building culture of ownership, a presentation for centracare health leadership conference

2. Today we will be talking about transformational leadership 3. Transformational leadership is helping people regain their lost superhumanpowers and then apply them to work that matters 4. I hope to engage you in a dialog, but I promise 5. But I will give you 6. Homework!Fill out the card or send me an email ([email protected]); Ill sendyou a link to these free eBooks and sign you up for Spark Plug: 7. Management is transactional Leadership is transformational James MacGregor Burns: Leadership 8. Management is of the left brain. Leadership is of theright brain.13 9. And in todays world we need leaders in every corner not just in the corner office 10. RulesValues 11. Process Attitude 12. PlansInspires 13. Measured Seen 14. Inert Contagious 15. What you do Who you are 16. Boring! Chaos! 17. Theyve been trying to tell us for 35 years: Soft is hard! 18. When Sally and I were in the market for a second home in Arizona our criteria were: Spectacular back yard Low to zero maintenance Affordable 19. And this is our primary residence, the house where we lived for the past 20 years and raised our two children photo taken last April 20 20. Lessons Things arent 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. 21. A word about the assumptions we make. 22. What do you get when you break the word assume into its constituent parts? 23. Lets watch as the word assumption gets deconstructed 24. Question #1When did the healthcare crisisbegin? 25. Surely this is the Kingdom of Hell. 26. A vast field of suffering and misery Reverend Sydney Godolfin Osborne 27. And we think WE have a healthcare crisis!Laura Fraser in the BBC television program Florence Nightingale 28. Florence Nightingale firsts include: Medical recordsLaundry and housekeepingInfection controlNutrition servicePharmacyMaterials managementPatient libraryMedical triageNursing uniformsChaplain service 29. The first person ever to calculate cost per patientday in a hospital! She understood the rule no margin, no mission 30. Florence [Nightingale] had a set of values and principles on which she believed nursingand the leadership of nursing should be based. Beth T. Ulrich: Leadership and Management According to Florence Nightingale 31. We need to respark the spirit that Florence first sparked at the ScutariBarrack Hospital! 32. Question #2When will the healthcare crisisend? 33. This story49 34. Has a happy ending!50 35. So is it the best of times or the worst of times? 36. There is another, more hidden, healthcare crisis Its not the one thats outthere what they are doing to us 37. Its the one thats in here what we are doing to ourselvesand to each other. This is part of a larger social crisis of toxic negativity andself-imposed disempowerment. 38. Companies that study employee engagement* consistently find: ~ 25% fully engaged~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey 39. Engaged: Spark Plugs57 40. Not Engaged: Zombies58 41. Disengaged: Vampires59 42. Results of my 2 question survey on engagement andattitude in the workplace, responded to by more than 1,000 Spark Plug readers 43. Question #1What percent of employees inyour organization are highly engaged Spark Plugs?1. Less than 25% 2. 25-50%3. More than 50% 44. Nearly of respondents said that less than of their coworkers were engaged! 45. Question #2What percent of total paid hours in your organization are wasted on complaining, gossiping, and other forms of toxic emotional negativity?1. Less than 10% 2. 10-20%3. More than 20% 46. Nearly of respondents said that more than 20% of paid hours are wasted on TEN! 47. What would be the implications of a bipolar Attitude Bell Curve? 48. Source: Curt Coffman and Kathy Sorensen: Culture Eats Strategy for Lunch 49. Disengagement negatively effects 50. Clinical quality 51. Patient safety 52. Patient satisfaction 53. Productivity 54. Marketing image 55. Turnover (good and bad) 56. Job security 57. Disengaged people, especially disengaged managers, are adefect 58. But whats even more tragic... 59. It has a life-diminishing impact on the disengaged. 60. Disengagement [is] one of the chief causes of underachievement and depression. Edward M. Hallowell, M.D. in HBR, 12-10 61. Cynthia Pearsall 62. Mina Ubbing 63. CeCe Peters 64. The journey from mereAccountability to a culture ofOwnership 65. Ac count able 66. Accountability Doing what you are supposed to do because someone else expects it of you. It springs from the extrinsic motivationof reward and punishment. 67. You cannot hold people accountable for thethings that really matter. 68. Nobody ever changes the oil in a rental car! 69. Ownership Doing what needs to be done because you expect it ofyourself. Ownership springs from the intrinsic motivationof personal pride. 