The Governing Boardrsquos

Role in Defining

Hospital Values and

Culture

Georgia Hospital Association Trustee Conference

January 11 2013

Joe Tye CEO and Head CoachValues Coach Inc

Copyright copy 2013 Values Coach

Inc

Click here for web link

Click here for web link

Herersquos what wersquoll cover today

Part 1 Invisible

Architecturetrade of Your

Hospital

Part 2 The Boardrsquos Role for

Hospital Values and Culture

Questions

5

Part 1

The Invisible

Architecturetrade of

Your Hospital

Healthcare Crisis

Your

Hospita

l

Question 1

When did the

healthcare

crisis begin

Question 2

When will the

healthcare

crisis end

15

This storyhellip

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

5

Part 1

The Invisible

Architecturetrade of

Your Hospital

Healthcare Crisis

Your

Hospita

l

Question 1

When did the

healthcare

crisis begin

Question 2

When will the

healthcare

crisis end

15

This storyhellip

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Healthcare Crisis

Your

Hospita

l

Question 1

When did the

healthcare

crisis begin

Question 2

When will the

healthcare

crisis end

15

This storyhellip

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Your

Hospita

l

Question 1

When did the

healthcare

crisis begin

Question 2

When will the

healthcare

crisis end

15

This storyhellip

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Question 1

When did the

healthcare

crisis begin

Question 2

When will the

healthcare

crisis end

15

This storyhellip

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Question 2

When will the

healthcare

crisis end

15

This storyhellip

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

15

This storyhellip

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

16

Has a happy

ending

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

ldquoThis is an absolutely fascinating

time to be in healthcare

However if you develop a

negative attitude about all that is

happening and changing you will

probably end up losing big timerdquo

Chuck Lauer yesterday in his Insights blog

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Companies that study

employee engagement

consistently find

~ 25 fully engaged

~ 60 not engaged

~ 15 aggressively

disengaged

eg Gallup HR Solutions Press Ganey

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Engaged Spark Plugs

21

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Not Engaged Zombies

22

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Disengaged Vampires

23

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

What Gallup seeshellip

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

What patients seehellip

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

ldquoWhatever the engaged do

the actively disengaged seek

to undo and that includes

problem solving innovation

and creating new

customersrdquo

Jim Clifton The Coming Jobs War

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Disengagement

negatively

effectshellip

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Clinical

quality

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Patient safety

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Patient

satisfaction

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Productivity

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Marketing

image

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Job security

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

But whatrsquos

even more

tragic

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

It has a life-diminishing

impact on the

disengaged

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

ldquoDisengagement [is]

one of the chief causes

of underachievement

and depressionrdquoEdward M Hallowell MD in HBR 12-10

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

The Attitude Bell Curve

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

A Real World Sarah Rutledge Story

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

ldquoGoing from 30 million engaged

workers to 60 million engaged

workers would change the face

of America more than any

leadership institution trillions

of stimulus dollars or any law or

policy imaginablerdquoJim Clifton The Coming Jobs War

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

If doubling the rate of

employee engagement

would transform

America what would it

do for your hospital

-

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

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

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

You cannot hold people

ldquoaccountablerdquo 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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

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

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

Ownership

Doing what needs to be

done because you expect it

of yourself Ownership

springs from the intrinsic

motivation of personal

pride

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

18771601 views 78952ndash avg 5 stars As 1-11-13 1235am

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639

52

Who Owns Left Field

Click here for web link

52

Who Owns Left Field

Click here for web link

Who Owns Left Field

Click here for web link

A word about the

assumptions we

make

What do you get

when you break the

word ldquoassumerdquo into

its constituent

parts

Letrsquos watch as the

word ldquoassumptionrdquo

gets deconstructed

(along with those

who made the

assumption)

Click here for web link

What do you get

when you break the

word ldquoassumerdquo into

its constituent

parts

Letrsquos watch as the

word ldquoassumptionrdquo

gets deconstructed

(along with those

who made the

assumption)

