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Building a Culture of Ownership on a Foundation of Values

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7 fév. 2013

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Building a Culture of
Ownership on a
Foundation of Values
A Presentation Sponsored by WNC Health Network

...

“Invisible architecture, not
buildings, determines whether
you are a good hospital, a
great hospital, or just another
hosp...

Today we’re going to
design the Invisible
Architecture™ for a
hypothetical greenfield
health system.

Self-Made Man by
Bobbie Carlyle

Let’s talk about employee
engagement and a culture
of ownership, but first let’s
go on a little rafting trip…

This storm will
not pass and you
cannot just wait
it out.

Equilibrium is a state
where every force is
cancelled out by another.
In other words…

Stagnant

“Disequilibrium is the
necessary condition for a
system’s growth.”
Margaret Wheatley: Leadership and the New Science

Question #1

When did the
healthcare crisis
begin?

Question #2

When will the
healthcare crisis
end?

Companies that study employee
engagement* consistently find:

~ 25% fully engaged

~ 60% not engaged

~ 15% aggre...

Engaged:
Spark Plugs

24

Not Engaged:
Zombies

25

Disengaged:
Vampires

26

“Whatever the engaged do, the
actively disengaged seek to
undo, and that includes
problem
solving, innovation, and
creatin...

Disengaged
people, especially
disengaged managers, are a

quality defect
Jim Clifton: The Coming Jobs War

Disengagement
negatively effects…

Clinical quality

Patient safety

Patient
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...

Dilbert Disease

Organizational Culture
Assessment Survey

Would you be okay with
3.39 on a 5.0 scale?

The higher you are in the
organization the more
likely it is you are wearing
rose tinted glasses.
U Iowa Center for Hea...

Shifting the Attitude Bell Curve

Is the midpoint of the curve in
the same for middle managers?

Or worse yet does your culture
tolerate little Donalds?

Remind me to tell you
about Jim Kilts and the
turnaround at Gillette.

“Going from 30 million engaged
workers to 60 million engaged
workers would change the face of
America more than any leader...

If doubling the number of
engaged workers would solve
every problem in
America, imagine what it
would do for your
organiza...

The journey from mere

Accountability
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 mot...

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
o...

The Ideal Job description

First and foremost a
caregiver, last but not
least a janitor, and in
between whatever else
need...

In a culture of
ownership, the job
description is a
floor, not a ceiling

Someone with a job
is never secure.

Someone with a calling
is never unemployed.

- McZen

79,996– avg 5 stars As 2-5-13, 1:30am 18,979,525 views

“We have hundreds if not
thousands of examples…” 796,911

Who Owns Left Field?

Ball Girl Video

This ownership
is of the
heart, not of
the wallet

Nobody ever walked away
from a Habitat for Humanity
project in a pay dispute.

A word about the
assumptions we make.

“The way that we pose our
questions often illusorily limits
our responses… The way we
think our thoughts illusorily
limits...

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

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

Assumptions video link

What are some of
the self-limiting
assumptions we might
be making in our
organizations?

The neurobiology of
corporate culture

Rewiring the
organizational
brain

79

Bean Counter

Poet

Management is of the
left brain.

Leadership is of the
right brain.

81

And in today’s
world we need
leaders in every
corner – not just in
the corner office

transactional

Transformational

Rules

Values

Process

Attitude

Plans

Inspires

Measured

Seen

A Given

A Choice

Inert

Contagious

What you do

Who you are

Boring!

Chaos!

Left Brain
Counts beans

Right brain
creates

The old paradigm

95

The new paradigm

96

RecruitingandRetention

… is not just one word!

98

You recruit with the “honey”
of left-brain features such as
pay and benefits…
100

You retain with the “glue”
of right-brain qualities
reflected in
values, culture, and
attitude.

...

One more thing – if
“lean” is all left brain,
you are just speeding
up the assembly line.

It’s not accountability
(left brain) OR
ownership (right
brain).

It’s how we interrelate
the two to create a
whole brain culture.

Invisible
Architecture™

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

Homework
Assignment #1

www.CulturalBlueprint.com

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

We use a construction
metaphor to design
Invisible Architecture.

But you don’t need to
have an architectural
degree to design your
Invisible Architecture!

