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The Florence Prescription, Ohio State University College of Nursing, 8-20-15

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The Florence Prescription, Ohio State University College of Nursing, 8-20-15

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Slides used by Values Coach CEO Joe Tye for keynote presentation for Leadership Transformation Day at The Ohio State University College of Nursing, August 20, 2015.

Slides used by Values Coach CEO Joe Tye for keynote presentation for Leadership Transformation Day at The Ohio State University College of Nursing, August 20, 2015.

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The Florence Prescription, Ohio State University College of Nursing, 8-20-15

  1. 1. The Florence Prescription for a Culture of Ownership OSU College of Nursing August 20, 2015 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2015, Values Coach Inc.
  2. 2. leadership
  3. 3. From the Pulitzer Prize winning book Leadership by James MacGregor Burns
  4. 4. In today’s complex, turbulent, and uncertain world we need leadership in every corner, not just in the corner office.
  5. 5. When Sally and I were in the market for a second home in Arizona our criteria were:  Spectacular back yard  Low to zero maintenance  Affordable
  6. 6. And this is our primary residence, the house where we lived for the past 20 years and raised our two children – photo taken last April 20…
  7. 7. Lesson #1 Things aren’t always what they seem.
  8. 8. Lesson #2 What you really want might be closer than you think.
  9. 9. Lesson #3 You must be willing to jettison old baggage to move forward.
  10. 10. Lesson #4 There is almost always a way to create a win-win.
  11. 11. A word about the assumptions we make.
  12. 12. What do you get when you break the word “assume” into its constituent parts?
  13. 13. Question #1 When did the healthcare crisis begin?
  14. 14. Florence Nightingale firsts include: • Medical records • Laundry and housekeeping • Infection control • Nutrition service • Pharmacy • Materials management • Patient library • Medical triage • Nursing uniforms • Chaplain service
  15. 15. Two of the most influential healthcare books ever written
  16. 16. The first person ever to calculate cost per patient day in a hospital! She understood the rule no margin, no mission
  17. 17. We need to respark the spirit that Florence first sparked at the Scutari Barrack Hospital!
  18. 18. Question #2 When will the healthcare crisis end?
  19. 19. Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, HR Solutions, Press Ganey
  20. 20. Engaged: Spark Plugs 32
  21. 21. Not Engaged: Zombies 34
  22. 22. Disengaged: Vampires aka Pickle Suckers 35
  23. 23. Disengaged people, especially disengaged managers, are a defect
  24. 24. But what’s 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 journey from mere Accountability to a culture of Ownership
  28. 28. Ac count able
  29. 29. 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.
  30. 30. You cannot hold people “accountable” for the things that really matter.
  31. 31. Nobody ever changes the oil in a rental car!
  32. 32. No one ever won a DAISY Award by being held accountable!
  33. 33. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
  34. 34. 23,844,690 views 83,976– avg 5 stars
  35. 35. 53
  36. 36. Who Owns Left Field?
  37. 37. What 117of you told me about the culture of the OSU College of Nursing
  38. 38. 82%
  39. 39. 80%
  40. 40. 79%
  41. 41. 76%
  42. 42. 74%
  43. 43. 72%
  44. 44. 68%
  45. 45. 67%
  46. 46. 58%
  47. 47. 50%
  48. 48. Out of 1,170 possibilities (117 people x 10 questions) there were 226 (19.3%) “strongly agree” responses
  49. 49. Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
  50. 50. Invisible Architecture™ is more important than bricks & mortar
  51. 51. The Blueprint Behind the Blueprint™
  52. 52. Invisible architecture is to the soul of your organization what physical architecture is to its body.
  53. 53. 3 stages
  54. 54. TheFoundation
  55. 55. Core values define who you are, what you stand for, and what you won’t stand for
  56. 56. Integrated DNA Technologies Inc. values (excerpt) Be yourself, Unless you’re a jerk 77
  57. 57. From the Cypress Semiconductor values (excerpt): CYPRESS IS ABOUT WINNING We do not tolerate losing. We thrive on competing against the world's best. WE MAKE OUR NUMBERS We make 20% profit. We each set goals and achieve them. We ship 100% on time and get zero returns.
