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Building a Culture of Ownership on a Foundation of Values Webinar Presentation, July 10, 2012 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2012, Values Coach Inc.
Building a Culture of
Ownership on a
Foundation of ValuesWebinar Presentation, July 10, 2012
Joe Tye, CEO and Head CoachValues Coach Inc.
Copyright © 2012, Values Coach
Inc.
2
Our Purpose at Values Coach
Transforming people
through the power of
values
Transforming
organizations through the
power of people
3
Our Mission at Values Coach
4
If you have questions that I did not address in this webinar, send me an email and I’ll respond:
5
Key goals of this
webinar*….
*And all in 75 minutes!
6
Goal #1
Describe the concept of
Invisible Architecture™
of your organization
7
Goal #2
Share eight essential
lessons for building a
culture of ownership –
the only sustainable
competitive advantage
8
Goal #3
Describe 15 practical
strategies for
effectively
transforming the
culture of your
organization
9
Goal #4
Inspire you to invest in
your organization by
investing in your
people (and I don’t
mean with technical
training)
But first – a
question…
Question #1
When did the
economic crisis
begin?
Question #2
When will the
economic crisis
end?
Global Economy
Your
Organiz
ation
Companies that study
employee engagement*
consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively
disengaged
* e.g. Gallup, HR Solutions, Press Ganey
Engaged: Spark Plugs
22
Not Engaged: Zombies
23
Disengaged: Vampires
24
Disengagement
negatively
effects…
Product
quality
Customer
satisfaction
Productivity
Marketing
image
Job security
But what’s
even more
tragic...
It has a life-diminishing
impact on the
disengaged.
“Disengagement [is]
one of the chief causes
of underachievement
and depression.”Edward M. Hallowell, M.D. in HBR, 12-10
The Attitude Bell Curve
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
“accountable” 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.
In a culture of ownership…
People view the job
description as a floor,
not as a ceiling.
My favorite job description
First and foremost a
salesperson, last but
not least a janitor, and
in between whatever
else that needs to be
done.
Invisible
Architectur
e“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.
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
won’t
stand for
Auto-Owners Insurance
expects each of its 3,600
associates to know by heart its
ten core values.
“These values have made our
company successful, and they
are the foundation of a
successful career within our
company. They guide every
decision we make, and direct
every action we take.”Roger Looyenga (with Joe Tye): Take the Stairs
Make that 4!
By the way…
Roger will be a speaker at our
annual Celebration of Values
conference November 15-16 in
Iowa City. Call Michelle for
details or to make a
reservation:
800-644-3889
54
“People who are clearest
about their personal
vision and values are
significantly more
committed to their
organizations.”James Kouzes and Barry Posner: A Leader's
Legacy
The Values Behaviors Outcomes Continuum
The desired
Outcome is
Trust
The required
Behaviors are
Honesty and
Reliability
The motivating
Value is Integrity
The guiding insights
behind our work at Values
Coach…
60
Values are
Personal
Values are
Skills
Skillscan be
Learned
Skillsmust be
Practiced
Nobody learns
everything they
need to know in
kindergarten!
When the slides are
posted I’ll include a link
to the free eBook edition
By the way…
Our open enrollment course
on The Twelve Core Action
Values is August 2-3 in Iowa
City – at 1/3 the cost for
organizationally sponsored
events.
800-644-388967
Thursday, August 2
Laying a Solid Foundation
1. Authenticity
2. Integrity
3. Awareness
4. Courage
5. Perseverance
6. Faith
Friday, August 3
Taking effective action
7. Purpose
8. Vision
9. Focus
10. Enthusiasm
11. Service
12. Leadership
Saturday, August 4
Optional instructor training
to become a Certified Values
Coach Trainer (CVC-T)
800-644-3889
When a critical mass
of people connect
with and act upon
their core values,
they will have a
positive impact on…
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual.
Same business
Different cultures
Culture eats
strategy for lunch!
Your organization
has a strategic
plan – but do you
have a culture
plan?
“Don’t try to fix cultural
problems with structural
solutions.”Jamie Orlikoff
Culture doesn’t change
unless people change,
and that is
emotional
work!
Emotional attitude
is the interior décor
By the way…
Jennifer will be a speaker at our
annual Celebration of Values
conference November 15-16 in
Iowa City. Call Michelle for
details or to make a
reservation:
800-644-3889
85
Emotional climate is
determined by what
you expect and what
you tolerate…
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And over time, what
you tolerate will
dominate over what
you say you expect!