70. 80,976 avg 5 stars19,734,525 views 71. We have hundreds if not thousands of examples816,911 72. 95 73. Who Owns Left Field? 74. InvisibleArchitecture Invisible Architecture is a trademark of Values Coach Inc. 75. Invisible Architecture is more important than bricks & mortar 76. The Blueprint Behind the Blueprint 77. Invisible architecture is to the soul of your organization what physical architectureis to its body. 78. 3 stages 79. The Foundation 80. Core values define what you stand for andwhat you wont stand for 81. A great statement of organizational values: Defines identity Taps into emotions Inspires action Aligns with personal values Promotes & recruits 82. Lets look at the core values of the fictional (but very real) hospital in the book 83. Value, Behavior, or OutcomeIntegrity 84. Value, Behavior, or OutcomeCompassion 85. Value, Behavior, or OutcomeAccountability 86. Value, Behavior, or OutcomeRespect 87. Value, Behavior, or OutcomeExcellence 88. The 3-minute values clarification drill 89. Memorial Hospital of Converse County Douglas, Wyoming 90. Posted versionCompassionAdvocacy RespectExcellence 91. Posted versionGroup versionCompassionIntegrityAdvocacyEnthusiasmRespectLoyaltyExcellenceStewardship Ownership Fun 92. FromCompassion AdvocacyRespect ExcellenceTo 93. 120 94. Zappos Family Core Values 1.Deliver WOW Through Service2.Embrace and Drive Change3.Create Fun and A Little Weirdness4.Be Adventurous, Creative, and Open-Minded5.Pursue Growth and Learning6.Build Open and Honest Relationships WithCommunication 7.Build a Positive Team and Family Spirit8.Do More With Less9.Be Passionate and Determined10. Be Humble Source: Zappos website 95. 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 tocreate an emotional impact on thereceiver and give them a positive story they can take with them the rest of their lives. Source: Zappos website 96. One of the core values of Integrated DNA Technologies Inc. 97. From the Cypress Semiconductor values (excerpt):CYPRESS IS ABOUT WINNING We do not tolerate losing. We thrive on competing against the world's best.WE MAKE OUR NUMBERS We make 20% profit. We each set goals and achieve them. We ship 100% on time and get zero returns. 98. TMC Values Honor Tradition, Nourish Dreams 99. People who are clearest about their personal vision and values are significantlymore committed to their organizations. James Kouzes and Barry Posner: 127 A Leader's Legacy 100. The only natural law Ive witnessed in three decades of observing successful peoples efforts to become more successful is this: Marshall Goldsmith: What Got You Here Wont Get You There 101. People will do something including changing their behavior only if it can be demonstrated that doing so is in their own best interests as defined by their own values. (emphasis in original) Marshall Goldsmith: What Got You Here Wont Get You There 102. Nobody learns everything theyneed to know in kindergarten! You can download the free 400-page workbookat the homework page 103. Core Action Values 1-6:Laying a Solid Foundation 104. Core Action Value #1Authenticity The Cornerstones:1. Self-Awareness 2. Self-Mastery 3. Self-Belief 4. Self-Truth 105. Core Action Value #2Integrity The Cornerstones:1. Honesty 2. Reliability 3. Humility 4. Stewardship 106. Core Action Value #3Awareness The Cornerstones:1. Mindfulness 2. Objectivity 3. Empathy 4. Reflection 107. Core Action Value #4Courage The Cornerstones:1. Confrontation 2. Transformation 3. Action 4. Connection 108. Core Action Value #5Perseverance The Cornerstones:1. Preparation 2. Perspective 3. Toughness 4. Learning 109. Core Action Value #6Faith The Cornerstones:1. Gratitude 2. Forgiveness 3. Love 4. Spirituality 110. Core Action Values 7-12:Taking Effective Action 111. Core Action Value #7Purpose The Cornerstones:1. Aspiration 2. Intentionality 3. Selflessness 4. Balance 112. Core Action Value #8Vision The Cornerstones:1. Attention 2. Imagination 3. Articulation 4. Belief 113. Core Action Value #9Focus The Cornerstones:1. Target 2. Concentration 3. Speed 4. Momentum 114. Core Action Value #10Enthusiasm The Cornerstones:1. Attitude 2. Energy 3. Curiosity 4. Humor 115. Core Action Value #11Service The Cornerstones:1. Helpfulness 2. Charity 3. Compassion 4. Renewal 116. Core Action Value #12Leadership The Cornerstones:1. Expectations 2. Example 3. Encouragement 4. Celebration 117. Organizational values define strategies while personalvalues define culture. 118. The most significant business failures result from a failure of valuesrather than from failed strategies. A partial list includes 119. EnronAIGWorldComMerckTycoBPJ&JBest BuyHPBoeingMartha Stewart AdelphiaRed CrossBarclaysQuestCapitol One 120. How one man went from Americas most admired to Americas most despised virtually overnight 121. 