Click here for web link

Letrsquos watch as the

word ldquoassumptionrdquo

gets deconstructed

(along with those

who made the

assumption)

Click here for web link

Click here for web link

Invisible

Architectur

eldquoInvisible Architecturerdquo 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

wonrsquot

stand for

TMC Values hellip Honor Tradition Nourish

Dreams

Nobody does it

better than

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

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

wonrsquot

stand for

TMC Values hellip Honor Tradition Nourish

Dreams

Nobody does it

better than

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

3 stages

Core Values are

the Foundation

Core values

define what

you stand for

and what you

wonrsquot

stand for

TMC Values hellip Honor Tradition Nourish

Dreams

Nobody does it

better than

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Core Values are

the Foundation

Core values

define what

you stand for

and what you

wonrsquot

stand for

TMC Values hellip Honor Tradition Nourish

Dreams

Nobody does it

better than

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Core values

define what

you stand for

and what you

wonrsquot

stand for

TMC Values hellip Honor Tradition Nourish

Dreams

Nobody does it

better than

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

TMC Values hellip Honor Tradition Nourish

Dreams

Nobody does it

better than

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Nobody does it

better than

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

70

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

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

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Whenrsquos the last time you

called a 1-800 call center

and months later

remembered the name of

the person you talked to ndash

and told anyone who would

listen your story

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

74

ldquoPeople who are clearest

about their personal

vision and values are

significantly more

committed to their

organizationsrdquoJames Kouzes and Barry

Posner

A Leaders Legacy

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

One of the best

investments you can

make in your

organizational values is

helping your people learn

skills to better live their

personal values

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

A Memory of the Future

Coming to Georgia in

2014

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

When a critical mass

of people connect

with and act upon

their core values

they will have a

positive impact onhellip

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Corporate culture is

the superstructure

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Culture is to the

organization what

personality and

character are to the

individual

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Same business

Different cultures

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Culture is like a

patchwork quilt the art

is in making the pieces

come together in a way

that is beautiful and

functional

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

You cannot allow

people to opt-out of

culture

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Culture eats

strategy for lunch

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Seven reasons

that culture

trumps strategy

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Reason 1

People are loyal to

culture not to strategy

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

The penny-foolish

pound-wise

culture of Auto-

Owners Insurance

Company

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Reason 2

Culture provides

resilience in tough

times

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Reason 3

Culture is more efficient

than strategy

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Reason 4

Culture creates unique

competitive

differentiation

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Reason 5

Culture can galvanize a

contrary business

strategy

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Reason 6

Static culture can doom

an organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Reason 7

When strategy and

culture collide culture

will win

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Your hospital has a

strategic plan ndash but do

you have a culture

plan

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Culture doesnrsquot change

unless people change

and that is

emotional

work

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Emotional attitude

is the interior deacutecor

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

101

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

102

Emotional climate is

determined by what

you expect and what

you toleratehellip

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

103

And over time what

you tolerate will

dominate over what

you say you expect

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

104

ldquoOne toxically negative

person can drag down

morale and productivity

of an entire work

unitrdquo

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

105

ldquoIt is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

toleratedrdquo

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

110

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Building a

culture of

ownership

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Do you have to start with the

