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Wyoming Hospital Association, Part 1, Invisible Architecture

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Joe Tye
Joe Tye

Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 1 of 3 parts.

1 of 175
Wyoming Hospital Association, Part 1, Invisible Architecture
The Florence Prescription From Accountability to a Culture of Ownership Wyoming Hospital Association September 21, 2017 Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2017, Values Coach Inc.
Our itinerary  Blueprinting Your Invisible Architecture  Strategies for Building a Culture of Ownership
Why we do what we do >>>>>
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Guiding insight #1 Culture does not change unless and until people change.
Guiding insight #2 People will not change unless given tools and structure, and inspired to use them.
“I got a whole new team and didn’t have to change the people because they changed themselves.” Paul Utemark, CEO Fillmore County Health System Geneva, Nebraska
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
There is an invisible barrier on the potential of your organization
The Leadership Challenge
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
Wyoming Hospital Association, Part 1, Invisible Architecture
And this is our primary residence, the house where we lived for 20 years and raised our two children – photo taken April 2013…
Wyoming Hospital Association, Part 1, Invisible Architecture
Lesson #1 Things aren’t always what they seem.
Lesson #2 What you really want might be closer than you think.
Lesson #3 You must be willing to jettison old baggage to move forward.
Lesson #4 There is almost always a way to create a win-win.
Question #1 When did the healthcare crisis begin?
Wyoming Hospital Association, Part 1, Invisible Architecture
Florence Nightingale firsts include: • Medical records • Laundry and housekeeping • Infection control • Nutrition service • Pharmacy • Materials management • Patient library • Medical triage • Nursing uniforms • Chaplain service
We need to respark the spirit that Florence first sparked at the Scutari Barrack Hospital!
Question #2 When will the healthcare crisis end?
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Companies that study employee engagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged * e.g. Gallup, Avatar, Press Ganey, Modern Survey
Spark Plugs 40
Zombies 41
Vampires 42
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Disengaged people, especially disengaged managers, are a quality defect
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
“Disengagement [is] one of the chief causes of underachievement and depression.” Edward M. Hallowell, M.D. in HBR, 12-10
Wyoming Hospital Association, Part 1, Invisible Architecture
The Satisfaction  Engagement  Ownership Continuum... And the retention problem child
I sure am satisfied
Wyoming Hospital Association, Part 1, Invisible Architecture
Checklist complete and all systems go?
Check!
I’ve got my application in at Southwest
Me too!
10 minute turnaround: Check!
Problem child Engaged but not loyal
The journey from mere Accountability to a culture of Ownership
Ac count able
Wyoming Hospital Association, Part 1, Invisible Architecture
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.
Son, you’ll be proud of your old Dad... Today the boss held me accountable.
“In the long run… accountability encourages a culture of evasion, denial, and finger pointing.” Richard Farson and Ralph Keyes: The Innovation Paradox
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
No one ever won a DAISY Award by being held accountable!
Wyoming Hospital Association, Part 1, Invisible Architecture
What a culture of accountability feels like to the person being held accountable?
“Culture eats strategy for lunch.” Peter Drucker
What happens when your culture eats your strategy for lunch?
Wyoming Hospital Association, Part 1, Invisible Architecture
34,876,693 views 138,944 – avg 5 stars
Wyoming Hospital Association, Part 1, Invisible Architecture
Just when you thought United’s PR catastrophe couldn’t get any worse
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of personal pride.
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Invisible Architecture “Invisible Architecture” is a trademark of Values Coach Inc.
First impressions
The Great Wyoming Values and Culture Challenge
89 Star Valley Medical Center Memorial Hospital of Converse County
Wyoming Hospital Association, Part 1, Invisible Architecture
END RESULT Crowned Values King – Bring Home the Trophy!
Posted version Compassion Advocacy Respect Excellence
Posted version Compassion Advocacy Respect Excellence Group version Integrity Enthusiasm Loyalty Stewardship Ownership Fun