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 122. When a critical mass of people connect with and act upon their corevalues, they will have a positive impact on 123. The Superstructure 124. Culture is to the organization what personality and character are to theindividual. 125. I came to see, in my decade at IBM, thatculture isnt just one aspect of the game it is the game. 126. The bigger the organization, the more subcultures it willhave. 127. Culture is like a patchwork quilt: leadership needs tomake sure that it is both functional and beautiful. 128. Which diner is most likely to earn your repeat business and have you recommending the place to friends and neighbors? 129. Or 130. This is not a trick question Its the reality of competing today. 131. Same business Different cultures 132. People pay to shop at Costco 133. People shop at Wal-Mart because they dont have to dress up like they do for the Dollar Store. 134. Same business Different cultures 135. NapRap 136. 10 Reasons Culture Eats Strategy for Lunch 137. Reason #1People are loyal to culture, not tostrategy 138. Southwest Airlines didnt earn the highest loyalty in the industry with its bags fly free and fuel price hedging strategies 139. Getting a job at the Zappos call center is morecompetitive than gaining admission to Harvard 140. Reason #2Culture provides resilience intough times 141. A resilient culture was more important than new strategies in saving Starbucks 142. The only assets we have as a company [are] our values,our culture and guiding principles, and the reservoir of trust with our people. Starbucks CEO Howard Schultz in Harvard Business Review, July-August 2010 143. Reason #3Culture is more efficient thanstrategy 144. Nordstrom people dont go above and beyond the call ofduty because its in a policy 145. This is the Nordstrom policy manual in its entirety 146. Reason #4Culture creates competitivedifferentiation 147. Les Schwab sells the same tires you can buy anywhere else but no one can compete with their culture 148. Advertising is a tax you pay on having an unremarkable culture. Robert Stephens, Founder of Geek Squad 149. Your culture is your brand! - Tony Hsieh 150. Reason #5A brittle culturecan doom even a great organization (or product) 151. As witnessed by one of the most highly publicized funerals ofour time 152. The fingers are all pointing in the wrong direction 153. What really killed Hostess was a culture of labormanagement hostility. 154. Reason #6When strategy and culturecollide, culture will win 155. Nardellis hard-fisted GE strategies increased sales, profits, and stock price 156. At the cost of violating its people-centric values and ability to compete for the best talent. 157. From the statement of valuesOur values are the fabric of the companys unique culture and are central to our success. In fact,they are our competitive advantage in the marketplace. 158. Home Depots board wanted so badly to get rid of Nardelli that they paid hima quarter of a billion dollars just to make him go away! 159. Reason #7Cultural miscuesare more damaging than strategic ones 160. Not fixing Dave Carrolls guitar cost United $millions 161. Not to mention the damage to the companys already badreputation for customer service 162. And the airlines already troubled employee relations(they are the ones taking the brunt of customer ire). 163. Reason #8Culture provides greater disciplinethan disciplinary action does 164. Reason #9Culture provides a levelof risk prevention that cannot be attained with strategy alone. 165. Wal-Marts culture of low price at any cost has come at a huge cost tothe company. 166. Wal-Mart has spent over $100 million on the investigation of bribery and otherethics scandals. 167. Sam Walton would be rolling over in his grave! 168. Reason #10Culture will have asignificant impact on your future bottom line. 169. Every organization has a culture. Unfortunately, many, if not most, culturesdevelop by happenstance... Pamela Bilbrey and Brian Jones: Ordinary Greatness: Its Where You Least Expect It... Everywhere 170. Can you describe your organizations culture in just 6 words? 171. Hemingway wrote a short story in just 6 words208 172. This guy has made millions with just 6 words209 173. From managers sitting in the same room at one large medical centers leadershipretreat 210 174. We love patients and each other211 175. This place sucks then you quit212 176. How can managers working in the same organization havesuch differing perceptions!?!? 177. Southwest Airlines MottoServants Heart, Warrior Spirit, Fun-Loving Attitude 178. Cypress Semiconductor MottoThe Marine Corps of Silicon Valley 179. Entrepreneurial small businessWere tough Were focused We win 180. A Key Point!You cannot allowpeople to opt-out of positive culture change! 