All hands on deck for siemens medical solutions western zone leadership retreat

transcript

All Hands on Deck

Building a Culture of Ownership on a Foundation of Values

Presentation for Siemens Medical Solutions Western Zone Leadership Retreat

April 12, 2011

Joe Tye, CEO and Head CoachValues Coach Inc.

Companies that study

employee engagement*

consistently find:

~ 25% fully engaged

~ 60% not engaged

~ 15% aggressively

disengaged

* e.g. Gallup, HR Solutions, Press Ganey

And it’s getting worse :-o

“Disengagement, one of the

chief causes of

underachievement and

depression, is on the rise.”

Edward M. Hallowell, M.D. in HBR, December 2010

The epidemic of Dilbert Disease

“Having a highly

engaged workforce is

the first thing required

to win

on the global stage.”

Jim Owens, retired CEO, Caterpillar Inc.

At Best Buy, a 0.1%

increase in employee

engagement generates

a $100,000 increase in

gross store revenue*

* Harvard Business Review, October 2010

Soft really

is hard!

So why, 30

years later, have

so few

companies

gotten the

message?

“We didn’t undergo fundamental

change by our own choice. It was

forced on us. The wisest of people

or institutions seldom can deduce,

on their own, that change is

needed. And if they do, they never

muster the courage to act on that

need.”

Bob Lutz, quoted in Crash Course: The

American Automobile Industry’s Road

from Glory to Disaster by Paul Ingrassia

The only real

empowerment is self-

empowerment. No one

can empower you but

you, and once you have

given yourself that power,

no one can take it away.

And what is the ultimate

source of that sense of

personal empowerment?

We need to reconnect

with the core values that

make the healing

professions so special,

and that made this nation

so great.

The journey from mere

Accountabilit

y to a culture of

Ownership

Accountability

Doing what you are supposed to

do because someone else

expects it of you. Accountability

springs from the extrinsic

motivation of reward and

punishment.

You cannot hold people

“accountable” for the

things that really

matter.

Nobody ever

checks the oil in a

rental car!

Ownership

Doing what needs to be done

because you expect it of

yourself. Ownership springs

from the intrinsic motivation of

pride.

In a culture of ownership, every

job description includes first

and foremost being a

salesperson, last but not least

being a janitor,

and in between whatever

else needs to be done.

OWNERSHIP IS OF THE HEART, NOT OF THE WALLET

13,496,995 views

63,874– avg 5 stars

As of 12-16-10, 12:15am

“We have hundreds if not thousands of examples…” 514,012

Who Owns Left Field?

A word or two about

Assumptions

What do you get

when you break the

word “assume” into

its constituent

parts?

Faulty Assumption #1

You can’t teach people

values – if they didn’t

learn in kindergarten,

it’s too late.

Culture is a given –

especially in the short

term you cannot

transform it.

You can “empower”

people without them

having doing the work

of self-empowerment.

If it doesn’t get

measured it won’t get

The left brain counts but

the right brain matters!

Let’s watch as the

word “assumption”

gets deconstructed

(along with those

who made the

assumption)

The “Invisible

Architecture” of

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

Invisible architecture is

to the soul of your

organization what

physical architecture is to

its body.

“The only assets we have as

a company [are] our values,

our culture and guiding

principles, and the reservoir

of trust with our people.”

Starbucks CEO Howard Schultz in

Harvard Business Review, July-August

Core Values are the Foundation

to Last

Core values

define what you

stand for and

you won’t

stand for

The 9/12

difference

The single most

important thing I

have learned in 16

years with Values

Values are

Skills

Nobody learns

everything they

need to know in

kindergarten!

The deepest human values

transcend political and

religious beliefs, ethnic

heritage, social class, and

every other superficiality.

After all, who

wants to be a

phony?

Core Action Value #1

is Authenticity

And don’t people who

live their values inspire

and influence others?

Core Action Value

#12 is Leadership

We call our graduates “Spark Plugs”

When a critical mass

of people connect

with and act upon

these core values,

they will have a

positive impact

upon…

Corporate culture is the superstructure

Culture is to the organization

what personality and

character are to the

individual.

Culture is morally neutral.

Enron had a powerful

culture.

Core values are

the moral

compass that

shapes a positive

corporate culture.

Culture eats

strategy for lunch!

“Culture influences how

we deliver care, how we

interrelate with our

colleagues, and how

we treat our patients.”