Shawneen Buckley at St. Francis Hospital and
Health Center of Poughkeepsie, New York

TMC Values …
Honor Tradition, Nourish Dreams

3 stages

In our construction
metaphor, the foundation is
core values, the superstructure
is corporate culture, and the
interior is ...

“The only assets we have as
a company [are] our
values, our culture and
guiding principles, and the
reservoir of trust wit...

Core Values are
the Foundation

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

When people buy into a
common set of
values, you don’t need
to have a lot of rules

Auto-Owners Insurance expects
each of its 3,600 associates to
know by heart its ten core values.

Auto-Owners Insurance has…
 One half the turnover of the
industry average.
 Double the productivity of the
industr...

Make that 4!

“These values have made our
company successful, and they are
the foundation of a successful
career within our company. The...

Nobody does it
better than...

126

Zappos Family Core Values
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and A Little Weir...

1. Deliver Wow Through Service
Core Values Frog thinks anything worth doing is worth
doing with WOW. To WOW, CVF different...

When’s the last time you called
a 1-800 call center number and
months later remembered the
name of the person you talked
t...

The Values  Behaviors
 Outcomes Continuum

The desired
Outcome is
Trust

The required
Behaviors are
Honesty and
Reliability

The motivating
Value is Integrity

Do your values
inspire trust,
passion, and pride
among your people?

Do they even
know what
they are?

Which value do nurses
feel is more important to
executive leadership?

136

Compassion

137

OR…
138

Productivity

139

The 3-minute
values drill

Current version

Compassion
Advocacy
Respect
Excellence

Values statement of
a Values ...

Old version New version

Compassion Integrity
Advocacy Enthusiasm
Respect Loyalty
Excellence Stewardshi...

What are the core
values of our
greenfield
hospital?

The guiding insights behind
the Values Collaborative…

144

Values
are

Personal

Values
are

Skills

Skills
can be

Learned

Skills
must be

Practiced

It’s not that you do or
don’t practice values –
it’s where you fall on the
continuum.

149

And if you are not moving
forward, then you are
sliding backward.

150

7 reasons why you
should care about the
personal values (skills)
of your people…

151

Reason #1

The invisible
ceiling on
performance 152

Reason #2

Commitment to
organizational
values 154

“People who are clearest
about their personal vision
and values are significantly
more committed to their
organizations.”
...

Reason #3

Loyalty

157

Source: Roger Herman, et al: Impending Crisis:
Too Many Jobs, Too Few People (page 139)

Reason #4

Behavioral
Expectations

159

Core Action Value #4 is Courage

You can teach
people the Courage
skills needed to…

Call a time-out during
a procedure even
though the delay
annoys the surgeon

Confront disrespectful
and bullying behavior

Walk out on gossip,
backbiting, and toxic
emotional negativity

The Integrity

Gap

165

Reason #5

Employee health
and wellbeing

166

People will sustain
new health and
fitness habits only to
the extent they are
founded on values.

168

Reason #6

Risk
management

169

Wal-Mart's Mexican Bribery
Scandal Will Sink It Like an
Iceberg Sank the Titanic
Adam Hartung column heading in Forb...

This values violation
cost Wal-Mart’s
shareholders $12.5
BILLION dollars in a
single day!

Wal-Mart has spent
over $100 million on
the investigation of
these ethical scandals.

Sam Walton would be
rolling over in his
grave!

In case you think that
such things couldn’t
happen in hospitals…

One in eight U.S. patients who
have non-emergency stenting
procedures to clear blocked
arteries in the heart are likely
to...

Reason #7

It’s the right
thing to do

177

Nobody learns
everything
they need to
know in
kindergarten!

The Twelve Core
Action Values is the
curriculum for the
Values Collaborative.

The deepest human values
transcend political and
religious beliefs, ethnic
heritage, social class, and
every other superfi...