181. Culture doesnt change unless people change, and that isemotional work! 182. The Interior 183. Palmetto Health 184. Maine Medical Center 185. Emotional climate is determined by what you expect and what you tolerate 227 186. And over time, what you tolerate will dominate over what you say you expect! 228 187. A positive workplace culture begins with intolerance for toxic emotional negativity. 229 188. One toxically negative person can drag down morale and productivityof an entire work unit. 230 189. The way that one person lighting a cigarette will pollute the lungs ofeveryone else in the room.231 190. It is a leadership responsibility to create a workplace environmentwhere toxic emotional negativity is not tolerated. 232 191. Unfortunately, we are swimming against a strong current thats going the wrong way 233 192. The simple promise that will change your lifeAnd change your organization 235 193. The Pickle Challenge has taken on a life of its own! 194. 239 195. The Pickle Challenge at Star Valley Medical Center in Afton, WY 196. 46 RN-BSN students at St. Petersburg College 197. The pickle party at the Battle Creek VA Medical Center 198. Two important distinctions 199. Distinction #1The difference between identifyingproblems and being a pickle-sucker. 200. Distinction #2The difference between a skepticand a cynic. 201. Cynicism is the disease vector that causes flavor of the month syndrome 202. Building a culture of ownership 203. Do you have to start with the right people on the bus? 204. You cant always choose who you have on the bus! 205. You cant just throw all the wrong people off the bus! 206. You can create a bus that everyone wants to ride 207. It begins with a shared vision 208. 258 209. Essential qualities for promoting a culture of ownership 210. Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand 211. Commitment To the values, vision,and mission of the organization 212. Commitment is most important when the going gets tough... 213. We need to see opportunities where others see barriers. Weneed to be cheerleaders when others are moaning doomand-gloom. 214. We need to face problems with contrarian toughnessbecause its in how we solve those problems that we differentiate ourselvesfrom everyone else. 215. 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 216. Engagement With patients,coworkers, and with the work itself 217. At Best Buy, a 0.1% increase in employee engagement generatesa $100,000 increase in gross store revenue* * Harvard Business Review, October 2010 218. Passion Enthusiasm, positiveattitude, and joy reflected in everydayactions 219. Remember CeCe? 220. Initiative A Proceed UntilApprehended mindset 221. Can one person who takes initiative change your organization? 279 222. 282 223. Fellowship Fostering a supportgroup culture of respect and caring 224. 286 225. Pride In the organization,in the profession, in the work, and in youyourself 226. Pride is reflected in the answer to that universal icebreaker question:What do you do? 227. What do you do?Thanks for asking!Im good at what I do. I love what I do. Im proud of what I do.What I do is important. 228. What could be more boring than industrial ventilation systems? 229. Key lessons weve learned through our work on cultural transformation 230. Certified Values Trainers Sidney Regional Medical Center 231. I got a whole new team and didnt have to change any of the people. Paul Utemark, CEO Fillmore County Hospital 232. Lesson #1aLaunching a movement is a lot harder than starting a program it is also muchmore likely to achieve a lasting positive impact 233. Lesson #1bAchieving critical mass requires approximately 30% population commitment298 234. Lesson #1cYou need enough people moving fast enough to escape negativity,pessimism, cynicism, and inertia of the past 235. Lesson #2aTop down direction and support AND Bottom up passion andinnovation 236. Lesson #2bPeople must believesenior leadership believes in and is committed to thecultural vision 237. Lesson #2cMiddle managements meresupport is not enough they must be gung ho champions for change 238. Lesson #3aEmbrace the skeptics,marginalize the cynics, and plow through resistance 239. Lesson #3bEngage potential critics ina constructive manner encourage them to think like partners in the change process 240. Lesson #4aAvoid identification of thechange process with any single individual or program. 241. Lesson #4bCreate initiativecoherence by being clear about how various projects reinforce one another 242. Lesson #5aEstablish rituals androutines like The Pickle Challenge and daily readings from The SelfEmpowerment Pledge 243. Lesson #5bCelebrate successes andshare the stories 244. Lesson #6aProceed until apprehended! 245. Lesson #6bSee one Do oneTeach one. 246. There is an invisible barrier on the potential of your organization 247. Self Made Man by Bobbie Carlyle 248. 