Annotated and expanded slides used by Values Coach CEO Joe Tye in his presentation with Ryan Smith - CEO of Memorial Hospital of Converse County - at the 2018 American Hospital Association Rural Health Care Leadership Conference. Joe's focus is on building a culture of ownership with values-based leadership strategies.

1. Creating a Cultural Blueprint to
Engage Employees, Clinicians,
and the Community
Presented by Joe Tye and Ryan Smith
February 4, 2018
Copyright © 2018, Values Coach Inc.

2. This slide deck is an annotated version
of the slides used by Joe Tye in his
presentation with Ryan Smith at the
2018 AHA Rural Health Care conference.
There are additional resources at:
www.ValuesCoach.com
www.TheFlorenceChallenge.com

3. Guiding insight #1
Culture does not
change unless and
until people change.

4. Guiding insight #2
People will not change
unless given tools and
structure, and inspired to
use them.

5. “I got a whole new team and didn’t
have to change the people because
they changed themselves.”
Paul Utemark, (then) CEO
Fillmore County Health System
Geneva, Nebraska

6. There is an invisible barrier on the
potential of your organization

7. That barrier is the collective attitudes and
behaviors of the people who work there. When
a critical mass of people make the commitment
to living their personal values, having a positive
attitude, and refusing to engage in toxic
emotional negativity, then you will achieve
sustainable cultural transformation.

8. The real
leadership
challenge

9. You will never exceed the
expectations that you set
for yourself.

10. You will never exceed
the limitations that you
place on yourself.

11. The work that you
choose to do, and the
attitude with which
you choose to do that
work, are the hammer
and chisel that carve
the statue that is you.
Self Made Man by Bobbie Carlyle

12. Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively disengaged
* e.g. Gallup, Avatar, Press Ganey, Modern Survey

13. Spark
Plugs
13

14. Zombies

15. Vampires

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

17. Ac
count
able

18. 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.

19. “In the long run... accountability
encourages a culture of evasion,
denial, and finger pointing.”
Richard Farson and Ralph Keyes:
The Innovation Paradox

20. No one ever won
a DAISY Award
by being held
accountable!
Bonnie and Mark Barnes, Founders of
the DAISY Foundation with a Pickle
Pledge banner at Midland Health.

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

24. Invisible Architecture™
is more important than
bricks & mortar

25. The Blueprint
Behind the
Blueprint™

26. TheFoundation
CoreValues

27. Core values should define
who you are, what you stand
for, and what you won’t
stand for.

28. Core values define who you
are, what you stand for, and
what you won’t stand for

29. Integrity
Compassion
Accountability
Respect
Excellence
The all-too typical
generic hospital
values statement

30. The problem with
generic values
statements >>>>>

31. Problem #1
They do little to
differentiate you from
everyone else who has
the same posted values

32. Problem #2
They establish minimal
expectations (of course
patients expect integrity
and excellence and etc.)

33. Problem #3
They are unlikely to
inspire team members
(who likely don’t know
them anyway)

34. Organizational values define
strategies while personal
values define culture.

35. TheSuperstructure
OrganizationalCulture

36. “Advertising is a tax
you pay on having an
unremarkable culture.”
Robert Stephens, Founder of Geek Squad

37. Culture is to recruiting and
retention what marketing is
to gaining and earning
customer loyalty

38. The Florence Challenge
Emotionally Positive
Self Empowered
Fully Engaged

41. A Key Point!
You cannot allow people to
opt-out of positive culture
change!

42. And...
Cultural work can’t be just
a “flavor of the month”

43. TheInterior
WorkplaceAttitude

45. 45
Workplace attitude is
determined by what you
expect and what you
tolerate...

46. 46
And over time, what you
tolerate will dominate
over what you say you
expect!

47. 47
Employee disengagement costs our
economy $500 billion per year!
The organizational cost of emotional
toxicity is more than $12,000 per year
per employee!

48. “Roughly 60 percent of new RNs quit
their first job within 6 months of being
bullied, and one in three new graduate
nurses considers quitting nursing
altogether because of abusive or
humiliating encounters”
Terri Townsend: “Breaking the Bullying
Cycle” American Nurse Today, January 2012

49. In one survey of more than 4,500
healthcare professionals, 71 percent
tied... abusive, condescending or
insulting personal conduct to medical
errors, and 27 percent tied such
behavior to patient deaths.
Christine Porath: “No Time to be Nice at
Work” New York Times, June 19, 2015

50. Why this matters more now
than ever >>>>>>>>>

51. “Hospitals face unprecedented
turnover and attrition rates.”
Study by Leaders for Today

52. The United States will need
another 1.1 million registered
nurses and advanced practice
registered nurses in the next
five years.
American Nurses Association

53. And it’s already tough trying to
recruit healthcare professionals
to move into rural communities!

54. As if the problems we know
about now weren’t sufficiently
daunting >>>>>

56. “Rural communities have been more adversely
impacted by [the Walmart phenomenon] than by any
other factors in recent times.”
Impact of the Walmart Phenomenon Rural Communities,
Kenneth E. Stone, unpublished paper, Iowa State University
Will Amazon do to rural
healthcare what Walmart
has done to rural retail?

