Slides used by Values Coach CEO Joe Tye in his presentation for the annual Trustee Conference of the Georgia Hospital Association, including questions trustees should ask about the values and culture of their hospitals.

1. The Governing Board’s
Role in Defining Hospital
Values and Culture
Georgia Hospital Association Trustee Conference
January 11, 2013
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2013, Values Coach Inc.

2. Click here for web link

3. Here’s what we’ll cover today:
Part 1: Invisible Architecture™
of Your Hospital
Part 2: The Board’s Role for
Hospital Values and Culture
Questions

5. Part 1
The Invisible
Architecture™ of
Your Hospital
5

11. Question #1
When did the
healthcare crisis
begin?

13. Question #2
When will the
healthcare crisis
end?

15. This story…
15

16. Has a happy
ending!
16

18. “This 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 time!”
Chuck Lauer, yesterday in his Insights blog

20. Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively disengaged
* e.g. Gallup, HR Solutions, Press Ganey

21. Engaged:
Spark Plugs
21

22. Not Engaged:
Zombies
22

23. Disengaged:
Vampires
23

24. What Gallup sees…

25. What patients see…

26. “Whatever the engaged do, the
actively disengaged seek to
undo, and that includes
problem
solving, innovation, and
creating new customers...”

27. Disengagement
negatively effects…

28. Clinical quality

29. Patient safety

30. Patient
satisfaction

31. Productivity

32. Marketing
image

33. Job security

34. But what’s even
more tragic...

35. It has a life-diminishing
impact on the disengaged.

36. “Disengagement [is] one
of the chief causes of
underachievement and
depression.”
Edward M. Hallowell, M.D. in HBR, 12-10

38. The Attitude Bell Curve

40. A Real World Sarah Rutledge Story

41. “Going 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
imaginable.”
Jim Clifton: The Coming Jobs War

42. If doubling the rate of
employee engagement
would transform
America, what would it
do for your hospital? -

43. The journey from mere
Accountability
to a culture of
Ownership

44. Ac
count
able

45. 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.

46. You cannot hold people
“accountable” for the
things that really matter.

47. Nobody ever changes
the oil in a rental
car!

48. Ownership
Doing what needs to be done
because you expect it of
yourself. Ownership springs
from the intrinsic motivation
of personal pride.

49. 78,952– avg 5 stars As 1-11-13, 12:35am 18,771,601 views

50. “We have hundreds if not
thousands of examples…” 790,639

52. 52

54. Who Owns Left Field?
Click here for web link

55. A word about the
assumptions we make.

56. What do you get when
you break the word
“assume” into its
constituent parts?

58. Let’s watch as the
word “assumption”
gets deconstructed
(along with those who
made the assumption)

59. Click here for web link

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

63. Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body.

64. 3 stages

66. Core Values are
the Foundation

67. Core values
define what you
stand for and
what you won’t
stand for

68. TMC Values …
Honor Tradition, Nourish Dreams

69. Nobody does it
better than...

70. 70

71. Zappos Family Core Values
1. 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

72. 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

73. When’s the last time you called
a 1-800 call center and months
later remembered the name of
the person you talked to – and
told anyone who would listen
your story?

74. “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 74

75. One of the best investments
you can make in your
organizational values is
helping your people learn
skills to better live their
personal values

77. A Memory of the Future
Coming to Georgia in 2014

78. When a critical mass of
people connect with
and act upon their core
values, they will have a
positive impact on…

79. Corporate culture is
the superstructure

80. Culture is to the
organization what
personality and
character are to the
individual.

81. Same
business
Different
cultures

82. Culture is like a patchwork
quilt: the art is in making
the pieces come together in
a way that is beautiful and
functional

83. You cannot allow people
to opt-out of culture!

84. Culture eats strategy
for lunch!

85. Seven reasons
that culture
trumps strategy

86. Reason #1
People are loyal to
culture, not to strategy

87. The penny-
foolish, pound-wise
culture of Auto-
Owners Insurance

88. Reason #2
Culture provides
resilience in tough times

89. Reason #3
Culture is more efficient
than strategy

90. Reason #4
Culture creates unique
competitive differentiation

91. Reason #5
Culture can galvanize a
contrary business strategy

92. Reason #6
Static culture can doom
an organization

93. Reason #7
When strategy and culture
collide, culture will win

95. Your hospital has a
strategic plan – but do
you have a culture
plan?

96. Culture doesn’t change
unless people
change, and that is
emotional
work!

97. Emotional attitude
is the interior décor

101. 101

102. Emotional climate is
determined by what
you expect and what
you tolerate…
102

103. And over time, what
you tolerate will
dominate over what
you say you expect!
103

104. “One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”
104

105. “It is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
tolerated.”
105

110. 110

112. Building a
culture of
ownership

113. Do you have to start with the
right people on the bus?

114. You can’t always
choose who you have
on the bus!

116. You can’t just throw
all the “wrong”
people off the bus!

118. You can create a bus that
everyone wants to ride

120. Fairfield Medical Center adopted
the 8 Florence Characteristics for
their employment brand

121. Commitment
To the values, vision,
and mission of the
organization

122. Commitment is
most important
when the going
gets tough...

123. “We need to see opportunities
where others see barriers. We
need to be cheerleaders when
others are moaning doom-
and-gloom.”