7 Strategies to see the lion in your mirror 249. Strategy #1Make fear your ally 250. Courage is the most important of all virtues, because it makes all of theother virtues possible. Winston Churchill 251. Courage is all of the other virtues at the point at which they are tested.C.S. Lewis 252. The absence of fear is not courage! 253. The absence of fear is 254. No Fear, No Courage 255. Big Fear, Big Courage 256. Anxiety FearWorry 257. Anxiety 258. Three bad things happen when you in the thrall of anxiety 259. Bad Thing #1Memory is distorted: pastsuccesses seem small and insignificant while past failures seem huge andcertain to be repeated. 260. Bad Thing #2Perception is distorted: thedangers facing you are blown out of proportion while you underestimatethe resources you have. 261. Bad Thing #3Vision is distorted: youcannot see the possibilities for a great outcome because you are so fixatedon images of doom. 262. The Performance-Anxiety Curve 263. Anxiety tries to become fear. Paul Tillich: The Courage to Be 264. Fear 265. Fear can paralyze or it can catalyze 266. Youve heard that the acronym F.E.A.R. stands for Fantasized EvidenceAppearing Real. It also stands for 267. Fabulous Excuse for Avoiding Responsibility 268. Fear is your ally when... 269. Good Thing #1It alerts you to the fact that you are not ready for some potential future event. 270. Good Thing #2It galvanizes you totake action. 271. Good Thing #3It opens your eyes to thefact you are on the wrong path in life (one reason midlife crisis is so oftena time of searing anxiety). 272. Good Thing #4When it is a call to focus* * Procrastination is always rooted in fear 273. Good Thing #5When it is a call to faith* * Faith begins at the point where certainty ends 274. Terror or exhilaration? 275. Are people afraid of change? 276. Worry 277. Worry is like paying interest on a debt that you probably dont even owe! 278. Is it a problem or is it a predicament? 279. Strategy #2Make adversity your teacher 280. Perseverance 281. Every great accomplishment was once the impossible dream of a dreamer whosimply refused to quit when things got tough. 282. Ten Laws of Adversity 283. Law #1The rain falls upon and badthings happen to good people including you 284. Law #2There are millions of others who would love to have your problems 285. Law #3Crisis creates opportunity 286. Law #3aOne door closes, anotherdoor opens 287. Law #4Falling on your face isgood for your head 288. Law #5You must pass through the valley of the shadow. 289. Law #6Conquering weakness willmake you stronger 290. Law #7Without the valleys, you wont appreciate the mountains. 291. Law #8Dont forget to laugh. 292. Law #9Sometimes you meet the most important people in your life when you areflat on your back. 293. Law #10Expect a miracle! Technology?Science fiction? Or magic? 294. Strategy #3The Janitor in Your Attic to erase themalignant echo of negative self-talk 366 295. The collective self-talk, selfimage, and self-belief of your people will either be the wind in your sails or the anchor holding you back. 296. Self-talk is the collection of stories you tell yourself about yourself, about other people, and about how the world works 297. Toxic emotional negativity is ALWAYS an outer projection ofinner misery Hence co-miserate to be miserable together. 298. The Inner Child is shadowed by an Inner Spoiled Brat 299. The split personality of your Inner Spoiled Brat 300. The WhinerIf only we won the lottery! 301. The ScreamerYou dont deserve to win the lottery! 302. The most important speech any of us ever give (the one you were nevertrained to give) is... 303. What is the first word a child learns to say?376 304. For a variety of evolutionary reasons, the human mindautomatically gravitates toward negative, frightening and depressing thoughts. Mihaly Csikszentmihalyi: The Evolving Self: A Psychology for the New Millennium 305. Psychologists say that up to 80% of self-talk is negative and that we can abuse ourselves at a speed of 400 words per minute! 306. And much of it is below the level of conscious awareness,like graffiti on a subway car: after a while you dont notice it 307. You would never tolerate anyone else speaking to you the way you allow your spoiled inner brat to get away with. 308. A crucial point!That voice will always be in thesecond person. Its not you talking!!! 382 309. What you are hearing is the malignant echo of nasty things said to youlong ago that hurt, stuck, and metastasized (thats what cancer does).383 310. Two steps to using the power of Metaphorical Visualization to erase thegraffiti of negative self-talk:384 311. Step #1Visualize the words as clearly as you possibly can as graffiti that has been scrawled on the walls ofyour mental attic. 