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Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013

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Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013

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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.

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.

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Joe Tye Presentation for Georgia Hospital Association Trustee Conference, February 11, 2013

  1. 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. 2. Click here for web link
  3. 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
  4. 4. Part 1 The Invisible Architecture™ of Your Hospital 5
  5. 5. Question #1 When did the healthcare crisis begin?
  6. 6. Question #2 When will the healthcare crisis end?
  7. 7. This story… 15
  8. 8. Has a happy ending! 16
  9. 9. “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
  10. 10. Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
  11. 11. Engaged: Spark Plugs 21
  12. 12. Not Engaged: Zombies 22
  13. 13. Disengaged: Vampires 23
  14. 14. What Gallup sees…
  15. 15. What patients see…
  16. 16. “Whatever the engaged do, the actively disengaged seek to undo, and that includes problem solving, innovation, and creating new customers...”
  17. 17. Disengagement negatively effects…
  18. 18. Clinical quality
  19. 19. Patient safety
  20. 20. Patient satisfaction
  21. 21. Productivity
  22. 22. Marketing image
  23. 23. Job security
  24. 24. But what’s even more tragic...
  25. 25. It has a life-diminishing impact on the disengaged.
  26. 26. “Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
  27. 27. The Attitude Bell Curve
  28. 28. A Real World Sarah Rutledge Story
  29. 29. “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
  30. 30. If doubling the rate of employee engagement would transform America, what would it do for your hospital? -
  31. 31. The journey from mere Accountability to a culture of Ownership
  32. 32. Ac count able
  33. 33. 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.
  34. 34. You cannot hold people “accountable” for the things that really matter.
  35. 35. Nobody ever changes the oil in a rental car!
  36. 36. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
  37. 37. 78,952– avg 5 stars As 1-11-13, 12:35am 18,771,601 views
  38. 38. “We have hundreds if not thousands of examples…” 790,639
  39. 39. 52
  40. 40. Who Owns Left Field? Click here for web link
  41. 41. A word about the assumptions we make.
  42. 42. What do you get when you break the word “assume” into its constituent parts?
  43. 43. Let’s watch as the word “assumption” gets deconstructed (along with those who made the assumption)
  44. 44. Click here for web link
  45. 45. Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
  46. 46. Invisible architecture is to the soul of your organization what physical architecture is to its body.
  47. 47. 3 stages
  48. 48. Core Values are the Foundation
  49. 49. Core values define what you stand for and what you won’t stand for
  50. 50. TMC Values … Honor Tradition, Nourish Dreams
  51. 51. Nobody does it better than...
  52. 52. 70
  53. 53. 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
  54. 54. 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
  55. 55. 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?
  56. 56. “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
  57. 57. One of the best investments you can make in your organizational values is helping your people learn skills to better live their personal values
  58. 58. A Memory of the Future Coming to Georgia in 2014
  59. 59. When a critical mass of people connect with and act upon their core values, they will have a positive impact on…
  60. 60. Corporate culture is the superstructure
  61. 61. Culture is to the organization what personality and character are to the individual.
  62. 62. Same business Different cultures
  63. 63. Culture is like a patchwork quilt: the art is in making the pieces come together in a way that is beautiful and functional
  64. 64. You cannot allow people to opt-out of culture!
  65. 65. Culture eats strategy for lunch!
  66. 66. Seven reasons that culture trumps strategy
  67. 67. Reason #1 People are loyal to culture, not to strategy
  68. 68. The penny- foolish, pound-wise culture of Auto- Owners Insurance
  69. 69. Reason #2 Culture provides resilience in tough times
  70. 70. Reason #3 Culture is more efficient than strategy
  71. 71. Reason #4 Culture creates unique competitive differentiation
  72. 72. Reason #5 Culture can galvanize a contrary business strategy
  73. 73. Reason #6 Static culture can doom an organization
  74. 74. Reason #7 When strategy and culture collide, culture will win
  75. 75. Your hospital has a strategic plan – but do you have a culture plan?
  76. 76. Culture doesn’t change unless people change, and that is emotional work!
  77. 77. Emotional attitude is the interior décor
  78. 78. 101
  79. 79. Emotional climate is determined by what you expect and what you tolerate… 102
  80. 80. And over time, what you tolerate will dominate over what you say you expect! 103
  81. 81. “One toxically negative person can drag down morale and productivity of an entire work unit.” 104
  82. 82. “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.” 105
  83. 83. 110
  84. 84. Building a culture of ownership
  85. 85. Do you have to start with the right people on the bus?
  86. 86. You can’t always choose who you have on the bus!
  87. 87. You can’t just throw all the “wrong” people off the bus!
  88. 88. You can create a bus that everyone wants to ride
  89. 89. Fairfield Medical Center adopted the 8 Florence Characteristics for their employment brand
  90. 90. Commitment To the values, vision, and mission of the organization
  91. 91. Commitment is most important when the going gets tough...
  92. 92. “We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doom- and-gloom.”
  93. 93. “We need to face problems with contrarian toughness because it’s in how we solve those problems that we differentiate ourselves from everyone else.”
  94. 94. “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
  95. 95. Engagement With patients, coworkers, and with the work itself