right people on the bus

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

You canrsquot always

choose who you

have on the bus

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

You canrsquot just

throw all the

ldquowrongrdquo people off

the bus

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

You can create a bus that

everyone wants to ride

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

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

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Commitment

To the values

vision

and mission of the

organization

Commitment is

most important

when the going

gets tough

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Commitment is

most important

when the going

gets tough

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

ldquoWe need to see

opportunities where others

see barriers We need to

be cheerleaders when

others are moaning doom-

and-gloomrdquo

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

ldquoWe need to face problems

with contrarian toughness

because itrsquos in how we

solve those problems that

we differentiate ourselves

from everyone elserdquo

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

ldquoBrick walls are not

there to stop you they

are there to make you

prove how much you

want somethingrdquo

Randy Pausch The Last Lecture

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Engagement

With patients

coworkers and

with the work itself

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

At Best Buy a 01

increase in employee

engagement generates

a $100000 increase in

gross store revenue

Harvard Business Review October 2010

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Passion

Enthusiasm

positive attitude

and joy reflected in

everyday actions

Look at that

smile

How do you calculate ROI on a smile like that

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

Initiative

A ldquoProceed Until

Apprehendedrdquo

mindset

135

Can one person

who takes

initiative change

your

organization

135

Can one person

who takes

initiative change

your

organization

138

MMFI

Fellowship

Fostering a

ldquosupport grouprdquo

culture of respect

and caring

142

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

The most powerful and

cost-effective

marketing campaign

your organization could

ever launch

What do you do

Thanks for asking

Irsquom good at what I do

I love what I do Irsquom

proud of what I do

What I do is

important

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
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• Slide 21
• Slide 22
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• Slide 29
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• Slide 31
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• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
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• Slide 61
• Slide 62
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• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Fellowship

Fostering a

ldquosupport grouprdquo

culture of respect

and caring

142

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

The most powerful and

cost-effective

marketing campaign

your organization could

ever launch

What do you do

Thanks for asking

Irsquom good at what I do

I love what I do Irsquom

proud of what I do

What I do is

important

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

142

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

The most powerful and

cost-effective

marketing campaign

your organization could

ever launch

What do you do

Thanks for asking

Irsquom good at what I do

I love what I do Irsquom

proud of what I do

What I do is

important

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

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

The most powerful and

cost-effective

marketing campaign

your organization could

ever launch

What do you do

Thanks for asking

Irsquom good at what I do

I love what I do Irsquom

proud of what I do

What I do is

important

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
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• Slide 22
• Slide 23
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• Slide 26
• Slide 27
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• Slide 31
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• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
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• Slide 65
• Slide 66
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• Slide 69
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• Slide 71
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• Slide 73
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• Slide 75
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• Slide 77
• Slide 78
• Slide 79
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• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Pride is reflected in the answer

to that universal icebreaker

question

What do you do

The most powerful and

cost-effective

marketing campaign

your organization could

ever launch

What do you do

Thanks for asking

Irsquom good at what I do

I love what I do Irsquom

proud of what I do

What I do is

important

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

The most powerful and

cost-effective

marketing campaign

your organization could

ever launch

What do you do

Thanks for asking

Irsquom good at what I do

I love what I do Irsquom

proud of what I do

What I do is

important

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

What do you do

Thanks for asking

Irsquom good at what I do

I love what I do Irsquom

proud of what I do

What I do is

important

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
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• Slide 33
• Slide 34
• Slide 35
• Slide 36
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• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
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• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
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• Slide 71
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• Slide 73
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• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

What could be more boring than

industrial ventilation systems

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

149

BigAssHospitalcom

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Five of the tools we

use to help

hospitals create a

plan for the

Invisible

Architecture

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Tool 1

The Values Behaviors Outcomes Continuum

151

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Tool 2

The 3-minute

values drill

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Current version

Compassio

n

Advocacy

Respect

ExcellenceValues statement of a Values Coach client

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Old version

Compassio

n

Advocacy

Respect

Excellence

New version

Integrity

Enthusiasm

Loyalty

Stewardshi

p

Ownership

Fun

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Tool 3

The 6-Word

Culture

Clarification

Exercise

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

This guy made a fortune with just 6 words

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

157

From a large

medical

products

company

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

158

Global company driven

by motivated

individuals

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

159

Great company often

own worst enemy

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

160

Process driven crisis

management creating

dysfunction

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

How can managers

working in the same

company have such

differing perspectives

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

162

Tool 4

The Culture Wheel to

spark thinking about the

why the what and the

how of cultural

transformation

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Tool 5

The Florence Prescription

is a manifesto for

building a culture of

ownership on a

foundation of values

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

168

More than 400 hospitals and healthcare

organizations and over 100000 books

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
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• Slide 99
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• Slide 101
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• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
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• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