385 312. Step #2Visualize a janitor (The Janitor in Your Attic) painting over the graffiti and replacing it withpositive affirmations. 387 313. What modern brain science tells us 314. We are seeing evidence of the brains ability to remake itselfthroughout adult life, not only in response to outside stimuli,but even in response to directed mental effort... 315. We are seeing, in short, the brains potential to correct itsown flaws and enhance its own capabilities. 316. You can rewire the hardware by reprogramming the software! 317. Of course, this is ancient wisdom only recently caughtup to by science! 318. Caveat!For your challenge to yourSpoiled Inner Brat to be credible you must also take action if what Bratsays is factually accurate. 394 319. Strategy #4Make your body play a constructivepart in that inner dialogue 395 320. Your body tells your mind what to feel 321. How your mouth tells your mind what to think 322. An essential lesson from the best damn ship in the Navy 323. Smile from the outside in and youll eventually be smiling from the inside out. 324. Strategy #5Leave behind the emotional baggage 325. 404 326. Strategy #6Practice extravagent generosity in small ways 327. Strategy #7Take to heart the seven promises of The Self-EmpowermentPledge 328. I attribute my success to the fact that I never gave or took an excuse. Florence Nightingale 329. Seven Simple PromisesThat Will Change Your Life** One for each day of the week. 330. The Pledge is a great way to foster a more empowering culture! 331. 415 332. Watch the YouTube video half of these people are not reading it! 333. If youve been waiting for someone else to empower you, youshould know that 334. No one can empower you but YOU and once you have empowered yourself No one can take that power away. 335. If you knew it wouldchange your life for the better profoundly and permanently would you invest 336. A minute a day for the next 365 days 337. Would you give up one television commercial a day for a year tochange your life? 338. If your answeris yes, heres what you needto do. 339. Every morning start your day by making that days promise whichwill take you about 15 seconds. 340. Repeat the promise again in in the middle of your work day. 341. Once more before you leave for home. 342. And one more time right before you go to bed. 343. 4 x 15 seconds = 1 minute 344. Repeat these promises like you really mean them! 345. Lets take a look at the seven promises 346. Mondays Promise:Responsibility 347. Tuesdays Promise:Accountability 348. Wednesdays Promise:Determination 349. Thursdays Promise:Contribution 350. Fridays Promise:Resilience 351. Saturdays Promise:Perspective 352. Sundays Promise:Faith 353. Heres WHY it works 354. You keep promising yourself that you will be responsible, accountable, and determined; make a contribution, be resilient in the face of adversity, have a positive perspective, and that your faith will shine through. 355. Then you catch yourself whining and complaining, procrastinating,gossiping, blaming others for your problems, taking when you should begiving, and pretending that you have no power. 356. You end up with what psychologists call Cognitive Dissonance 357. Which is trying to simultaneously hold two incompatible beliefs 358. At that point, one of two things MUST happen. Either you take the easyway and stop making the promises 359. Or you keep making the promises until you begin to change your attitudesand your behaviors. 360. And as you do that, you will begin to achieve better results in every dimensionof your life. 361. Read these seven promises one more time 362. Now ask yourself these two questions 363. Question #1:If you personally were to takethese seven promises to heart, would you be better off than where you are headed now personally, professionally, financially, and spiritually? 364. Question #2:If everyone where you work madea good faith effort to live these seven promises, would you do a better job of serving customers and of supporting each other? 365. If your answer to these two questions is And if youre being honest, thats what youranswer will be. 366. Then why wouldnt you invest those 365 minutes in yourself? Do it, because no one can empower youbut you. 367. Will you do it? Will you give up one TV commercial a dayTo change your life? 368. And one last thing 369. Think Big460 370. Start Small461 371. Start Now462 372. Procrastination is postponing today into tomorrow so that you end up always living underthe shadow of yesterday. 463 373. Every great accomplishmentwas once the impossible dream of a dreamer who simply refused to quit whenthings got tough. 465 374. If we each do our part, we will change our lives for the better. 466 375. If we all do our parts, we will change our organizations for the better. 467 376. And in changing our organizations, we canchange our world for the better.468