124. “We need to face problems
with contrarian toughness
because it’s in how we solve
those problems that we
differentiate ourselves
from everyone else.”

127. “Brick walls are not
there to stop you, they
are there to make you
prove how much you
want something.”
Randy Pausch: The Last Lecture

128. Engagement
With
patients, coworkers,
and with the work
itself

129. At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard Business Review, October 2010

131. Passion
Enthusiasm, positive
attitude, and joy
reflected in everyday
actions
How do you calculate
ROI on a smile like that?

134. Initiative
A “Proceed Until
Apprehended”
mindset

135. Can one person
who takes initiative
change your
organization?
135

138. 138

139. Fellowship
Fostering a “support
group” culture of
respect and caring

142. 142

143. Pride
In the
organization, in the
profession, in the
work, and in you
yourself

144. Pride is reflected in the answer to
that universal icebreaker question:
What do
you do?

145. The most powerful and
cost-effective marketing
campaign your
organization could
ever launch!

146. What do you do?
Thanks for asking!
I’m good at what I do.
I love what I do. I’m proud
of what I do. What I do is
important.

147. What could be more boring than
industrial ventilation systems?

149. BigAssHospital.com
149

150. Five of the tools we
use to help hospitals
create a plan for the
Invisible Architecture

151. Tool #1
The Values  Behaviors 
Outcomes Continuum
151

152. Tool #2
The 3-minute values
drill

153. Current version
Compassion
Advocacy
Respect
Excellence
Values statement of
a Values Coach client

154. Old version New version
Compassion Integrity
Advocacy Enthusiasm
Respect Loyalty
Excellence Stewardship
Ownership
Fun

155. Tool #3
The 6-Word Culture
Clarification
Exercise

156. This guy made a
fortune with just
6 words!

157. From a large
medical products
company
157

158. Global company driven
by motivated individuals
158

159. Great company, often
own worst enemy
159

160. Process driven crisis
management creating
dysfunction
160

161. 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.
162

167. 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 100,000 books.
168

169. With The Florence Prescription you can…
Get everyone on the
same culture page for
just $5 a book.

170. Part 2
Board’s Role for the
Hospital’s Invisible
Architecture™
170

172. What courageous followers (and trustees) do:
 Challenge
 Support
172

173. “Board members are likely
to wear rose tinted glasses.”
Report of the Center for Health Policy and
Research, University of Iowa
173

174. 21 questions the
board should ask of
the executive team
174

175. 8 questions the
board should ask
about the hospital’s
core values
175

176. Question #1
Why did we choose these
values and do people buy
into them? Do they even
know them?
176

177. Question #2
Does our statement of
values have heart – is it
authentic – or is it
generic boilerplate?
177

178. Question #3
How does our statement
of values differentiate our
hospital in a competitive
environment?
178

179. Question #4
Are the values we have
chosen operationally
relevant? Are the
societally relevant?
179

180. Question #5
How often should we
revisit our values? Is
now a good time for a
thorough review?
180

181. Question #6
Do we have the courage
to enforce our values
with employees, medical
staff, board, and others?
181

182. Question #7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the competitive
healthcare environment? 182

183. Question #8
Should we do training on
values-based life and
leadership skills (e.g. by
joining the Values
Collaborative)? 183

184. Date: February 5, 2013
Asheville, NC
$149 per person
319-624-3889
184

185. 7 questions the
board should ask
about the hospital’s
culture
185

186. Question #1
Do we have a culture plan
that complements our
strategic plan?
186

187. Question #3
Does our culture tolerate
behaviors not consistent
with our values (e.g.
gossip is inconsistent
with integrity)? 187

188. Question #4
Does our culture tolerate
management by fear and
intimidation (despite
Deming’s warning)?
188

189. Question #5
How do we collect and
share the stories that
help to transmit our
culture?
189

190. Question #6
How do we invoke
rituals, traditions, celebr
ation, and executive
visibility to foster
culture? 190

191. Question #7
How do we screen out
cultural misfits and
inculcate new people?
191

192. 6 questions the
board should ask
about the hospital’s
workplace attitudes
192

193. Question #1
How do we assess
employee
engagement, how do we
stack up, and how do we
boost it? 193

194. Question #2
Is our culture dominated
by emotional positivity or
is toxic emotional
negativity evident?
194

195. This question can only
objectively be answered
by the Man from Mars…
195

196. Question #3
Have we established our
zero-tolerance
behaviors, and do we
have the courage to
enforce those standards? 196

197. Question #4
How do we deal with
people in the Rutledge
Quadrant (good
skills, bad attitude)?
197

198. Question #5
How are our attitude and
behavior expectations
conveyed to new
employees (and docs)?
198

199. Question #6
Are we buying our own
press clippings?
199