building a culture of ownership, presented to the aha center for healthcare governance by joe tye
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Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.TRANSCRIPT
Building a Culture of Ownership
Presented to the AHA Center for Healthcare Governance
By Joe Tye, CEO of Values Coach Inc.
Copyright © 2010, Values Coach
Inc.
I don’t
paddle –
that’s not
my job!
“A vast field of suffering and misery”
And we think WE have a healthcare crisis!
WWFD – Today?
“Nightingale’s enduring
legacy is socially relevant
because the profession of
nursing shows signs of
losing its soul; it is in
crisis.”Barbara Montgomery Dossey et al: Florence
Nightingale
Today: Healing, Leadership, Global Action
The Hidden Healthcare Crisis
And it’s not
just nursing!
“How do we empower caregivers to empower patients?”
Patrick CharmelPresident & CEOGriffin Hospital
From Mere Accountability
to a Culture of Ownership“Because it is so rare, an
organization that is able
to create this culture of
ownership within its
workforce has a high
probability of creating a
sustainable competitive
advantage.”
Al Stubblefield: The Baptist Health Care
Journey To Excellence: Creating a Culture
of WOWs!
AccountabilityDoing what you are
supposed
to do because someone
else expects it of you.
Accountability springs
from the extrinsic
motivation of reward
and punishment.
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 pride and
engagement.
“You can hold people
accountable their job
descriptions, but you can’t
hold them accountable for
being committed and
engaged. You can’t hold
people accountable for
caring.”From The Florence Prescription
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Who Owns Left Field?
From the Information Age to the Conceptual
Age “The ability to encapsulate,
contextualize, and emotionalize has
become vastly more important in
the Conceptual Age.”
Daniel Pink: A Whole New Mind: Moving from the Information Age to the Conceptual Age
Management is a job descriptio
n
Leadership is a
life decision
And in today’s world we need
leaders in every corner – not just
in the corner office
Bean
Cou
nte
rPo
et
Rules
Values
Plans
Inspires
Measured
Seen
A Given
A Choic
e
Inert
Contagious
Process
Attitude
Boring!
Chaos!
Recruitingandretention
is not one word.
Using “Invisible
Architecture” to gain
competitive advantage
Invisible architecture is
to the soul of your
organization what
physical architecture
is to its body.
Core Values are the
Foundation
Built
to Last
Core values define what you stand for and what you won’t
stand forAnd if you don’t stand for something you’ll fall for anything!
“We know from our research
that the people who are
clearest about their [own
personal] vision and values are
significantly more committed to
their organizations than are
those who are not clear about
their vision and values.”James Kouzes and Barry Posner: A Leader's
Legacy
Which value do direct caregivers feel is more important to your hospital’s leadership?
Compassion
Productivity
OR
AND
The single most
important thing I
have learned in 15
years with Values
Coach
Values are
Skills
Don’t sell your people or
your organization short…
Because nobody
learns everything
they need to know in
kindergarten!
We Call our Graduates “Spark Plugs”
Coming soon to every
workplace near you
(including yours)…Too many jobs
Too few people
“Throughout the entire economy, the
United States lacks adequate numbers
of appropriately skilled workers to
support high standards in personal or
professional services, or properly
maintain the physical and
technological infrastructure upon
which everyone relies and takes for
granted.”
Edward E. Gordon: The 2010
Meltdown: Solving the
Impending Jobs Crisis
Cost of turnover (hiring,
training, and productivity
loss) represents a loss of
greater than 5 percent of
the total annual operating
budget.Waldman JD et al: The shocking cost of turnover in
health care, Health Care Management Review,
January 2004
Values and Employee Loyalty
Source: Roger Herman, et al: Impending Crisis: Too Many Jobs, Too Few People (page 139)
Soft
really is
hard!
Culture is to the
organization what
personality and character
are to the individual.
“I came to see, in
my decade at IBM,
that culture isn't
just one aspect of
the game –
it is the game.”
Culture Eats Strategy for Lunch!
