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Essential Lessons
for Building a Culture
of Ownership A Special Report for Subscribers to the Values Coach Culture Mechanic Service
Joe Tye, Values Coach Inc.
Copyright © 2014, Values Coach
Inc.
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Having worked with more
than 70 organizations in the
Values Collaborative, 500+
hospitals taking The Florence
Challenge, and dozens of
consulting clients, we have
learned a few things about
culture change!
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At its very best, a
successful cultural
transformation will
enable you, too, to
say…
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“I got a whole new
team and didn’t have
to change any of the
people.”Paul Utemark, CEO
Fillmore County Hospital
Geneva, Nebraska
A Values Coach Client
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Culture really does eat
strategy for lunch!
View or download the slide
show 12 Reasons Culture Eats
Strategy for Lunch at this link
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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.
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Important Point!
Ownership is not an absence
of accountability – it is a
higher evolution of
accountability…
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In a culture of ownership
you spend less time, energy,
and resources holding
people accountable because
they hold themselves
accountable…
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Accountability is of
the left brain.
9
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Ownership is of the
right brain.
10
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It’s the
difference
between…
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Holding their feet to the fire
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And…
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Having them
walk across
hot coals on
their own
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In both cases feet are being
held to the fire – the
difference is in whether they
are being held accountable
by someone else or doing it
from a sense of intrinsic
commitment.
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You cannot hold people
“accountable” for the
things that really
matter.
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Nobody ever
changes the oil in a
rental car!
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Ownership
Doing what needs to be
done because you expect it
of yourself. Ownership
springs from the intrinsic
motivation of personal
pride.
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Do your people
own the work or
are they just
renting a spot on
the org chart?
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In a culture of
ownership the
same job
description…
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First and foremost
a caregiver…
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Last but not least
a janitor…
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And in between
whatever else
needs to be done.
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Lesson #1
Culture must rest
on a solid
foundation of core
values
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Lesson #1
Culture must rest
on a solid
foundation of core
values
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Lesson #1a
The most important
decision is which values
to deem “core” and to
define the expectations
created by those core
values.
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Lesson #1b
Core values define who
you are, what you stand
for, and what you won’t
stand for
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Lesson #1c
Engage people with values they
can relate to and avoid the
ultimate sin of boring
boilerplate
One of the core values of
Integrated DNA Technologies
Inc.
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Lesson #1d
Make them beautiful
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Lesson #1e
Organizational values define
strategies while personal
values define culture.
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31
“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
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Lesson #2
You need a culture
blueprint,
roadmap, or code
to define
expectations
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Using a construction metaphor, Values Coach helps clients create a cultural blueprint for their Invisible Architecture™
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It’s a great group exercise that’s fun to do!
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It sparks individual and group creativity!
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Additional copies of the
Cultural Blueprinting Toolkit
Workbook are available for $29
at www.SparkStore.com
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Lesson #3
Culture change
begins with people
change
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Lesson #3a
Culture does not change
until people change…
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Lesson #3b
And people will not make
sustained changes in
their attitudes or
behaviors unless there is
a personal benefit to
doing so.
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Lesson #3c
Remember that
everyone listens to the
same radio station:
WIIFM, What’s In It For
Me?
A theme of the late Zig Ziglar
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Lesson #4a
Launching a movement is
a lot harder than starting
a program – it is also
much more likely to
achieve a lasting positive
impact
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View the Derek Sivers
TED Talk on How to
Start a Movement
at this link
Lesson #4b
A movement is launched
by “lone nuts” and
accelerated by “first
followers”
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44
Lesson #4b
Achieving critical mass
requires approximately
30% population
commitment.
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Certified Values Trainers at Sidney Regional
Medical Center – CEO Jason Petik last row on the
left
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Lesson #4c
You need enough people
moving fast enough to
escape the negativity,
pessimism, cynicism, and
inertia of the past
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Lesson #5
It must be more
than a “program
of the month”
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Lesson #5a
Sustainability requires a
growing core of
passionate “Spark
Plugs” who have a
personal stake in
cultural transformation.
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Lesson #5a (contd.)
And those Spark Plugs
need to have support from
their managers when they
are criticized or ostracized
by toxically negative
coworkers.
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Lesson #5b
Avoid identification of
the change process with
any single individual or
“program.”
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Lesson #5c
Create “initiative
coherence” by being
clear about how various
projects reinforce one
another
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Lesson #6
Give people
practical tools to
help them change
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Lesson #6a
Make it fun…
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The Pickle Challenge for a More
Positive and Productive Culture
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Lesson #6b
Engage people in group
activities, like reading of each
day’s promise from The Self-
Empowerment Pledge that is
taking place in organizations
everywhere…View the slide show for The Self-
Empowerment Pledge at this link
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Watch the YouTube video – half
of these people are not reading
it!
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Additional Pledge cards and daily
reminder wristbands can be
ordered by calling 319-624-3889 or
at:
www.TheFlorenceChallenge.com
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Lesson #6c
Give people a formal way to
make a commitment to desired
culture change – like this
Certificate for The Florence
Challenge, which is a
commitment to being
emotionally positive, self
empowered, and fully engaged.
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Palmetto Health
Maine Medical Center
And make it
public and
visible
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Lesson #7
It takes
leadership, top to
bottomYou need leadership in every
corner, not just in the corner office
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Lesson #7a
Culture change requires
top down direction and
support
AND
Bottom up passion and
innovation
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Lesson #7b
People must believe
senior leadership
believes in and is
committed to the
cultural vision
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Lesson #7c
Middle management’s
mere support is not
enough – they must be
gung ho champions for
change
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A tough love message for managers:
The privileges of being a
manager also entail
certain foregone
freedoms
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When you accept the title
and pay raise, you assume
the responsibility to
support a committed
initiative as if it had been
your own idea.
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Lesson #8
Resistance and
opposition is
inevitable – deal
with it
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Lesson #8a
Embrace the skeptics,
marginalize the cynics,
and plow through
resistance
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Lesson #8b
Engage potential critics
in a constructive
manner – encourage
them to think like
partners in the change
process
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Lesson #8c
Marginalize the
negative, bitter, cynical,
sarcastic pickle-suckers
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Lesson #8d
You cannot allow
people to opt-out of
positive culture
change!
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Lesson #9
Institutionalize the
process
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Lesson #9a
Establish rituals and
routines like The Pickle
Challenge and daily
readings from The Self-
Empowerment Pledge
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Lesson #9b
Celebrate successes and
share the stories
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Lesson #9c
Personal stories
resonate more
powerfully than scripted
lectures.
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Lesson #9d
Keep it visible: posters,
banners, screensavers,
newsletter articles, web
pages; include it at the
start of every meeting.
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Lesson #9e
Make your culture an
integral element of
recruiting and new
employee onboarding
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You have to balance
urgency and patience;
be in it for the long haul.