  96. 96. At Best Buy, a 0.1% increase in employee engagement generates a $100,000 increase in gross store revenue* * Harvard Business Review, October 2010
  97. 97. Passion Enthusiasm, positive attitude, and joy reflected in everyday actions How do you calculate ROI on a smile like that?
  98. 98. Initiative A “Proceed Until Apprehended” mindset
  99. 99. Can one person who takes initiative change your organization? 135
  100. 100. 138
  101. 101. Fellowship Fostering a “support group” culture of respect and caring
  102. 102. 142
  103. 103. Pride In the organization, in the profession, in the work, and in you yourself
  104. 104. Pride is reflected in the answer to that universal icebreaker question: What do you do?
  105. 105. The most powerful and cost-effective marketing campaign your organization could ever launch!
  106. 106. 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.
  107. 107. What could be more boring than industrial ventilation systems?
  108. 108. BigAssHospital.com 149
  109. 109. Five of the tools we use to help hospitals create a plan for the Invisible Architecture
  110. 110. Tool #1 The Values  Behaviors  Outcomes Continuum 151
  111. 111. Tool #2 The 3-minute values drill
  112. 112. Current version Compassion Advocacy Respect Excellence Values statement of a Values Coach client
  113. 113. Old version New version Compassion Integrity Advocacy Enthusiasm Respect Loyalty Excellence Stewardship Ownership Fun
  114. 114. Tool #3 The 6-Word Culture Clarification Exercise
  115. 115. This guy made a fortune with just 6 words!
  116. 116. From a large medical products company 157
  117. 117. Global company driven by motivated individuals 158
  118. 118. Great company, often own worst enemy 159
  119. 119. Process driven crisis management creating dysfunction 160
  120. 120. How can managers working in the same company have such differing perspectives?
  121. 121. Tool #4 The Culture Wheel to spark thinking about the why, the what, and the how of cultural transformation. 162
  122. 122. Tool #5 The Florence Prescription is a manifesto for building a culture of ownership on a foundation of values.
  123. 123. More than 400 hospitals and healthcare organizations and over 100,000 books. 168
  124. 124. With The Florence Prescription you can… Get everyone on the same culture page for just $5 a book.
  125. 125. Part 2 Board’s Role for the Hospital’s Invisible Architecture™ 170
  126. 126. What courageous followers (and trustees) do:  Challenge  Support 172
  127. 127. “Board members are likely to wear rose tinted glasses.” Report of the Center for Health Policy and Research, University of Iowa 173
  128. 128. 21 questions the board should ask of the executive team 174
  129. 129. 8 questions the board should ask about the hospital’s core values 175
  130. 130. Question #1 Why did we choose these values and do people buy into them? Do they even know them? 176
  131. 131. Question #2 Does our statement of values have heart – is it authentic – or is it generic boilerplate? 177
  132. 132. Question #3 How does our statement of values differentiate our hospital in a competitive environment? 178
  133. 133. Question #4 Are the values we have chosen operationally relevant? Are the societally relevant? 179
  134. 134. Question #5 How often should we revisit our values? Is now a good time for a thorough review? 180
  135. 135. Question #6 Do we have the courage to enforce our values with employees, medical staff, board, and others? 181
  136. 136. Question #7 Do execs use values to instill the mental and emotional toughness to thrive in the competitive healthcare environment? 182
  137. 137. Question #8 Should we do training on values-based life and leadership skills (e.g. by joining the Values Collaborative)? 183
  138. 138. Date: February 5, 2013 Asheville, NC $149 per person 319-624-3889 184
  139. 139. 7 questions the board should ask about the hospital’s culture 185
  140. 140. Question #1 Do we have a culture plan that complements our strategic plan? 186
  141. 141. Question #3 Does our culture tolerate behaviors not consistent with our values (e.g. gossip is inconsistent with integrity)? 187
  142. 142. Question #4 Does our culture tolerate management by fear and intimidation (despite Deming’s warning)? 188
  143. 143. Question #5 How do we collect and share the stories that help to transmit our culture? 189
  144. 144. Question #6 How do we invoke rituals, traditions, celebr ation, and executive visibility to foster culture? 190
  145. 145. Question #7 How do we screen out cultural misfits and inculcate new people? 191
  146. 146. 6 questions the board should ask about the hospital’s workplace attitudes 192
  147. 147. Question #1 How do we assess employee engagement, how do we stack up, and how do we boost it? 193
  148. 148. Question #2 Is our culture dominated by emotional positivity or is toxic emotional negativity evident? 194
  149. 149. This question can only objectively be answered by the Man from Mars… 195
  150. 150. Question #3 Have we established our zero-tolerance behaviors, and do we have the courage to enforce those standards? 196
  151. 151. Question #4 How do we deal with people in the Rutledge Quadrant (good skills, bad attitude)? 197
  152. 152. Question #5 How are our attitude and behavior expectations conveyed to new employees (and docs)? 198
  153. 153. Question #6 Are we buying our own press clippings? 199

Notes de l'éditeur

  • When FN walked into the Scutari Barrack Hospital: There was no clean water, the floors were filthy and the air was foul, rats ran wild and the place was infested with vermin.Soldiers were bedded on blood-soiled straw, most still wearing what they wore on the battlefield.There was no nutritious food and virtually no medicines or supplies, and no money to get any.Orderlies cared only for officers, refused to empty chamber pots, and spent more time chasing nurses than caring for patients.Amputations were performed out in the open in full view of other patients. Surgeons refused to wash their hands and most of their victims died of infection.The first thing the medical director said to her was that he wanted nothing to do with Florence and her do-gooder ladies.He relented only when several boatloads of casualties appeared on the horizon and the hospital was already beyond a state of crisis.

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