With The Florence Prescription you canhellip

Get everyone on the

same culture page

for just $5 a book

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

170

Part 2

Boardrsquos Role for

the Hospitalrsquos

Invisible

Architecturetrade

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

Micromanageme

nt

Abdication

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

172

What courageous followers (and

trustees) do

Challenge

Support

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
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• Slide 28
• Slide 29
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• Slide 99
• Slide 100
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• Slide 103
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• Slide 109
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• Slide 112
• Slide 113
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• Slide 116
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• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
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• Slide 126
• Slide 127
• Slide 128
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• Slide 133
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• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
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• Slide 189
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• Slide 191
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• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

173

ldquoBoard members are

likely to wear rose tinted

glassesrdquoReport of the Center for Health Policy

and Research University of Iowa

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
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• Slide 173
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• Slide 175
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• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
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• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

174

21 questions the

board should ask

of the executive

team

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

175

8 questions the

board should ask

about the

hospitalrsquos core

values

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

176

Question 1

Why did we choose

these values and do

people buy into them

Do they even know

them

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

177

Question 2

Does our statement of

values have heart ndash is it

authentic ndash or is it

generic boilerplate

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

178

Question 3

How does our

statement of values

differentiate our

hospital in a

competitive

environment

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

179

Question 4

Are the values we have

chosen operationally

relevant Are the

societally relevant

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

180

Question 5

How often should we

revisit our values Is

now a good time for a

thorough review

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

181

Question 6

Do we have the

courage to enforce our

values with employees

medical staff board

and others

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

182

Question 7

Do execs use values to

instill the mental and

emotional toughness to

thrive in the

competitive healthcare

environment

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

183

Question 8

Should we do training

on values-based life

and leadership skills

(eg by joining the

Values Collaborative)

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

184

Date February 5 2013

Asheville NC

$149 per person

319-624-3889

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

185

7 questions the

board should ask

about the

hospitalrsquos culture

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
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• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
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• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
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• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
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• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
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• Slide 112
• Slide 113
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• Slide 121
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• Slide 123
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• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

186

Question 1

Do we have a culture

plan that complements

our strategic plan

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
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• Slide 79
• Slide 80
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• Slide 83
• Slide 84
• Slide 85
• Slide 86
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• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
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• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
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• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

187

Question 3

Does our culture

tolerate behaviors not

consistent with our

values (eg gossip is

inconsistent with

integrity)

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
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• Slide 26
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• Slide 29
• Slide 30
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• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
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• Slide 70
• Slide 71
• Slide 72
• Slide 73
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• Slide 75
• Slide 76
• Slide 77
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• Slide 81
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• Slide 83
• Slide 84
• Slide 85
• Slide 86
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• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
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• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

188

Question 4

Does our culture

tolerate management

by fear and

intimidation (despite

Demingrsquos warning)

