1) The document discusses building a culture of ownership within an organization through focusing on core values, corporate culture, and emotional attitude. It emphasizes the importance of an organization's culture over its strategy. 2) Various healthcare organizations are highlighted for their work implementing cultural changes focused on concepts like commitment, engagement, initiative, and passion. 3) The document promotes assessing an organization's current culture and creating specific plans and initiatives to strengthen the culture in areas like building shared vision, fostering respect, and encouraging pride.

1. All Hands
on Deck
HCAA TPA University
July 10, 2013
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2013, Values Coach Inc.

5. If you know a very sick kid who needs a
superhero cape, let me know; Sally and
I will sponsor it:
Joe@JoeTye.com
Master cape-maker
Robyn Rosenberger
with Superhero Finn

6. Where we live…

7. When Sally and I were in the
market for a second home our
criteria were:
 Arizona
 Spectacular back yard
 Low/no maintenance
 Affordable

9. Our primary residence, the
farmstead in Iowa where we
lived for the past 20 years
and raised our children:
photo taken April 20…

11. Lessons
 Things aren’t what they seem.
 What you really want might be
closer than you think.
 You must be willing to jettison
old baggage to move forward.
 There is almost always a way to
create a win-win.

12. Question #1
When did the
healthcare crisis
begin?

14. Question #2
When will the
healthcare crisis
end?

16. 16
So is it the best of
times or is it the
worst of times?

23. 23
This story…

24. 24
Has a happy
ending!

26. Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively disengaged
* e.g. Gallup, HR Solutions, Press Ganey

27. Engaged:
Spark Plugs
27

28. Not Engaged:
Zombies
28

29. Disengaged:
Vampires
29

30. Disengaged people,
especially disengaged
managers, are a quality
defect

31. Disengagement
negatively effects…

32. Service quality

33. Safety

34. Customer
satisfaction

35. Employee
morale

36. Productivity

37. Marketing
image

38. Job security

39. But what’s even
more tragic...

40. It has a life-diminishing
impact on the disengaged.

41. “Disengagement [is] one
of the chief causes of
underachievement and
depression.”
Edward M. Hallowell, M.D. in HBR, 12-10

46. Cynthia Pearsall

47. Mina Ubbing

48. CeCe Peters

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

50. Ac
count
able

52. 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.

53. You cannot hold people
“accountable” for the
things that really matter.

54. Nobody ever changes
the oil in a rental
car!

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

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

57. 19,734,525 views
80,976– avg 5 stars

58. “We have hundreds if not
thousands of examples…” 816,911

60. 60

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

63. The Blueprint
Behind
the Blueprint

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

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

66. TheFoundation

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

68. A great statement of organizational values:
 Defines expectations
 Taps into emotions
 Inspires action
 Aligns with personal values

69. The core values statement
is the most important
document in your
organization.
And it doesn’t have to be a
document.

70. TMC Values …
Honor Tradition, Nourish Dreams

71. Nobody does it
better than...

72. 72

73. 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

74. 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

75. The 3-minute
values drill

76. Old version
Compassion
Advocacy
Respect
Excellence
Values statement of
a Values Coach client

77. Old version
Compassion
Advocacy
Respect
Excellence
Brainstorm version
Integrity
Enthusiasm
Loyalty
Stewardship
Ownership
Fun

78. 7 core values
with statements
of defining
principle
35 behavioral
expectations

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

81. “If we lose sight of our
vision and bury our values,
then we have lost our soul.”
David Whyte: The Heart Aroused: Poetry
and the Preservation of Soul in Corporate
America

82. When a critical mass of
people connect with
and act upon their core
values, they will have a
positive impact on…

83. TheSuperstructure

84. Culture is to the
organization what
personality and
character are to the
individual.

85. Which diner is most likely
to earn your repeat
business and have you
recommending the place
to friends and neighbors?

87. Or…

89. This is not a trick
question…
It’s the reality of
the competitive
economy of today!

90. Same
business
Different
cultures

91. Same
business
Different
cultures

92. Nap
Rap

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

95. 95
Your bottom line next year
will be determined by your
strategies of this year.
Your bottom line in three
years will be determined by
your culture of this year.

96. 96
A study by Eric Flamholtz
found that 46% of bottom line
(EBIT) in a multi-divisional
corporation was due to
commitment to cultural
expectations.