Service Environment Inspiration Respect (ful) (ed) Honesty/Integrity/Transparency Community (Com)Passion Positive Team Spirit Family Atmosphere Appreciation Pro-active Effective Communication Innovation Spirituality Competency Confidence Ownership Loyalty Courageous/Determination Dignity Ethics Trust Humility Patient-centered Fun Wisdom Hospitality Stewardship Perseverance Engagement Commitment Attentiveness/Consideration High Standards (Hiring Bar) PLEASE CIRCLE YOUR TOP 5 ONLY!
From… Compassion Advocacy Respect Excellence To...
Wyoming Hospital Association, Part 1, Invisible Architecture
Invisible Architecture™ is more important than bricks & mortar
The Blueprint Behind the Blueprint™
Invisible architecture is to the soul of your organization what physical architecture is to its body.
3 stages
TheFoundation
Integrity Compassion Accountability Respect Excellence
The problem with generic values statements >>>>>
Problem #1 They do little to differentiate you from everyone else who has the same posted values
Problem #2 They establish minimal expectations (of course patients expect integrity and excellence and etc.)
Problem #3 They are unlikely to inspire team members (who likely don’t know them anyway)
Core values define who you are, what you stand for, and what you won’t stand for
TheSuperstructure
Culture is to the organization what personality and character are to the individual.
Where will I take you for lunch?
Wyoming Hospital Association, Part 1, Invisible Architecture
or...
Wyoming Hospital Association, Part 1, Invisible Architecture
This is not a trick question… It’s the reality of competing today.
Same business Different cultures
People pay to shop at Costco…
People shop at Wal-Mart because they don’t have to dress up like they do for the Dollar Store.
Same business Different cultures
Nap Rap
“Advertising is a tax you pay on having an unremarkable culture.” Robert Stephens, Founder of Geek Squad
Culture is to recruiting and retention what marketing is to gaining and earning customer loyalty >>>>>>>>>>>>>>
Modern Healthcare cover story 1/19/2016 “Nurse shortage looms”
Describe your culture in just 6 words.
Southwest Airlines Motto Servant’s Heart, Warrior Spirit, Fun-Loving Attitude
Cypress Semiconductor Motto The Marine Corps of Silicon Valley
The Real Marine Corps The Few, the Proud, the Brave* * And you’re not one of them
127 From managers sitting in the same room at one large medical center’s leadership retreat
128 We love patients and each other
129 We are ALWAYS here for you
130 Multiple priorities, limited resources, great expectations
131 We’re entitled, hating it, and staying
132 Disjointed departments working against each other
133 Negativity reigns while circling the drain
134 I’ve been here longer – you leave
135 Beatings will continue until morale improves
The Florence Challenge Emotionally Positive Self Empowered Fully Engaged
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Therapy pets can even sign!
A Key Point! You cannot allow people to opt-out of positive culture change!
And... Cultural work can’t be just a “flavor of the month”
Culture doesn’t change unless and until people change
TheInterior
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
152 Employee disengagement costs our economy $500 billion per year! The organizational cost of emotional toxicity is more than $12,000 per year per employee!
153 Workplace attitude is determined by what you expect and what you tolerate…
154 And over time, what you tolerate will dominate over what you say you expect!
“We complain to get sympathy, attention, and to avoid stepping up to something we’re afraid of doing.” Will Bowen: A Complaint Free World
Sometimes nurses really do eat their young
Toxic Emotional Negativity The healthcare crisis within
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture
Actual result for a critical access hospital: $3,280,000
Actual result for a large community hospital: $13,930,910
Actual result for a multi- hospital system: $119,000,000
Build a Culture of Ownership
Midland Memorial Hospital Values and Culture Initiative
RN Turnover:  32% reduction overall  43% reduction for new nurses (in first 2 years of employment)
 Significant reductions in overtime and $2.5 million annual reduction in contract labor expenses  Total employee count reduced by over 100 FTEs
 Patient satisfaction from record low to record high  Emergency Department from bottom 10% to top 10%
Emergency Department
Annual Cultural Productivity Benefit $7,200,000
Do you have to start with the right people on the bus?
You can’t always choose who you have on the bus!
Wyoming Hospital Association, Part 1, Invisible Architecture
You can’t just throw all the “wrong” people off the bus!
Wyoming Hospital Association, Part 1, Invisible Architecture
Wyoming Hospital Association, Part 1, Invisible Architecture

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Wyoming Hospital Association, Part 1, Invisible Architecture