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

Core Action Values 1-6:

Laying a Solid
Foundation

Core Action Value #1

Authenticity
The Cornerstones:

1. Self-Awareness
2. Self-Mastery
3. Self-Belief
4. S...

Core Action Value #2

Integrity
The Cornerstones:

1. Honesty
2. Reliability
3. Humility
4. Stewardship

Core Action Value #3

Awareness
The Cornerstones:

1. Mindfulness
2. Objectivity
3. Empathy
4. Reflection

Core Action Value #4

Courage
The Cornerstones:

1. Confrontation
2. Transformation
3. Action
4. Connection

Core Action Value #5

Perseverance
The Cornerstones:

1. Preparation
2. Perspective
3. Toughness
4. Learning

Core Action Value #6

Faith
The Cornerstones:

1. Gratitude
2. Forgiveness
3. Love
4. Spirituality

Core Action Values 7-12:

Taking Effective
Action

Core Action Value #7

Purpose
The Cornerstones:

1. Aspiration
2. Intentionality
3. Selflessness
4. Balance

Core Action Value #8

Vision
The Cornerstones:

1. Attention
2. Imagination
3. Articulation
4. Belief

Core Action Value #9

Focus
The Cornerstones:

1. Target
2. Concentration
3. Speed
4. Momentum

Core Action Value #10

Enthusiasm
The Cornerstones:

1. Attitude
2. Energy
3. Curiosity
4. Humor

Core Action Value #11

Service
The Cornerstones:

1. Helpfulness
2. Charity
3. Compassion
4. Renewal

Core Action Value #12

Leadership
The Cornerstones:

1. Expectations
2. Example
3. Encouragement
4. Celebra...

How do we correlate
the personal values of
our people with the
organizational values of
our new health system?

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 influences how
we deliver care, how we
interrelate with our
colleagues, and how
we treat our patients.”

“Don’t try to fix cultural
problems with structural
solutions.”
Jamie Orlikoff

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

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 a
great organization

Reason #7

When strategy and culture
collide, culture will win

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

Your organization has a
strategic plan – but do
you have a culture plan?

The 6-word culture
clarification drill

Hemingway wrote a
short story in just 6
words

219

And this guy made a
fortune with just 6
words

From a large
medical products
company

221

Version 1

Global company driven
by motivated individuals

222

Version 2

Great company, often
own worst enemy

223

Version 3

Process driven crisis
management creating
dysfunction

224

From a large
academic
medical center

225

Version 1

Heartfelt commitment
unifies a dynamic
culture

226

Version 2

Sailing in turbulent
waters rudders aligned

227

Version 3

Dedicated employees
deflated by overwhelming
obstacles

228

How can managers
working in the same
company have such
differing perspectives?

Nobody does it
better than...

Southwest Airlines Motto

Servant’s Heart, Warrior
Spirit, Fun-Loving Attitude

What is the 6-word
description of the
ideal culture for our
new greenfield health
system?
232

Use the Culture Wheel to
spark thinking about the
why, the what, and the how
of cultural transformation.

...

What is one
WhyWhatHow
path for our new
greenfield health
system culture plan?
238

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

Emotional attitude
is the interior décor

The Pyramid of Self-Belief

244

How does one
calculate ROI on
a transformation
like this?

A positive workplace
culture begins with
intolerance for toxic
emotional negativity.

249

Toxic emotional
negativity is almost
always an outer
projection of inner
misery. 250

254

Remind me to tell you
about the Great
Wyoming Values and
Culture Challenge

257

Unfortunately, there is
a strongly negative
current in American
culture that you must
swim against… 258

Everything’s Amazing and Nobody’s
Happy – Video Link Not Available

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

260

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

261

“One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”
262

266

The Values
Coach Office
Pickle

What do people say when
a manager finally finds
the resolve to deal with a
toxic negative employee?

What took
you so long?

Mission
impossible?

We need to say a few
words about anxiety –
and why you need to
inoculate against it…

Anxiety is the mortal
foe of imagination

When you are in the thrall
of anxiety (looking out
through the doom glasses)
you don’t see the world as
it is, you see it ...

Three bad things happen
when you in the thrall of
anxiety…

Bad Thing #1

Memory is distorted: past
successes seem small and
insignificant while past
failures seem huge and
certain t...

Bad Thing #2

Perception is distorted: the
dangers facing you are
blown out of proportion
while you underestimate
the reso...

Bad Thing #3

Vision is distorted: you
cannot see the possibilities
for a great outcome
because you are so fixated
on imag...

The Performance-Anxiety Curve

A powerful tool for
personal and
organizational
transformation…

THE SELF-EMPOWERMENT

PLEDGE
Copyright © 2010, 2011, Values Coach Inc.

Seven Simple Promises
That Will Change Your Life*

* One for each day of the week.

If you’ve been waiting
for someone else to
empower you, you
should know that…

No one can empower you
but – YOU – and once you
have empowered yourself…

No one can
take that
power away.

