The document provides an overview of a presentation on building a culture of ownership in healthcare organizations. It discusses the importance of establishing a strong foundation of core values and using those values to design the "invisible architecture" or culture of the organization. It emphasizes engaging employees by moving from a culture of mere accountability to one of true ownership. The presentation covers assessing culture, aligning personal and organizational values, and using the "Twelve Core Action Values" framework to take effective action and foster leadership throughout the organization.

1. Building a Culture of
Ownership on a
Foundation of Values
A Presentation Sponsored by WNC Health Network
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2013, Values Coach Inc.

2. “Invisible architecture, not
buildings, determines whether
you are a good hospital, a
great hospital, or just another
hospital.”

4. Today we’re going to
design the Invisible
Architecture™ for a
hypothetical greenfield
health system.

7. Self-Made Man by
Bobbie Carlyle

8. Let’s talk about employee
engagement and a culture
of ownership, but first let’s
go on a little rafting trip…

15. This storm will
not pass and you
cannot just wait
it out.

16. Equilibrium is a state
where every force is
cancelled out by another.
In other words…
Stagnant

17. “Disequilibrium is the
necessary condition for a
system’s growth.”
Margaret Wheatley: Leadership and the New Science

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

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

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

24. Engaged:
Spark Plugs
24

25. Not Engaged:
Zombies
25

26. Disengaged:
Vampires
26

27. “Whatever the engaged do, the
actively disengaged seek to
undo, and that includes
problem
solving, innovation, and
creating new customers...”

28. Disengaged
people, especially
disengaged managers, are a
quality defect
Jim Clifton: The Coming Jobs War

29. Disengagement
negatively effects…

30. Clinical quality

31. Patient safety

32. Patient
satisfaction

33. Productivity

34. Marketing
image

35. Job security

36. But what’s even
more tragic...

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

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

40. Dilbert Disease

41. Organizational Culture
Assessment Survey
Would you be okay with
3.39 on a 5.0 scale?

42. The higher you are in the
organization the more
likely it is you are wearing
rose tinted glasses.
U Iowa Center for Health
Policy and Research
42

43. Shifting the Attitude Bell Curve

44. Is the midpoint of the curve in
the same for middle managers?

45. Or worse yet does your culture
tolerate little Donalds?

46. Remind me to tell you
about Jim Kilts and the
turnaround at Gillette.

47. “Going from 30 million engaged
workers to 60 million engaged
workers would change the face of
America more than any leadership
institution, trillions of stimulus
dollars, or any law or policy
imaginable.”
Jim Clifton: The Coming Jobs War

48. If doubling the number of
engaged workers would solve
every problem in
America, imagine what it
would do for your
organization!

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

50. Ac
count
able

51. 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.

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

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

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

60. The Ideal Job description
First and foremost a
caregiver, last but not
least a janitor, and in
between whatever else
needs to be done.

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

62. Someone with a job
is never secure.
Someone with a calling
is never unemployed.
- McZen

63. 79,996– avg 5 stars As 2-5-13, 1:30am 18,979,525 views

64. “We have hundreds if not
thousands of examples…” 796,911

66. 66

68. Who Owns Left Field?
Ball Girl Video

69. This ownership
is of the
heart, not of
the wallet

70. Nobody ever walked away
from a Habitat for Humanity
project in a pay dispute.

71. A word about the
assumptions we make.

72. “The way that we pose our
questions often illusorily limits
our responses… The way we
think our thoughts illusorily
limits us to a perspective of
either/or.”
Gary Zukav: The Dancing Wu Li Masters

