asking people to

“do more with less,”

help them do it at home,

e.g. by offering a low-

cost Dave Ramsey

course.

Strategy #15

Balance urgency and

patience; be in it for the

long haul.

Sometimes it’s more

magic than it is science!

“If we each do our

part, we will

change our lives for

the better.”

223

“If we all do our

parts, we will

change our

organizations for

the better.”224

“And in changing our

organizations, we can

change our world for the

better.”

225

To bring this or other Values

Coach programs to your

organization, contact

Michelle Arduser:

800-644-3889

Michelle@valuescoachinc.co

m