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. 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. 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. Today’s Speakers
Joe Tye, CEO
Values Coach, Inc.
Rebecca M. Patton
MSN, RN, CNOR, FAAN
Need Panelist
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5. Presenter
Joe Tye
CEO of Values Coach, Inc.
Need Joe Tye
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6. Culture of accountability
to ownership
Objectives
Design the Invisible
Architecture™
Manage a cultural
transformation

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. Engagement,
Accountability,
Ownership
Part One
Next Up

9. Employee Engagement
*Source studies: Gallup, Avatar, Press Ganey
25%
fully engaged
60%
not engaged
15%
aggressively
disengaged

10. Engaged:
Spark Plugs
10
“Above and beyond”
Employee Engagement

11. Employee Engagement
Not Engaged:
Zombies
“Going through
the motions”

12. Employee Engagement
Disengaged:
Vampires
“Toxic emotional
negativity”

13. Disengagement negatively affects:
• Clinical quality
• Patient safety
• Patient satisfaction
• Productivity
• Marketing image
Pronovost (2010), Spiegelman (2013), Kenney (2011), Blizzard (2003)

14. Disengaged people, especially
disengaged managers, are
a defect
Clifton, J. (2011).
Disengagement

15. But
what’s
even
more
tragic...

16. A life-diminishing impact
on the disengaged
Disengagement
Hallowell, E.M. (2010).

17. Link to Depression
“Disengagement [is] one of the
chief causes of underachievement
and depression.”
Hallowell, E. M. (2010)

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. 39% 61%

21. 41%59%

22. 4 hours
per week
8 hours
per week

23. These results are consistent with
what we see when the survey is
administered to individual
healthcare organizations
Summation of Survey Results - #1

24. Engagement scores are better
than what have been predicted
based upon studies by Gallup and
other organizations
But…
Summation of Survey Results #2

25. There is a significant disconnect
between results for engagement
questions and results for attitude
and behavior questions
Summation of Survey Results #3

26. 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

27. There is a substantial opportunity
to enhance cultural productivity
in almost every healthcare
organization in America!
Summation of Survey Results #5

28. It’s time for us all to take off the
rose-colored glasses…
This is the other healthcare crisis!
Summation of Survey Results #6

29. The good news is…
This is a healthcare crisis that we
can do something about.
Summation of Survey Results #6

30. Moving Culture From
Accountability To Ownership
Next Up
Part Two

31. Accountability
Someone else expects it…
…Reward and punishment

32. It sends a subtle but very clear message that people
cannot be trusted to hold themselves accountable
Why Holding People “Accountable” Backfires

33. The management energy
required is exhausting –
and disengaged people
can wait you out
Why Holding People “Accountable” Backfires

34. Accountability
Can’t hold people accountable
for the things that really matter

35. Nobody ever
changes the oil in a
rental car
Accountability

36. Ownership
Doing what needs to be done
Springs from Intrinsic Motivation

37. Ownership
A Culture of Ownership is essential
for effective shared governance

38. Ownership
You cannot hold people accountable for thinking
like a partner and for being a real leader

39. Invisible
Architecture™
Part Three
Next Up

40. More important than bricks & mortar
Invisible Architecture™

41. The Blueprint Behind
the Blueprint™

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

43. 3 stages
Invisible Architecture

44. Stage 1:
The Foundation
Values

45. Core Values
• Who you are
• What you stand for
• What you won’t stand for
CORE VALUES DEFINE:

46. ONE OF THE CORE VALUES OF
INTEGRATED DNA TECHNOLOGIES INC.
Core Values

47. Organizational Values define Strategies
Personal Values define Culture
Core Values

48. Stage 2:
Superstructure
Culture

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

51. Same business
Different cultures…
Culture Example

52. People pay to shop
at Costco…
Stone, B. (2013)
Culture Example
Ecstatic
employees!

53. 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

54. A Culture of Ownership has these qualities:
Emotionally Positive
Self Empowered
Fully Engaged
What a Culture of Ownership looks like

55. Certificate of Commitment
The Certificate of Commitment accessed at
The Florence Challenge website
or in the Call-to-Action Activity Guide

57. You cannot allow people to
opt-out of positive culture change!
Culture Change

58. Culture doesn’t change unless people
change, and that is emotional work
Culture Starts With People

59. Stage 3:
The Interior
Attitude

62. 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

63. “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

64. 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

65. Values and Culture Initiative
Community Hospital, McCook Nebraska
Employees rating training &
development as “excellent”
increased by 51% to 91st
percentile

66. Values and Culture Initiative
Community Hospital, McCook Nebraska
Likelihood of recommending
hospital as excellent place to
work increased by 45% to
84th percentile

67. Values and Culture Initiative
Community Hospital, McCook Nebraska
Overall quality of care
rated “excellent” in
patient surveys increased
from 60.9% to 87%

68. Midland Memorial Hospital
Midland, Texas

69. • 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

70. 63%

71. 87%

72. 61%

73. Financial Benefit
Dollar value of time redirected to
more productive activities:
$7,200,000

74. 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

76. 5 Key Lessons
Culture of Ownership
Part Four
Next Up

77. #1 Leadership Support is Critical
MMH Senior Leadership Team with Florence Books

78. #2 A Growing Group of Spark Plugs
Certified Values Coach Trainers

79. #3 Highly Engaged HR Team
Midland Memorial Hospital HR Department

80. #4 Celebrate Success Stories
Kyle Graham, RN, with Managers

81. #5 Managing the Naysayers
• Engage skeptics and marginalize cynics
• Plow through resistance
• Engage critics constructively

82. Closing
Recap and Call to Action
Next Up

83. Seminar Objectives
Culture of accountability
to ownership
Design the Invisible
Architecture™
Manage a cultural
transformation

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

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

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

87. 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

88. What are some steps you will commit to taking next week?
Your Turn – Survey Question 1

89. What is your top take away from this seminar?
Your Turn – Survey Question 2

90. Expert Q&A Panel
A Discussion on Key Concepts
Next Up