87
A positive workplace
culture begins with
intolerance for toxic
emotional negativity.
89
“One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”
90
“It is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
tolerated.”
94
The ultimate beneficiary
of your insistence on an
emotionally positive
workplace could well be
family members of your
employees!
You don’t need to
have an architect
degree to design the
Invisible
Architecture!
Shawneen Buckley at St. Francis Hospital and Health Center of Poughkeepsie, New York
Building a
culture of
ownership
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
Building a
Culture of
Ownershi
p107
Lesson #1
Pursue a Mission
that Inspires People
(Henry Ford)
109
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.
114
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) 116
117
Can you describe
your culture
in just six words?
120
Hemingway wrote a
short story in just 6
words
And this guy made a fortune with just 6 words
122
From a large
medical
products
company
123
Version 1
Global company driven
by motivated
individuals
124
Version 2
Great company, often
own worst enemy
125
Version 3
Process driven crisis
management creating
dysfunction
126
From a large
academic
medical center
127
Version 1
Heartfelt commitment
unifies a dynamic
culture
128
Version 2
Sailing in turbulent
waters rudders
aligned
129
Version 3
Dedicated employees
deflated by
overwhelming obstacles
130
Three benefits
of the “6-
word”
exercise
131
Benefit #1
Highlight
consensus (or lack
of it) about current
culture
132
Benefit #2
Gauge perceptions
of your current
culture, positive
and negative
133
Benefit #3
Start the process
of thinking about
your ideal culture
Lesson #3
Build Culture on a
Foundation of Values
(Robert Wood
Johnson) 134
A key point!
Culture is morally
neutral.
Enron had a
powerful culture.
Core values are the
moral compass that
shapes a positive
corporate culture.
137
“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
When’s the last time you
called a call center and
not only laughed,
remembered the name of
the person who took your
call and…
Over the next several
months told the story to
more than 3,000 people?
Are your organization’s
values just words, no
more than a plaque on
the wall? Worse yet,
are they just plain…
Boring?
More important, do
they inspire trust,
passion, and pride
among your people?
TMC Values … Honor Tradition, Nourish
Dreams
The 3-minute
values clarification
drill…
The values statement on the wall:
Compassion
Advocacy
Respect
Excellence
The cute acronym philosophy for creating values statements
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Lesson #4
Trust is the Glue
in a Culture
of Ownership
(Ray Kroc) 149
Lack of trust is
like a tax that
makes
everything cost
more and take
longer.
Buffet makes a deal to buy
a company on a handshake.
Once a year he sets goals
with the CEO. Then he
leaves them alone – no
meetings, no phone calls.
Just trust.
Lesson #5
Use Stories to Reinforce
Cultural Norms
(Bill and Dave) 153
The HP Way was crafted
over many years by the
telling of Bill and Dave
Stories
“We trust each other at HP;
never lock this cabinet
again.”
And now, a motivating
story from your
manager…
Lesson #6
Invest in
Character Building
(Mary Kay Ash)
159
165
Lesson #7
Unleash Individual
Creativity and
Ingenuity
(William McKnight)166
168
Can you
imagine life
without Post-It
Notes?
Falling on your face is
good for your head (fail
early, fail often, fail
small).
Are people afraid
of change?
Choose your misery:
The certainty of
misery or the
misery of
uncertainty
Lesson #8
Recognize that
Everyone is a
Volunteer
(Millard Fuller)175
Southwest Airlines Motto
Servant’s Heart, Warrior Spirit,
Fun-Loving Attitude
Strategies
for Cultural
Transformatio
n
The Values
Collaborative
Hospital
Results
VISN 20 of the Veterans
Health Administration –
Responses of Master
Certified Values Coach
Trainers (MCVC-T) to
Evaluation Questionnaire
Nebraska Rural Values
Collaborative – Recently
reported changes in
employee engagement
and patient satisfaction
Mary Lanning Memorial HealthCare
Gallup Engagement Score improved
from 23rd to 72nd percentile.
Productivity improved by 55 FTEs.
HCAHPS scores topped the 95th
percentile in six categories.
Fillmore County Hospital
Patient satisfaction increased in
27 of 30 categories.