  58. 58. Have you ever been to a Texas Roadhouse? Passion, Partnership, Integrity and Fun
  59. 59. A values statement should be prominent in recruiting…
  60. 60. Google “Zappos Careers” and you’ll see this >>>>>>>>>>
  61. 61. “Check out our 10 Core Values. They are the heart and soul of our culture and central to how we do business.”
  62. 62. Google “Southwest Airlines Careers” and you’ll see this >>>>>>>>>>
  63. 63. “Our employees value the opportunity to work hard, be creative, and have fun on the job.”
  64. 64. 86 “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
  65. 65. Nobody learns everything they need to know in kindergarten!
  66. 66. TheSuperstructure
  67. 67. Culture is to the organization what personality and character are to the individual.
  68. 68. Which diner will I choose?
  69. 69. Or…
  70. 70. This is not a trick question… It’s the reality of competing today.
  71. 71. Same business Different cultures
  72. 72. Same business Different cultures
  73. 73. People pay to shop at Costco…
  74. 74. People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store.
  75. 75. Same business Different cultures
  76. 76. Nap Rap
  77. 77. The Florence Challenge Emotionally Positive Self Empowered Fully Engaged
  78. 78. Therapy pets can even sign!
  79. 79. A Key Point! You cannot allow people to opt-out of positive culture change!
  80. 80. Culture doesn’t change unless and until people change
  81. 81. TheInterior
  82. 82. 115 Emotional climate is determined by what you expect and what you tolerate…
  83. 83. 116 And over time, what you tolerate will dominate over what you say you expect!
  84. 84. 117 A positive workplace culture begins with intolerance for toxic emotional negativity.
  85. 85. 118 The bad news >>>>>>
  86. 86. The total cost of employee disengagement
  87. 87. $500,000,000,000
  88. 88. Have you defined your ZTBs? Do you have the courage to enforce them?
  89. 89. That hideous metaphor
  90. 90. Number of times the word “bullying” has appeared in nursing journal article titles over the past 5 years
  91. 91. J.K. Simmons as Terence Fletcher in Whiplash
  92. 92. Does your culture tolerate mini-Donalds?
  93. 93. Bob Sutton has a rule for that!
  94. 94. 130 “One toxically negative person can drag down morale and productivity of an entire work unit.”
  95. 95. 131 “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.”
  96. 96. Building a culture of ownership
  97. 97. Do you have to start with the right people on the bus?
  98. 98. You can’t always choose who you have on the bus!
  99. 99. You can’t just throw all the “wrong” people off the bus!
  100. 100. You can create a bus that everyone wants to ride
  101. 101. Essential qualities for promoting a culture of ownership
  102. 102. Commitment To the values, vision, and mission of the organization
  103. 103. Commitment is most important when the going gets tough...
  104. 104. “We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doom- and-gloom.”
  105. 105. “We need to face problems with contrarian toughness because it’s in how we solve those problems that we differentiate ourselves from everyone else.”
  106. 106. “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
  107. 107. Engagement With patients, coworkers, and with the work itself
  108. 108. At Best Buy, a 0.1% increase in employee engagement generates a $100,000 increase in gross store revenue* * Harvard Business Review, October 2010
  109. 109. Initiative A “Proceed Until Apprehended” mindset
  110. 110. 151 Can one person who takes initiative change your organization?
  111. 111. 154
  112. 112. Fellowship Fostering a “support group” culture of respect and caring
  113. 113. 158
  114. 114. Pride In the organization, in the profession, in the work, and in you yourself
  115. 115. Pride is reflected in the answer to that universal icebreaker question: What do you do?
  116. 116. 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.
  117. 117. What could be more boring than industrial ventilation systems?
  118. 118. Passion Enthusiasm, positive attitude, and joy reflected in everyday actions
  119. 119. “If we each do our part, we will change our lives for the better.” 169
  120. 120. “If we all do our parts, we will change our organizations for the better.” 170
  121. 121. “And in changing our organizations, we can change our world for the better.” 171

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