57. 10 Strategies for Building
a Culture of Ownership

58. Homework: A PDF
of the workbook is
attached – feel free
to share with your
team.

59. Strategy #1
Objectively assess how
people perceive your culture
(this is NOT employee
satisfaction or engagement).

60. Our people
LOVE our
culture

61. Really?

62. 21 people responded to the pre-
workshop Culture Assessment
Survey that was sent out in
advance of the Rural Health Care
Leadership Conference >>>>

63. Powered by
Our people know the values of our organization.
95%
14%

64. Powered by
Our people are committed to assuring that those values
are reflected in how they do their work.
76%
14%

65. Powered by
Our culture does not tolerate bullying, toxic negativity,
or disrespectful behavior.
71%
10%

66. Powered by
Our managers effectively deal with toxic negative
attitudes/behaviors in the workplace.
48%
5%

67. Powered by
Q7: I am happy with our patient satisfaction scores.
Answered: 20 Skipped: 1
48%
10%

68. Only 9% strongly agreed with
positive statements about
their organizational cultures!

69. Would you be proud of a
billboard like this on the
outskirts of your community?

72. We use the VCI-17 Culture Assessment
Survey or live polling technology to ask
people to estimate what percent of all paid
hours in their organization are wasted on
complaining, gossiping and other forms of
toxic emotional negativity...

74. We can use the results to estimate the
direct cost of paying people to not work.
For rural critical access hospitals this
total ranges from $500,000 to more than
$3 million per year!

75. Are we all okay
with this?

76. Strategy #2
Create a visible Cultural Blueprint
for your Invisible Architecture™
beginning with an authentic
statement of values.

77. Use the Culture Mapping
Schematic to define
culture change ideas
(pages 98-102 of the workbook)

82. Strategy #3
Make values and culture central
to your recruiting campaigns –
including on your website

83. What do people see when they
google “Careers at...” your
organization? A list of job
openings or a description of
your core values?

84. Google careers at Southwest Airlines

85. Google careers at CTCA

86. Treat work
as play

87. “Successful candidates share our values.”

88. “Treat each other with respect, compassion,
honesty, and trust. No jerks allowed.”

89. Strategy #4
Define your ZTBs (zero tolerance
behaviors) and be clear about
your attitude and behavior
expectations

90. 90
“The average worker spends
2.5 hours per day in drama.”
Cy Wakeman: No Ego

91. 91
The next slide summarizes results from
the Values Coach Culture Assessment
Survey on how hospital employees
perceive the level of respect and civility
in their organizations >>>>

93. Burnout
Disengagement
Compassion fatigue
Bullying
Rumor-mongering
Incivility
Nurses eating
their young

94. Disengaged people, especially
disengaged managers, are a
quality defect!

95. Toxic Emotional Negativity
The healthcare
crisis within

96. Managers must have the
courage to hold people to
those standards!

97. 97
“It is a leadership responsibility to
create a workplace environment
where toxic emotional negativity
is not tolerated.”

98. Strategy #5
Make The Pickle Pledge part
of your cultural DNA
www.PicklePledge.com

99. You cannot be a negative,
bitter, sarcastic pickle
sucker in the break room…
This
place
sucks

100. May I help you? I
have the time.
NOT!

101. You cannot be a
negative, bitter,
sarcastic pickle
sucker at work…
My job
sucks

102. I wish she
would stay
at work!

103. 103
The simple promise that
will change your life...

104. 104
And transform your
organization…

107. The Pickle Challenge
has taken on a life
of its own!

108. 108

120. Strategy #6
Employ the power of rituals,
routines, and stories for culture
building

123. Strategy #7
Invest in personal values-based
life and leadership skills training

124. “If people could understand their
core values, they would save years
of doubt, confusion, and misplaced
energy as they try to find direction
for their lives.”
Laurie Beth Jones: Jesus CEO

125. 125
“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

126. What are
your values?

127. 127
While most people intuitively have
good values, very few have thought
about how those values are
reflected in their attitudes and in
their actions...

128. 128
Therefore one of the best
investments your organization
can make is in training for values-
based life and leadership skills...

129. 129
The Values Coach course on The
Twelve Core Action Values is one
such course.

130. Culture of Ownership Classroom
Midland Memorial Hospital

131. Fridge magnets
created by the
Certified Values
Coach Trainers
at Star Valley
Medical Center
in Afton WY

132. Employee evaluations
at Grinnell Regional
Medical Center
include a rating on
The Twelve Core
Action Values

133. Strategy #8
Directly engage your
providers

134. At Midland Memorial Hospital the elected
president of the medical staff became a
Certified Values Coach Trainer

135. Video on the MMH Culture of
Ownership web page

136. Strategy #9
Reach out to micro-communities
(employee families) and to your
macro-community

137. 137
Midland Health is now sharing the
work they have done for a Culture
of Ownership and The Twelve Core
Action Values with the Midland
Independent School District.

139. 3rd Graders at the General Tommy Franks
Elementary School in Midland, Texas

140. Strategy #10
Lead by example!

141. A leader is someone who
takes you to a place to
which you didn’t know you
wanted to go.
– Joel Barker

142. A leader is someone who
helps you become the
person you didn’t realize
you could be.
– Joe Tye

143. 143
Join the more than 50 critical access
hospitals and other rural health care
organizations that have worked with
Values Coach to build a more positive
culture of ownership – call today!

144. 144
Joe is CEO and Head Coach of
Values Coach Inc. He is the
author or coauthor of 15
books on building a culture of
ownership with values-based
leadership.

145. Joe Tye
Values Coach Inc.
Telephone: 319-624-3889
Email: Joe@ValuesCoach.com
How to contact me