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

189

Question 5

How do we collect and

share the stories that

help to transmit our

culture

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
• Slide 59
• Slide 60
• Slide 61
• Slide 62
• Slide 63
• Slide 64
• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69
• Slide 70
• Slide 71
• Slide 72
• Slide 73
• Slide 74
• Slide 75
• Slide 76
• Slide 77
• Slide 78
• Slide 79
• Slide 80
• Slide 81
• Slide 82
• Slide 83
• Slide 84
• Slide 85
• Slide 86
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Slide 92
• Slide 93
• Slide 94
• Slide 95
• Slide 96
• Slide 97
• Slide 98
• Slide 99
• Slide 100
• Slide 101
• Slide 102
• Slide 103
• Slide 104
• Slide 105
• Slide 106
• Slide 107
• Slide 108
• Slide 109
• Slide 110
• Slide 111
• Slide 112
• Slide 113
• Slide 114
• Slide 115
• Slide 116
• Slide 117
• Slide 118
• Slide 119
• Slide 120
• Slide 121
• Slide 122
• Slide 123
• Slide 124
• Slide 125
• Slide 126
• Slide 127
• Slide 128
• Slide 129
• Slide 130
• Slide 131
• Slide 132
• Slide 133
• Slide 134
• Slide 135
• Slide 136
• Slide 137
• Slide 138
• Slide 139
• Slide 140
• Slide 141
• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
• Slide 161
• Slide 162
• Slide 163
• Slide 164
• Slide 165
• Slide 166
• Slide 167
• Slide 168
• Slide 169
• Slide 170
• Slide 171
• Slide 172
• Slide 173
• Slide 174
• Slide 175
• Slide 176
• Slide 177
• Slide 178
• Slide 179
• Slide 180
• Slide 181
• Slide 182
• Slide 183
• Slide 184
• Slide 185
• Slide 186
• Slide 187
• Slide 188
• Slide 189
• Slide 190
• Slide 191
• Slide 192
• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

190

Question 6

How do we invoke

rituals traditions

celebration and

executive visibility to

foster culture

191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
• Slide 11
• Slide 12
• Slide 13
• Slide 14
• Slide 15
• Slide 16
• Slide 17
• Slide 18
• Slide 19
• Slide 20
• Slide 21
• Slide 22
• Slide 23
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Slide 33
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• Slide 38
• Slide 39
• Slide 40
• Slide 41
• Slide 42
• Slide 43
• Slide 44
• Slide 45
• Slide 46
• Slide 47
• Slide 48
• Slide 49
• Slide 50
• Slide 51
• Slide 52
• Slide 53
• Slide 54
• Slide 55
• Slide 56
• Slide 57
• Slide 58
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• Slide 60
• Slide 61
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• Slide 65
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• Slide 79
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• Tool 1 The Values Behaviors Outcomes Continuum
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191

Question 7

How do we screen out

cultural misfits and

inculcate new people

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
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• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
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• Slide 198
• Slide 199

192

6 questions the

board should ask

about the

hospitalrsquos

workplace

attitudes

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
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• Slide 142
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• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
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• Slide 154
• Slide 155
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• Slide 157
• Slide 158
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• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

193

Question 1

How do we assess

employee engagement

how do we stack up

and how do we boost

it

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
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• Slide 142
• Slide 143
• Slide 144
• Slide 145
• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
• Slide 153
• Slide 154
• Slide 155
• Slide 156
• Slide 157
• Slide 158
• Slide 159
• Slide 160
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• Slide 193
• Slide 194
• Slide 195
• Slide 196
• Slide 197
• Slide 198
• Slide 199

194

Question 2

Is our culture

dominated by

emotional positivity or

is toxic emotional

negativity evident

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
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• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
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• Slide 199

195

This question can only

objectively be

answered by the Man

from Marshellip

196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
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• Slide 146
• Slide 147
• Slide 148
• Slide 149
• Slide 150
• Tool 1 The Values Behaviors Outcomes Continuum
• Slide 152
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196

Question 3

Have we established

our zero-tolerance

behaviors and do we

have the courage to

enforce those

standards

197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

• Slide 1
• Slide 2
• Slide 3
• Slide 4
• Slide 5
• Slide 6
• Slide 7
• Slide 8
• Slide 9
• Slide 10
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• Tool 1 The Values Behaviors Outcomes Continuum
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197

Question 4

How do we deal with

people in the Rutledge

Quadrant (good skills

bad attitude)

198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

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• Tool 1 The Values Behaviors Outcomes Continuum
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198

Question 5

How are our attitude

and behavior

expectations conveyed

to new employees (and

docs)

199

Question 6

Are we buying our own

press clippings

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• Tool 1 The Values Behaviors Outcomes Continuum
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199

Question 6

Are we buying our own

press clippings

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• Tool 1 The Values Behaviors Outcomes Continuum
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