73. What do you get when
you break the word
“assume” into its
constituent parts?

75. Let’s watch as the
word “assumption”
gets deconstructed
(along with those who
made the assumption)

76. Assumptions video link

77. What are some of
the self-limiting
assumptions we might
be making in our
organizations?

78. The neurobiology of
corporate culture

79. Rewiring the
organizational
brain
79

80. Bean Counter
Poet

81. Management is of the
left brain.
Leadership is of the
right brain.
81

82. And in today’s
world we need
leaders in every
corner – not just in
the corner office

83. transactional
Transformational

84. Rules
Values

85. Process
Attitude

86. Plans
Inspires

87. Measured
Seen

88. A Given
A Choice

89. Inert
Contagious

90. What you do
Who you are

91. Boring!
Chaos!

92. Left Brain
Counts beans

93. Right brain
creates

95. The old paradigm
95

96. The new paradigm
96

98. RecruitingandRetention
… is not just one word!
98

100. You recruit with the “honey”
of left-brain features such as
pay and benefits…
100

101. You retain with the “glue”
of right-brain qualities
reflected in
values, culture, and
attitude.
101

102. One more thing – if
“lean” is all left brain,
you are just speeding
up the assembly line.

103. It’s not accountability
(left brain) OR
ownership (right
brain).

104. It’s how we interrelate
the two to create a
whole brain culture.

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

107. Homework
Assignment #1
www.CulturalBlueprint.com

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

109. We use a construction
metaphor to design
Invisible Architecture.

110. But you don’t need to
have an architectural
degree to design your
Invisible Architecture!

111. Shawneen Buckley at St. Francis Hospital and
Health Center of Poughkeepsie, New York

112. TMC Values …
Honor Tradition, Nourish Dreams

113. 3 stages

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

117. “The only assets we have as
a company [are] our
values, our culture and
guiding principles, and the
reservoir of trust with our
people.”
Starbucks CEO Howard Schultz in Harvard

118. Core Values are
the Foundation

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

120. When people buy into a
common set of
values, you don’t need
to have a lot of rules

121. Auto-Owners Insurance expects
each of its 3,600 associates to
know by heart its ten core values.

122. Auto-Owners Insurance has…
 One half the turnover of the
industry average.
 Double the productivity of the
industry average.
 Highest customer satisfaction
in the industry
122

123. Make that 4!

124. “These values have made our
company successful, and they are
the foundation of a successful
career within our company. They
guide every decision we make,
and direct every action we take.”
Roger Looyenga (with Joe Tye): Take the Stairs

125. Nobody does it
better than...

126. 126

127. 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

128. 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

129. When’s the last time you called
a 1-800 call center number and
months later remembered the
name of the person you talked
to – and told anyone who
would listen your story?

130. The Values  Behaviors
 Outcomes Continuum

131. The desired
Outcome is
Trust

132. The required
Behaviors are
Honesty and
Reliability

133. The motivating
Value is Integrity

134. Do your values
inspire trust,
passion, and pride
among your people?

135. Do they even
know what
they are?

136. Which value do nurses
feel is more important to
executive leadership?
136

137. Compassion
137

138. OR…
138

139. Productivity
139

140. The 3-minute
values drill

141. Current version
Compassion
Advocacy
Respect
Excellence
Values statement of
a Values Coach client

142. Old version New version
Compassion Integrity
Advocacy Enthusiasm
Respect Loyalty
Excellence Stewardship
Ownership
Fun

143. What are the core
values of our
greenfield
hospital?

144. The guiding insights behind
the Values Collaborative…
144

145. Values
are
Personal

146. Values
are
Skills

147. Skills
can be
Learned

148. Skills
must be
Practiced

149. It’s not that you do or
don’t practice values –
it’s where you fall on the
continuum.
149

150. And if you are not moving
forward, then you are
sliding backward.
150

151. 7 reasons why you
should care about the
personal values (skills)
of your people…
151

152. Reason #1
The invisible
ceiling on
performance 152

154. Reason #2
Commitment to
organizational
values 154

155. “People who are clearest
about their personal vision
and values are significantly
more committed to their
organizations.”
James Kouzes and Barry Posner:
A Leader's Legacy 155