“Because it is so rare, an

organization that is able to

create this culture of

ownership… has a high

probability of creating

a sustainable competitive

advantage.”

“I came to see, in my

decade at IBM, that

culture isn’t just one

aspect of the game –

it is the game.”

“Don’t try to fix cultural

problems with structural

solutions.”Jamie Orlikoff

Who has the

power to change

the culture of

organization?

Shawneen Buckley of Saint Francis Hospital

and Health Center in Poughkeepsie, New

Do you have to start with the

right people on the bus?

You can’t always choose who

you have on the bus

You can’t just throw all the

“wrong” people off the bus

You can create a bus that

everyone wants to ride

Cultural toughness is the

ultimate competitive

advantage

“We need to see

opportunities where others

see barriers. We need to

be cheerleaders when

others are moaning doom-

and-gloom.” From The Florence Prescription

“We need to face problems

with contrarian toughness

because it’s in how we

solve those problems that

we differentiate ourselves

from everyone else.” From The Florence Prescription

And the outwardly

visible manifestation

of corporate culture

Emotional attitude is the interior décor

Emotional attitude is

defined by what you

expect and by what you

tolerate*

*to permit is to promote

Toxic emotional

negativity (T.E.N.) is the

emotional and spiritual

equivalent of cigarette

smoke.

“One toxically negative

person can drag down

morale and productivity of

an entire work unit.”

The Florence Prescription, page 142

“It is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

tolerated.”

The Florence Prescription, page 142

Building a

Culture of

Ownershi

Lesson #1

Pursue a Mission

that Inspires People

(Henry Ford)

In its early days,

Southwest Airlines

wasn’t just selling

cheap airline tickets

– it was making it

possible for

Grandma to attend

her grandchild’s

college graduation.

The Vision Statement of Columbus Regional Hospital

To be the best in the

at everything we do.

Kids today!

Lesson #2

Use Structure and

Process to Create

Culture

(Tom Watson) 104

Lesson #3

Build Culture on a

Foundation of Values

(Robert Wood

Johnson) 109

“Committable core values that

are truly integrated into a

company’s operations can

align an entire organization

and serve as a guide for

employees to

make their own decisions.”Tony Hsieh: Delivering Happiness

Zappos Family Core Values1. Deliver WOW Through Service

2. Embrace and Drive Change

3. Create Fun and A Little Weirdness

4. Be Adventurous, Creative, and Open-Minded

5. Pursue Growth and Learning

6. Build Open and Honest Relationships With

Communication

7. Build a Positive Team and Family Spirit

8. Do More With Less

9. Be Passionate and Determined

10. Be Humble

Source: Zappos website

1. Deliver Wow Through Service

Core Values Frog thinks anything worth doing is

worth doing with WOW. To WOW, CVF differentiates

himself by doing things in an unconventional and

innovative way. He goes above and beyond the

average level of service to create an

emotional impact on the

receiver and give them a

positive story they can take

with them the rest of their

lives.

Source: Zappos website

Lesson #4

Trust is the Glue

in a Culture

of Ownership

(Ray Kroc) 113

Lack of trust is

like a tax that

everything cost

more and take

longer.

“We trust each other at HP;

never lock this cabinet

again.”

Note left by Bill Hewlett on a locked

cabinet

Lesson #5

Use Stories to Reinforce

Cultural Norms

(Bill and Dave) 118

How do you reach an

audience?

And now, a motivational word

from your sales rep…

Lesson #6

Invest in

Character Building

(Mary Kay Ash)

If I were to

become a hospital

CEO today…

Lesson #7

Unleash Individual

Creativity and

Ingenuity

(William McKnight)136

Can you

imagine life

without Post-It

Notes?

There is always risk when

you try to get out of the

The certainty of misery or

the misery of uncertainty

Falling on your face is

good for your head (fail

early, fail often, fail

small).

Lesson #8

Recognize that

Everyone is a

Volunteer

(Millard Fuller)144

Pride is reflected in your answer

to the universal icebreaker

question

What do you do?

Does your answer convey:

I’m good at what I do.

I love what I do.

I’m proud of what I do.

What I do is important.

What could be more boring than

industrial ventilation systems?

There will never be a

good time for cultural

transformation, there

will only be the right

It’s not a program!

It’s a movement!

Let’s get something

great started!