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Values Based Leadership - Creating a Culture of Ownership

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These are the slides used by Values Coach CEO Joe Tye in the webinar "Values-Based Leadership - Creating a Culture of Ownership" conducted for more than 3,000 participants that was sponsored by the ANA Leadership Institute.

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Values Based Leadership - Creating a Culture of Ownership

  1. 1. Welcome to today’s online seminar: Values-Based Leadership Creating a Culture of Ownership Our seminar is scheduled to begin at 2 p.m. EasternTime. While you are waiting, please answer the survey questions. Thursday, January 29, 2015
  2. 2. Values-Based Leadership Creating a Culture of Ownership ANA Leadership Institute Nurse Leader Online Seminar Series Thursday, January 29, 2015 Conflict of Interest: Presenters for this event have disclosed conflict of interest regarding royalties received from the sale of their books and services. Please review the CE disclosure document in your course.
  3. 3. The ANA Leadership Institute, in partnership with Capella University, is excited to bring you this online seminar series for nurse leaders. Welcome to Today’s Session A quick introduction: • Q&A panel session • Submit questions • Interactive tools • Nurse planner
  4. 4. Today’s Speakers Joe Tye, CEO Values Coach, Inc. Rebecca M. Patton MSN, RN, CNOR, FAAN Need Panelist Image Here
  5. 5. Presenter Joe Tye CEO of Values Coach, Inc. Need Joe Tye Image Here
  6. 6. Culture of accountability to ownership Objectives Design the Invisible Architecture™ Manage a cultural transformation
  7. 7. Prior to the seminar, you completed these readings: • Positive Practice Environments for Health Care Professionals. • Using Values to Gain Competitive Advantage. Pre-Seminar Work
  8. 8. Engagement, Accountability, Ownership Part One Next Up
  9. 9. Employee Engagement *Source studies: Gallup, Avatar, Press Ganey 25% fully engaged 60% not engaged 15% aggressively disengaged
  10. 10. Engaged: Spark Plugs 10 “Above and beyond” Employee Engagement
  11. 11. Employee Engagement Not Engaged: Zombies “Going through the motions”
  12. 12. Employee Engagement Disengaged: Vampires “Toxic emotional negativity”
  13. 13. Disengagement negatively affects: • Clinical quality • Patient safety • Patient satisfaction • Productivity • Marketing image Pronovost (2010), Spiegelman (2013), Kenney (2011), Blizzard (2003)
  14. 14. Disengaged people, especially disengaged managers, are a defect Clifton, J. (2011). Disengagement
  15. 15. But what’s even more tragic...
  16. 16. A life-diminishing impact on the disengaged Disengagement Hallowell, E.M. (2010).
  17. 17. Link to Depression “Disengagement [is] one of the chief causes of underachievement and depression.” Hallowell, E. M. (2010)
  18. 18. Here’s what more than 1,000 of you told me about your perceptions of the culture where you work… Pre-Seminar Survey
  19. 19. 39% 61%
  20. 20. 41%59%
  21. 21. 4 hours per week 8 hours per week
  22. 22. These results are consistent with what we see when the survey is administered to individual healthcare organizations Summation of Survey Results - #1
  23. 23. Engagement scores are better than what have been predicted based upon studies by Gallup and other organizations But… Summation of Survey Results #2
  24. 24. There is a significant disconnect between results for engagement questions and results for attitude and behavior questions Summation of Survey Results #3
  25. 25. For the two questions with a 5-point rating scale only 8% of respondents marked “strongly agree” with a positive statement about their organization Summation of Survey Results #4
  26. 26. There is a substantial opportunity to enhance cultural productivity in almost every healthcare organization in America! Summation of Survey Results #5
  27. 27. It’s time for us all to take off the rose-colored glasses… This is the other healthcare crisis! Summation of Survey Results #6
  28. 28. The good news is… This is a healthcare crisis that we can do something about. Summation of Survey Results #6
  29. 29. Moving Culture From Accountability To Ownership Next Up Part Two
  30. 30. Accountability Someone else expects it… …Reward and punishment
  31. 31. It sends a subtle but very clear message that people cannot be trusted to hold themselves accountable Why Holding People “Accountable” Backfires
  32. 32. The management energy required is exhausting – and disengaged people can wait you out Why Holding People “Accountable” Backfires
  33. 33. Accountability Can’t hold people accountable for the things that really matter
  34. 34. Nobody ever changes the oil in a rental car Accountability
  35. 35. Ownership Doing what needs to be done Springs from Intrinsic Motivation
  36. 36. Ownership A Culture of Ownership is essential for effective shared governance
  37. 37. Ownership You cannot hold people accountable for thinking like a partner and for being a real leader
  38. 38. Invisible Architecture™ Part Three Next Up
  39. 39. More important than bricks & mortar Invisible Architecture™
  40. 40. The Blueprint Behind the Blueprint™