The Self-Empowerment
Pledge can give you that
power – but first you need
to invest in yourself…

If you knew it would
change your life for the
better – profoundly and
permanently – would you
invest …

A minute a day for
the next 365 days

Would you give up one
television commercial
a day for a year to
change your life?

If your answer
is yes, here’s
what you need
to do.

Every morning start
your day by making that
day’s promise – which
will take you about
15 seconds.

Repeat the promise
again in in the middle
of your work day.

Once more before you
leave for home.

And one more time right
before you go to bed.

4 x 15 seconds
= 1 minute

Repeat these promises like
you really mean them!

Ready?

Let’s take a look
at the seven
promises…

Monday’s Promise:

Responsibility

Tuesday’s Promise:

Accountability

Wednesday’s Promise:

Determination

Thursday’s Promise:

Contribution

Friday’s Promise:

Resilience

Saturday’s Promise:

Perspective

Sunday’s Promise:

Faith

Here’s WHY
it works…

You keep promising yourself that you
will be responsible, accountable, and
determined; make a contribution, be
resilient i...

Then you catch yourself whining and
complaining, procrastinating,
gossiping, blaming others for your
problems, taking when...

You end up with what
psychologists call…
Cognitive Dissonance

Which is trying to simultaneously
hold two incompatible beliefs

At that point, one of two
things MUST happen.
Either you take the easy
way and stop making
the promises…

Or you keep making the
promises until you begin
to change your attitudes
and your
behaviors.

And as you do that, you
will begin to achieve
better results in every
dimension of your life.

When you get home, read
these seven promises one
more time…

Now ask yourself these
two questions…

Question #1:

If you personally were to take
these seven promises to
heart, would you be better off
than where you are hea...

Question #2:

If everyone where you work made
a good faith effort to live these
seven promises, would you do a
better job ...

If your answer to these
two questions is…

And if you’re being
honest, that’s what
your answer will be.

Then why wouldn’t you
invest those 365 minutes
in yourself? Do it,
because no one can
empower you
but you.

Will you do it? Will
you give up one TV
commercial a day…

To change
your life?

The Pledge is a great
way to foster a more
empowering culture!

333

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

It starts with a
shared vision

The Vision Statement of Columbus Regional Hospital

To be the best in the world
at everything we do.

...

344

The difference
between wishful
thinking and
positive thinking…
345

Wishful thinking is
hoping for something and
waiting for someone else
to make it happen.

346

The new American Dream

347

Positive thinking is
expecting something and
working to make it
happen.

348

351

Wear your Dream next to
your heart

352

Five times every morning
and two things every day.

353

A Memory of the Future
creates healthy cognitive
dissonance

354

355

The 6-As for
creating Memories
of the Future

356

1. Aspiration
You gotta want it –
without ambition we
would all still be hunting
and gathering.
3...

3. Articulation
You need to describe
your dream in a way that
others can see it.

358

3. Affirmation
Because we dream in
pictures but we worry in
words.

359

4. Asking
The Aladdin Factor is
asking the right question
of the right person
at the right time.
3...

5. Action
Action transforms fear
into fire; accumulation of
many small actions yields
big results.
...

6. Adaptation
Because, as von Moltke
said, no plan survives
contact with the enemy.

362

Every great accomplishment
was once the “impossible
dream” of a dreamer who
simply refused to quit when
things got tough.
...

Expect a miracle: but
don’t give the universe a
deadline!

364

Commitment
To the values, vision,
and mission of the

organization

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

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

“We need to face problems
with contrarian toughness
because it’s in how we solve
those problems that we
differentiate ours...

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

Engagement
With
patients, coworkers,
and with the work
itself

At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard B...

Passion
Enthusiasm, positive
attitude, and joy
reflected in everyday
actions

What Teachers Make by Taylor Mali

Initiative
A “Proceed Until
Apprehended”
mindset

PUA!!!

Can one person
who takes initiative
change your
organization?
387

390

Are people afraid of
change?

Stewardship
Managing
personal, organizational, a
nd global resources for the
great grandchildren

Belonging
Treating employees as
though they really were
partners and owners

The root of the word
integrity is “integer” –
one unified whole

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

404

Committee
of the Ring

405

The Ring Team

406

Fellowship of
the Ring

407

408

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?

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 importan...