Cultural ToughnessWalt Disney
Tom Watson
Robert Wood Johnson
William McKnight
Mary Kay Ash
Bill and Dave
Ray Kroc
Millard Fuller
Wiley Business Books, July 2010
We need to have a different
perspective on the challenges we
face. We need to see opportunities
where others see barriers. We need
to be cheerleaders when others are
moaning doom-and-gloom. We
need contrarian toughness – being
thankful for problems because it’s in
how we solve our problems that we
differentiate ourselves from
everyone else. The Florence Prescription
Engaged – Spark Plugs
Not Engaged – Zombies
Disengaged – Vampires
Shift Your Bell Curve
Emotional climate is
defined by what you
expect and by what
you tolerate*
*to permit is to promote
Spark Plug
Pickle*
Observers –
the results are
almost always
the same
*So-called because emotional vampires look like they have a dill pickle stuck in their mouths
1. Commitment
2. Engagement
3. Passion
4. Initiative
5. Stewardship
6. BelongingFear excludes and creates enemies.Courage includes and creates friends.
Joe Tye: Never Fear, Never Quit:
A Story of Courage and
Perseverance
7. Fellowship
8. Pride
How do you answer the
universal icebreaker
question?What do you do?
Does your answer convey:
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?
Cultural transformation
project for a busy urban emergency
department
The Challenge
Lack of trust between
staff and management.
The Challenge
Inadequate support
from ancillary
departments and
ineffective advocacy
for the department by
the management team.
The Challenge
Downward spiral of toxic emotional negativity reflected in chronic complaining, gossip, finger-pointing, and learned helplessness.
The Challenge
Forward momentum
prevented by excessive
attachment to past
grievances.
Intervention
Actions and Outcomes
Focus group sessions broke the ice and surfaced serious failures of communication, understanding, and empathy.
Actions and Outcomes
Distribution to all staff of a critical consultant report raised a very high bar of expectations for the management team.
Actions and Outcomes
Quantum increase in leadership visibility established connection and credibility.
Actions and Outcomes
Substantial increase in Security presence on unit with greatly enhanced communications and responsiveness.
Actions and Outcomes
Recommitment of the department educator to training functions.
Actions and Outcomes
Commitment to charitable activities built new bridges among staff and between staff and management.
Actions and Outcomes
No more management by email and no tolerance for transferring monkeys from staff to manager shoulders.
Actions and Outcomes
Proceed Until Apprehended approach to unit support achieved immediate results and got the attention of support departments.
Principles involved:
Courage
Principles involved:Courage
Transparency
Principles involved:Courage
Transparency
Visibility
Principles involved:Courage
Transparency
Visibility
Mutuality
Principles involved:Courage
Transparency
Visibility
Mutuality
Commonality
Principles involved:Courage
Transparency
Visibility
Mutuality
Commonality
Momentum
“The change in the
atmosphere of the
Emergency
Department has
been palpable.”Judy Rich, President & CEOTucson Medical Center
Healthcare
reform from
the inside out
Step 1 Read the Book
OR
These 8 are
also essential
qualities for a
meaningful
work
experience!
Step 2Take The Pledge
Who empowers
the caregivers?
Monday: Responsibility
Tuesday: Accountability
Wednesday: Determination
Thursday: Contribution
Friday: Resilience
Saturday: Perspective
Sunday: Faith
If you’ve been
waiting for someone
else to empower you,
you should know
that…
No one can empower you but – YOU – and once you have empowered yourself…No one can take that power away.
Step 3Make the
Commitment
Be a
ringleader in
the positivity
conspiracy!
“That’s why we need this bottom-up
conspiracy that Carol Jean talks
about. Because if enough people like
you scream ‘Stop it!’ to the
complainers and the finger-pointers
and the gossips, you can clear the air
of toxic emotional negativity. You
owe it to your patients. You owe it to
each other. You owe it to yourselves
and to your families.”
The Florence Prescription
Refuse to participate in
complaining, gossiping,
and other forms of toxic
emotional negativity.
Replace the words “Not
my job” with “How can I
help?”
Not my job
Imagine!An organization
where everyone has
taken
The Florence
Challenge.
The Patient Wins
The Hospital Wins
The Caregiver Wins