  41. 41. Invisible architecture is to the soul of your organization what physical architecture is to its body Invisible Architecture
  42. 42. 3 stages Invisible Architecture
  43. 43. Stage 1: The Foundation Values
  44. 44. Core Values • Who you are • What you stand for • What you won’t stand for CORE VALUES DEFINE:
  45. 45. ONE OF THE CORE VALUES OF INTEGRATED DNA TECHNOLOGIES INC. Core Values
  46. 46. Organizational Values define Strategies Personal Values define Culture Core Values
  47. 47. Stage 2: Superstructure Culture
  48. 48. Culture Culture is to the organization what personality and character are to the individual.
  49. 49. Same business Different cultures… Culture Example
  50. 50. People pay to shop at Costco… Stone, B. (2013) Culture Example Ecstatic employees!
  51. 51. People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store Bianco, A. (2007). Culture Example
  52. 52. A Culture of Ownership has these qualities: Emotionally Positive Self Empowered Fully Engaged What a Culture of Ownership looks like
  53. 53. Certificate of Commitment The Certificate of Commitment accessed at The Florence Challenge website or in the Call-to-Action Activity Guide
  54. 54. You cannot allow people to opt-out of positive culture change! Culture Change
  55. 55. Culture doesn’t change unless people change, and that is emotional work Culture Starts With People
  56. 56. Stage 3: The Interior Attitude
  57. 57. Real World Examples These three hospitals are examples of Values and Culture Initiatives that show the impact on employee engagement and patient satisfaction. • Fillmore County Hospital, Geneva, NE • Community Hospital, McCook, NE • Midland Memorial Hospital, Midland, TX
  58. 58. “I got a whole new team and didn’t have to change any of the people.” Paul Utemark, CEO Fillmore County Hospital, Geneva, Nebraska Real World Examples
  59. 59. Values and Culture Initiative Community Hospital, McCook Nebraska Employees rating hospital as excellent place to work increased by 26% to the 74th percentile* * From 2013 presentation by Joe Tye and Community Hospital CEO Jim Ulrich for Florida chapter of HFMA
  60. 60. Values and Culture Initiative Community Hospital, McCook Nebraska Employees rating training & development as “excellent” increased by 51% to 91st percentile
  61. 61. Values and Culture Initiative Community Hospital, McCook Nebraska Likelihood of recommending hospital as excellent place to work increased by 45% to 84th percentile
  62. 62. Values and Culture Initiative Community Hospital, McCook Nebraska Overall quality of care rated “excellent” in patient surveys increased from 60.9% to 87%
  63. 63. Midland Memorial Hospital Midland, Texas
  64. 64. • Culture Assessment Survey • All-employee presentations on The Florence Prescription for a culture of ownership • The Pickle Challenge and The Self Empowerment Pledge – starting the movement • Creation of new hospital values statement and preparing a team of Certified Values Coach Trainers to teach course on The Twelve Core Action Values Steps in the Change Initiative
  65. 65. 63%
  66. 66. 87%
  67. 67. 61%
  68. 68. Financial Benefit Dollar value of time redirected to more productive activities: $7,200,000
  69. 69. HCAHPS Overall 65.4 64.6 63.9 55.5 67.9 67.8 81.4 67.5 66.9 82.9 71.1 75.0 83.3 26.4 32.6 33.3 33.3 21.9 17.7 15.8 29.7 30.3 11.4 26.7 22.8 7.2 4.3 5.6 7.3 8.7 2.2 2.3 7.2 2.8 2.9 2.4 64.3 61.5 63.2 64.0 66.9 67.0 67.0 68.7 69.9 70.9 77.1 40 50 60 70 80 90 100 10-9 8-6 5-3 2-0 National Top Box VBP Achievement VBP Benchmark Accumulative Score (TB%) Arrow marks beginning of Values and Culture Initiative
  70. 70. 5 Key Lessons Culture of Ownership Part Four Next Up
  71. 71. #1 Leadership Support is Critical MMH Senior Leadership Team with Florence Books
  72. 72. #2 A Growing Group of Spark Plugs Certified Values Coach Trainers
  73. 73. #3 Highly Engaged HR Team Midland Memorial Hospital HR Department
  74. 74. #4 Celebrate Success Stories Kyle Graham, RN, with Managers
  75. 75. #5 Managing the Naysayers • Engage skeptics and marginalize cynics • Plow through resistance • Engage critics constructively
  76. 76. Closing Recap and Call to Action Next Up
  77. 77. Seminar Objectives Culture of accountability to ownership Design the Invisible Architecture™ Manage a cultural transformation
  78. 78. “If we each do our part, we will change our lives for the better.”
  79. 79. “If we all do our parts, we will change our organizations for the better.”
  80. 80. “And in changing our organizations, we can change our world for the better.”
  81. 81. Your Call to Action NEXT STEPS 1) The Cultural Blueprinting Toolkit Workbook Module 2 (pages 45-59) Additional Optional Activities: 1) The Florence Prescription: From Accountability to Ownership plus additional resources on The Florence Challenge website 2) Webinar: Leadership Lessons from Florence Nightingale
  82. 82. What are some steps you will commit to taking next week? Your Turn – Survey Question 1
  83. 83. What is your top take away from this seminar? Your Turn – Survey Question 2
  84. 84. Expert Q&A Panel A Discussion on Key Concepts Next Up

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