| Date post: | 17-Oct-2014 |
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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.
Copyright © 2011, Values 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!
1982!
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
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“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.
Faulty Assumption #2
You can “empower”
people without them
having doing the work
of self-empowerment.
Faulty Assumption #3
If it doesn’t get
measured it won’t get
done.
The left brain counts but
the right brain matters!
Faulty Assumption #4
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
2010
Core Values are the Foundation
Built
to Last
Core values
define what you
stand for and
what
you won’t
stand for
The 9/12
difference
The single most
important thing I
have learned in 16
years with Values
Coach
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
your
organization?
Him
?
Shawneen Buckley of Saint Francis Hospital
and Health Center in Poughkeepsie, New
York
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
is…
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.
91
“One toxically negative
person can drag down
morale and productivity of
an entire work unit.”
The Florence Prescription, page 142
92
“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
p96
Lesson #1
Pursue a Mission
that Inspires People
(Henry Ford)
98
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.
102
The Vision Statement of Columbus Regional Hospital
To be the best in the
world
at everything we do.
Kids today!
Lesson #2
Use Structure and
Process to Create
Culture
(Tom Watson) 104
105
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
makes
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)
127
If I were to
become a hospital
CEO today…
Lesson #7
Unleash Individual
Creativity and
Ingenuity
(William McKnight)136
138
Can you
imagine life
without Post-It
Notes?
There is always risk when
you try to get out of the
box
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
time.
It’s not a program!
It’s a movement!
Let’s get something
great started!