157. Reason #3
Loyalty
157

158. Source: Roger Herman, et al: Impending Crisis:
Too Many Jobs, Too Few People (page 139)

159. Reason #4
Behavioral
Expectations
159

160. Core Action Value #4 is Courage
You can teach
people the Courage
skills needed to…

161. Call a time-out during
a procedure even
though the delay
annoys the surgeon

162. Confront disrespectful
and bullying behavior

163. Walk out on gossip,
backbiting, and toxic
emotional negativity

164. The Integrity
Gap

165. 165

166. Reason #5
Employee health
and wellbeing
166

167. People will sustain
new health and
fitness habits only to
the extent they are
founded on values.

168. 168

169. Reason #6
Risk
management
169

170. Wal-Mart's Mexican Bribery
Scandal Will Sink It Like an
Iceberg Sank the Titanic
Adam Hartung column heading in Forbes, 4/26/12
170

171. This values violation
cost Wal-Mart’s
shareholders $12.5
BILLION dollars in a
single day!

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

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

174. In case you think that
such things couldn’t
happen in hospitals…

175. One in eight U.S. patients who
have non-emergency stenting
procedures to clear blocked
arteries in the heart are likely
to see more harm than good
from the
procedure, researchers said

177. Reason #7
It’s the right
thing to do
177

178. Nobody learns
everything
they need to
know in
kindergarten!

179. The Twelve Core
Action Values is the
curriculum for the
Values Collaborative.

181. The deepest human values
transcend political and
religious beliefs, ethnic
heritage, social class, and
every other superficiality.

182. After all, who wants
to be a phony?
Core Action Value #1
is Authenticity

183. And don’t people who live
their values inspire and
influence others?
Core Action Value
#12 is Leadership

184. Core Action Values 1-6:
Laying a Solid
Foundation

185. Core Action Value #1
Authenticity
The Cornerstones:
1. Self-Awareness
2. Self-Mastery
3. Self-Belief
4. Self-Truth

186. Core Action Value #2
Integrity
The Cornerstones:
1. Honesty
2. Reliability
3. Humility
4. Stewardship

187. Core Action Value #3
Awareness
The Cornerstones:
1. Mindfulness
2. Objectivity
3. Empathy
4. Reflection

188. Core Action Value #4
Courage
The Cornerstones:
1. Confrontation
2. Transformation
3. Action
4. Connection

189. Core Action Value #5
Perseverance
The Cornerstones:
1. Preparation
2. Perspective
3. Toughness
4. Learning

190. Core Action Value #6
Faith
The Cornerstones:
1. Gratitude
2. Forgiveness
3. Love
4. Spirituality

191. Core Action Values 7-12:
Taking Effective
Action

192. Core Action Value #7
Purpose
The Cornerstones:
1. Aspiration
2. Intentionality
3. Selflessness
4. Balance

193. Core Action Value #8
Vision
The Cornerstones:
1. Attention
2. Imagination
3. Articulation
4. Belief

194. Core Action Value #9
Focus
The Cornerstones:
1. Target
2. Concentration
3. Speed
4. Momentum

195. Core Action Value #10
Enthusiasm
The Cornerstones:
1. Attitude
2. Energy
3. Curiosity
4. Humor

196. Core Action Value #11
Service
The Cornerstones:
1. Helpfulness
2. Charity
3. Compassion
4. Renewal

197. Core Action Value #12
Leadership
The Cornerstones:
1. Expectations
2. Example
3. Encouragement
4. Celebration

198. How do we correlate
the personal values of
our people with the
organizational values of
our new health system?

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

201. Corporate culture is
the superstructure

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

203. Same
business
Different
cultures

204. “Culture influences how
we deliver care, how we
interrelate with our
colleagues, and how
we treat our patients.”

205. “Don’t try to fix cultural
problems with structural
solutions.”
Jamie Orlikoff

206. Culture eats strategy
for lunch!

207. Seven reasons
that culture
trumps strategy

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

209. The penny-
foolish, pound-wise
culture of Auto-
Owners Insurance

210. Reason #2
Culture provides
resilience in tough times

211. Reason #3
Culture is more efficient
than strategy

212. Reason #4
Culture creates unique
competitive differentiation

213. Reason #5
Culture can galvanize a
contrary business strategy

214. Reason #6
Static culture can doom a
great organization

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

216. Culture is like a patchwork
quilt: the art is in making all
the pieces come together in
a way that is beautiful and
functional