CEO Paul Utemark said he got a
whole new team and didn’t have
to change any of the people.
Community Hospital (employees)
Rating hospital as excellent place to
work increased by 26% to the 74th
percentile.
Rating training & development as
“excellent” increased by 51% to 91st
percentile.
Likelihood of recommending hospital
as excellent place to work increased
by 45% to 84th percentile.
Community Hospital (patients)
HCAHPS scores went from meeting just
12.5% of benchmarks to currently
meeting 87.5%.
Overall quality of care rated
“excellent” in patient surveys
increased from 60.9% to 87% in
current quarter.
15 Strategies for
building a culture
of ownership on a
foundation of
values
Strategy #1
Launching a movement is
a lot harder than starting
a program – it is also
much more likely to
achieve a lasting positive
impact.
Strategy #1 contd.
How can you position
your desired culture
change as a movement,
e.g. creating a gossip-
free workplace to
promote integrity.
194
Strategy #2
Achieving critical mass
requires approximately
30% population
commitment.
195
Strategy #2 contd.
Who are your “lone nuts”
and how can you help
them identify those
crucial first followers?
Strategy #3
You need enough people
moving fast enough to
escape negativity,
pessimism, cynicism, and
inertia of the past.
Strategy #3 contd.
What immediate and
short- term goals can
help you quickly gain
traction and build
momentum?
Strategy #4
People must believe
senior leadership
believes in and is
committed to the
cultural vision.
Strategy #4 contd.
What actions will
leaders commit to on a
sustained basis to
demonstrate support,
e.g. daily reading of
The S-E Pledge.
Strategy #5
Middle management’s
mere support is not
enough – they must be
gung ho champions for
change.
Corollary to Strategy #5
The privileges of being a
manager also entail
certain foregone
freedoms
Strategy #5 contd.
What message will you
give to middle
management that
obstruction and second-
guessing will not be
tolerated: get on or get
off.
Strategy #6
Sustainability requires a
growing core of
passionate “Spark
Plugs” who have a
personal stake in
cultural transformation.
Strategy #6 contd.
What actions will you
take to nurture (and
protect from cynics) the
people huddled in the
middle of the Attitude
Bell Curve?
Strategy #7
Personal stories
resonate better than
scripted lectures.
Strategy #7 contd.
What mechanisms can
you use to collect, edit,
and publish stories from
your Lone Nuts, First
Followers, and Spark
Plugs?
Strategy #8
Embrace the skeptics,
marginalize the cynics,
and plow through
resistance.
Strategy #8 contd.
Come to a consensus on
when skeptical questions
become cynical
obstruction and an
agreed upon way
management will respond
Strategy #9
Engage potential critics
in a constructive
manner – encourage
them to think like
partners in the change
process.
Strategy #9 contd.
Begin by identifying the
people who could derail
your effort (medical
staff, union, etc.) and
approach them early in
the process.
Strategy #10
You cannot allow people
to opt-out of culture
change!
Strategy #10 contd.
Define which actions are
mandatory (e.g. values
training) and which are
voluntary (e.g. The
Pickle Challenge or The
Pledge).
Strategy #11
Avoid identification of
the change process with
any single individual or
“program.”
Strategy #11 contd.
Describe every
“program” in the context
of values, purpose, and
vision of the organization
– and show how it
reinforces these.
Strategy #12
Create “initiative
coherence” by being
clear about how various
projects and programs
reinforce one another.
Strategy #12 contd.
Be creative in showing
linkages – e.g. a graphic
with an umbrella arching
over symbols representing
these projects and
programs.
Strategy #13
Keep it visible: posters,
banners, screensavers,
newsletter articles, web
pages; include it at the
start of every meeting.
Strategy #13 contd.
See illustration.
Strategy #14
Remember that
everyone listens to the
same radio station:
WIIFM.
Strategy #14 contd.
Before asking people to
“do more with less,”
help them do it at home,
e.g. by offering a low-
cost Dave Ramsey
course.
Strategy #15
Balance urgency and
patience; be in it for the
long haul.
Sometimes it’s more
magic than it is science!
“If we each do our
part, we will
change our lives for
the better.”
223
“If we all do our
parts, we will
change our
organizations for
the better.”224
“And in changing our
organizations, we can
change our world for the
better.”
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To bring this or other Values
Coach programs to your
organization, contact
Michelle Arduser:
800-644-3889
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