98. 10 reasons why
culture trumps
strategy

99. Reason #1
People are loyal
to culture, not to
strategy

100. Southwest didn’t
earn the highest
loyalty in the
industry with its
fuel price hedging
strategies

101. Reason #2
Culture provides
resilience in
tough times

102. A resilient culture was more
important than strategy in
saving Starbucks

103. Reason #3
Culture is more
efficient than
strategy

104. Nordstrom people don’t go
above and beyond the call of
duty because it’s in a policy

105. Reason #4
Culture creates
competitive
differentiation

106. Les Schwab sells the same tires you
can buy anywhere else – but no one
can compete with their culture

107. Your culture is
your brand!
- Tony Hsieh

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

109. Reason #5
Culture can spark
a contrarian
business strategy

112. Reason #6
A brittle culture
can doom even a
great organization
(or product)

115. The fingers are all
pointing in the
wrong direction

116. What really killed Hostess
was a culture of labor-
management hostility.

117. Reason #7
When strategy
and culture
collide, culture
will win

118. Nardelli’s hard-fisted GE
strategies increased profits
and stock price…

119. At the cost of trashing
the entrepreneurial
values and people-
centric culture
fostered by the
founders.

120. Reason #8
Cultural miscues
are more damaging
than strategic ones

121. Not fixing Dave Carroll’s
guitar cost United $millions

122. Not to mention the damage to
the company’s already bad
reputation for customer
service.

123. Reason #9
Strategies can be
copied but no one
can copy your
culture

124. All the major air carriers tried
to copy the Southwest model:
they all failed.

125. Reason #10
Culture provides a level
of risk prevention that
cannot be attained with
strategy alone.

126. Wal-Mart’s culture of low
price at any cost has
come at a huge cost to
the company.

127. 127
Wal-Mart's Mexican Bribery
Scandal Will Sink It Like an
Iceberg Sank the Titanic
Adam Hartung column heading in Forbes, 4/26/12

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

129. Sam Walton would be
rolling over in his
grave!

130. Use the Culture Mapping
Schematic to map out plans
for actions you can take to
promote a stronger culture of
ownership.

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

136. TheInterior

137. Attitude is
almost*
everything!
A great attitude alone won’t make
you a trial lawyer or a brain surgeon!

138. An enthusiastic workforce
gives you an incredible
source of competitive
advantage in a world
where 75% of workers, on
average, are disengaged!!!

139. Enthusiasm is
the master value

143. 143
A positive workplace
culture begins with
intolerance for toxic
emotional negativity.

144. 144
Emotional climate is
determined by what
you expect and what
you tolerate…

145. 145
And over time, what
you tolerate will
dominate over what
you say you expect!

146. A simple promise
that will change
your life – and
your organization

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

149. Page Hospital
Star Valley Medical Center

150. Memorial Hospital of
Converse County

151. 151

152. Alverno Clinical Laboratories

153. White River
Health System

154. Mr. Pickle Jr.
Values Coach
office

155. Star Valley Medical Center

156. Battle Creek VA Medical Center

162. The Great Wyoming
Values and Culture
Challenge*
* Who says people are afraid of
culture change?

163. 163
Charlie Button
and Team
Ryan Smith
and Team
Versus

164. 164
Criteria #1
Quality and creativity
of the organization’s
culture plan

165. 165
Criteria #2
Comprehensiveness
and commitment of
the implementation
plan

166. 166
Criteria #3
Level of participation
within the hospital
and by the overall
community

167. 167
Criteria #4
Objective and
subjective outcome
measures

168. Commercial break
Intro video
6 one-hour webinars
200-page workbook
Unlimited use
$950
$300 conf discount

169. Building a
culture of
ownership

170. Do you have to start with the
right people on the bus?

171. You can’t always
choose who you have
on the bus!

173. You can’t just throw
all the “wrong”
people off the bus!

175. You can create a bus that
everyone wants to ride

176. It begins with a
shared vision…

178. 178

179. Fairfield Medical Center adopted
the 8 Florence Characteristics for
their employment brand

180. Commitment
To the values, vision,
and mission of the
organization

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

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

183. “We need to face problems
with contrarian toughness
because it’s in how we solve
those problems that we
differentiate ourselves
from everyone else.”

186. “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

187. Engagement
With patients,
coworkers, and with
the work itself

188. At Best Buy, a 0.1%
increase in employee
engagement generates
a $100,000 increase in
gross store revenue*
* Harvard Business Review, October 2010

190. Initiative
A “Proceed Until
Apprehended”
mindset

191. 191
Can one person
who takes initiative
change an entire
organization?

194. 194

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

198. 198

199. Pride
In the organization,
in the profession, in
the work, and in you
yourself

200. Pride is reflected in the answer to
that universal icebreaker question:
What do
you do?

201. 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.

202. What could be more boring than
industrial ventilation systems?

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

205. Remember CeCe?
What’s the ROI of
having someone go
from Pickle-Sucker
to Poster Child for
Passion?

208. “If we each do our
part, we will change
our lives for the
better.”
208

209. “If we all do our
parts, we will change
our organizations for
the better.”
209

210. “And in changing our
organizations, we can
change our world for the
better.”
210