Values Based Leadership - Creating a Culture of Ownership

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

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 ofinterest regarding royalties received from the sale of their books andservices. Please review the CE disclosure document in your course.

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

Today’s Speakers

Joe Tye, CEO Values Coach, Inc.

Rebecca M. Patton MSN, RN, CNOR, FAAN

Need Panelist Image Here

Presenter

Joe Tye

CEO of Values Coach, Inc.Need Joe Tye Image Here

Culture of accountability

to ownership

Objectives

Design the Invisible

Architecture™

Manage a cultural

transformation

Prior to the seminar, you completed these readings:

• Positive Practice Environments for Health Care Professionals.

• Using Values to Gain Competitive Advantage.

Pre-Seminar Work

Engagement,

Accountability,

Ownership

Part One

Next Up

Employee Engagement

*Source studies: Gallup, Avatar, Press Ganey

25% fully engaged

60% not engaged

15% aggressively disengaged

Engaged:

Spark Plugs

10

“Above and beyond”

Employee Engagement

Employee Engagement

Not Engaged:

Zombies

“Going through the motions”

Employee Engagement

Disengaged:

Vampires

“Toxic emotional negativity”

Disengagement negatively affects:

• Clinical quality

• Patient safety

• Patient satisfaction

• Productivity

• Marketing image

Pronovost (2010), Spiegelman (2013), Kenney (2011), Blizzard (2003)

Disengaged people, especially

disengaged managers, are

a defect

Clifton, J. (2011).

Disengagement

But

what’s

even

more

tragic...

A life-diminishing impact

on the disengaged

Disengagement

Hallowell, E.M. (2010).

Link to Depression

“Disengagement [is] one of the

chief causes of underachievement

and depression.”

Hallowell, E. M. (2010)

Here’s what more than 1,000 of

you told me about your

perceptions of the culture

where you work…

Pre-Seminar Survey

39% 61%

41%59%

4 hours per week

8 hours per week

These results are consistent with what we see when the survey is administered to individual healthcare organizations

Summation of Survey Results - #1

Engagement scores are better than what have been predicted based upon studies by Gallup and other organizations

But…

Summation of Survey Results #2

There is a significant disconnect between results for engagement questions and results for attitude and behavior questions

Summation of Survey Results #3

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

There is a substantial opportunity to enhance cultural productivity in almost every healthcare organization in America!

Summation of Survey Results #5

It’s time for us all to take off the rose-colored glasses…

This is the other healthcare crisis!

Summation of Survey Results #6

The good news is…

This is a healthcare crisis that we can do something about.

Summation of Survey Results #6

Moving Culture From

Accountability To Ownership

Next Up

Part Two

Accountability

Someone else expects it…

…Reward and punishment

It sends a subtle but very clear message that people

cannot be trusted to hold themselves accountable

Why Holding People “Accountable” Backfires

The management energy

required is exhausting –

and disengaged people

can wait you out

Why Holding People “Accountable” Backfires

Accountability

Can’t hold people accountable

for the things that really matter

Nobody ever

changes the oil in a

rental car

Accountability

Ownership

Doing what needs to be done

Springs from Intrinsic Motivation

Ownership

A Culture of Ownership is essential

for effective shared governance

Ownership

You cannot hold people accountable for thinking

like a partner and for being a real leader

Invisible

Architecture™

Part Three

Next Up

More important than bricks & mortar

Invisible Architecture™

The Blueprint Behind

the Blueprint™

Invisible architecture

is to the soul of your

organization what

physical architecture

is to its body

Invisible Architecture

3 stages

Invisible Architecture

Stage 1:

The Foundation

Values

Core Values

• Who you are

• What you stand for

• What you won’t stand for

CORE VALUES DEFINE:

ONE OF THE CORE VALUES OF

INTEGRATED DNA TECHNOLOGIES INC.

Core Values

Organizational Values define Strategies

Personal Values define Culture

Core Values

Stage 2:

Superstructure

Culture

Culture

Culture is to the organization what

personality and character are to the individual.

Same business

Different cultures…

Culture Example

People pay to shop

at Costco…

Stone, B. (2013)

Culture Example

Ecstatic employees!

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

A Culture of Ownership has these qualities:

Emotionally Positive

Self Empowered

Fully Engaged

What a Culture of Ownership looks like

Certificate of Commitment

The Certificate of Commitment accessed at

The Florence Challenge website

or in the Call-to-Action Activity Guide

You cannot allow people to

opt-out of positive culture change!

Culture Change

Culture doesn’t change unless people

change, and that is emotional work

Culture Starts With People

Stage 3:

The Interior

Attitude

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

“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

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

Values and Culture Initiative Community Hospital, McCook Nebraska

Employees rating training &

development as “excellent”

increased by 51% to 91st

percentile

Values and Culture Initiative Community Hospital, McCook Nebraska

Likelihood of recommending

hospital as excellent place to

work increased by 45% to

84th percentile

Values and Culture Initiative Community Hospital, McCook Nebraska

Overall quality of care

rated “excellent” in

patient surveys increased

from 60.9% to 87%

Midland Memorial HospitalMidland, Texas

• 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

63%

87%

61%

Financial Benefit

Dollar value of time redirected to

more productive activities:

$7,200,000

HCAHPS Overall

65.4 64.6 63.9 55.5 67.9 67.8 81.4 67.5 66.9

82.9

71.175.0

83.3

26.4 32.6 33.3 33.3 21.9 17.7

15.8

29.7 30.3

11.4

26.722.8 7.2

4.35.6

7.3

8.7

2.2 2.3

7.22.8 2.9

2.4

64.361.5

63.2 64.066.9 67.0 67.0 68.7

69.970.9

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

5 Key Lessons

Culture of Ownership

Part Four

Next Up

#1 Leadership Support is Critical

MMH Senior Leadership Team with Florence Books

#2 A Growing Group of Spark Plugs

Certified Values Coach Trainers

#3 Highly Engaged HR Team

Midland Memorial Hospital HR Department

#4 Celebrate Success Stories

Kyle Graham, RN, with Managers

#5 Managing the Naysayers

• Engage skeptics and marginalize cynics

• Plow through resistance

• Engage critics constructively

Closing

Recap and Call to Action

Next Up

Seminar Objectives

Culture of accountability

to ownership

Design the Invisible

Architecture™

Manage a cultural

transformation

“If we each do our part,

we will change our lives

for the better.”

“If we all do our

parts, we will change

our organizations for

the better.”

“And in changing our

organizations, we can

change our world for

the better.”

Your Call to Action

NEXT STEPS

1) The Cultural Blueprinting Toolkit WorkbookModule 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

What are some steps you will commit to taking next week?

Your Turn – Survey Question 1

What is your top take away from this seminar?

Your Turn – Survey Question 2

Expert Q&A Panel

A Discussion on Key Concepts

Next Up