What could be more boring than
industrial ventilation systems?

bigasshospital.com
This page is parked free, courtesy of GoDaddy.com.

4...

15 Strategies for
building a culture
of ownership on a
foundation of values

Purpose of the Values Collaborative

Share The Twelve Core Action
Values and related content with
people to help them in t...

Nebraska Values Trainers:

Nebraska Values Trainers:

Mary Lanning Memorial HealthCare

Gallup Engagement Score improved
from 23rd to 72nd percentile (achieving
in 18 months wh...

Fillmore County Hospital

Patient satisfaction increased in 27
of 30 categories.

CEO Paul Utemark said he got a
whole new...

Community Hospital (employees)
Rating hospital as excellent place to work
increased by 26% to the 74th percentile.

Rating...

Strategy #1

Launching a movement is a
lot harder than starting a
program – it is also much
more likely to achieve a
lasti...

How to Start a Movement

Strategy #1 Applied

How can you position your
desired culture change as a
movement, e.g. creating a
gossip-free workplace...

Strategy #2

Achieving critical mass
requires approximately 30%
population commitment.

427

Strategy #2 Applied

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, cyni
cism, and inertia of the
past.

Strategy #3 Applied

What immediate and short-
term goals can help you
quickly gain traction and
build momentum?

Strategy #4

People must believe
leadership is committed
to the cultural vision.

Strategy #4 Applied

What actions will leaders
commit to on a sustained
basis to demonstrate
support, e.g. daily reading
o...

Strategy #5

Middle management’s mere
support is not enough –
they must be gung ho
champions for change.

You are here

Corollary to Strategy #5

The privileges of being a
manager also entail certain
foregone freedoms

Strategy #5 Applied

What message will you give
to middle management that
obstruction and second-
guessing will not be
tol...

Strategy #6

Sustainability requires a
growing core of passionate
“Spark Plugs” who have a
personal stake in cultural
tran...

Strategy #6 Applied

What actions will you take
to nurture (and protect
from cynics) the people
huddled in the middle of
t...

Strategy #7

Personal stories resonate
better than scripted
lectures.

You simply cannot buy
advertising like this!

The most effective safety
lecture I ever heard.

And now, a motivational word
from your manager…

Strategy #7 Applied – A

What mechanisms can you
use to collect, edit, and
publish stories from your
Lone Nuts, First Foll...

Strategy #7 Applied – B

What steps can you take to
prepare your managers to
be better public speakers
and storytellers?

Strategy #8

Embrace the
skeptics, marginalize the
cynics, and plow through
resistance.

Strategy #8 Applied

Come to a consensus on
when skeptical questions
become cynical obstruction
and an agreed upon way
man...

Strategy #9

Engage potential critics in
a constructive manner –
encourage them to think
like partners in the
change proce...

Strategy #9 Applied

Begin by identifying the
people who could derail
your effort (medical
staff, union, etc.) and
approac...

Strategy #10

You cannot allow people
to opt-out of culture
change!

Strategy #10 Applied

Define which actions are
mandatory (e.g. values
training) and which are
voluntary (e.g. The Pickle
C...

Strategy #11

Avoid identification of the
change process with any
single individual or
“program.”

Strategy #11 Applied

Describe every “program”
in the context of
values, purpose, and vision
of the organization – and
sho...

Strategy #12

Create “initiative
coherence” by being clear
about how various
projects and programs
reinforce one another.

Strategy #12 Applied

Be creative in showing
linkages – e.g. a graphic with
an umbrella arching over
symbols representing ...

Strategy #13

Keep it visible: posters,
banners, screensavers,
newsletter articles, web
pages; include it at the
start of ...

Strategy #13 Applied

See illustration.

Strategy #14

Remember that everyone
listens to the same radio
station: WIIFM.

Strategy #14 Applied

Before asking people to
“do more with less,” help
them do it at home, e.g.
by offering a low-cost
Da...

Strategy #15

Balance urgency and
patience; be in it for the
long haul.

“If we each do our
part, we will change
our lives for the
better.”

463

“If we all do our
parts, we will change
our organizations for
the better.”

464

“And in changing our
organizations, we can
change our world for the
better.”

465

See one…

Do one…

Teach one.

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

Building a Culture of Ownership on a Foundation of Values

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Values Based Leadership - Creating a Culture of Ownership

Values Based Leadership - Creating a Culture of Ownership

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