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

218. The 6-word culture
clarification drill

219. Hemingway wrote a
short story in just 6
words
219

220. And this guy made a
fortune with just 6
words

221. From a large
medical products
company
221

222. Version 1
Global company driven
by motivated individuals
222

223. Version 2
Great company, often
own worst enemy
223

224. Version 3
Process driven crisis
management creating
dysfunction
224

225. From a large
academic
medical center
225

226. Version 1
Heartfelt commitment
unifies a dynamic
culture
226

227. Version 2
Sailing in turbulent
waters rudders aligned
227

228. Version 3
Dedicated employees
deflated by overwhelming
obstacles
228

229. How can managers
working in the same
company have such
differing perspectives?

230. Nobody does it
better than...

231. Southwest Airlines Motto
Servant’s Heart, Warrior
Spirit, Fun-Loving Attitude

232. What is the 6-word
description of the
ideal culture for our
new greenfield health
system?
232

233. Use the Culture Wheel to
spark thinking about the
why, the what, and the how
of cultural transformation.
233

238. What is one
WhyWhatHow
path for our new
greenfield health
system culture plan?
238

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

240. Emotional attitude
is the interior décor

244. The Pyramid of Self-Belief
244

248. How does one
calculate ROI on
a transformation
like this?

249. A positive workplace
culture begins with
intolerance for toxic
emotional negativity.
249

250. Toxic emotional
negativity is almost
always an outer
projection of inner
misery. 250

254. 254

257. Remind me to tell you
about the Great
Wyoming Values and
Culture Challenge
257

258. Unfortunately, there is
a strongly negative
current in American
culture that you must
swim against… 258

259. Everything’s Amazing and Nobody’s
Happy – Video Link Not Available

260. Emotional climate is
determined by what
you expect and what
you tolerate…
260

261. And over time, what
you tolerate will
dominate over what
you say you expect!
261

262. “One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”
262

266. 266

269. The Values
Coach Office
Pickle

270. What do people say when
a manager finally finds
the resolve to deal with a
toxic negative employee?

273. What took
you so long?

274. Mission
impossible?

276. We need to say a few
words about anxiety –
and why you need to
inoculate against it…

277. Anxiety is the mortal
foe of imagination

278. When you are in the thrall
of anxiety (looking out
through the doom glasses)
you don’t see the world as
it is, you see it as you are.

279. Three bad things happen
when you in the thrall of
anxiety…

280. Bad Thing #1
Memory is distorted: past
successes seem small and
insignificant while past
failures seem huge and
certain to be repeated.

281. Bad Thing #2
Perception is distorted: the
dangers facing you are
blown out of proportion
while you underestimate
the resources you have.

282. Bad Thing #3
Vision is distorted: you
cannot see the possibilities
for a great outcome
because you are so fixated
on images of doom.

283. The Performance-Anxiety Curve

284. A powerful tool for
personal and
organizational
transformation…

285. THE SELF-EMPOWERMENT
PLEDGE
Copyright © 2010, 2011, Values Coach Inc.

286. Seven Simple Promises
That Will Change Your Life*
* One for each day of the week.

287. If you’ve been waiting
for someone else to
empower you, you
should know that…

288. No one can empower you
but – YOU – and once you
have empowered yourself…
No one can
take that
power away.

289. The Self-Empowerment
Pledge can give you that
power – but first you need
to invest in yourself…

291. If you knew it would
change your life for the
better – profoundly and
permanently – would you
invest …

292. A minute a day for
the next 365 days

293. Would you give up one
television commercial
a day for a year to
change your life?

294. If your answer
is yes, here’s
what you need
to do.

295. Every morning start
your day by making that
day’s promise – which
will take you about
15 seconds.

296. Repeat the promise
again in in the middle
of your work day.

297. Once more before you
leave for home.

298. And one more time right
before you go to bed.

299. 4 x 15 seconds
= 1 minute

300. Repeat these promises like
you really mean them!

301. Ready?

302. Let’s take a look
at the seven
promises…

303. Monday’s Promise:
Responsibility

305. Tuesday’s Promise:
Accountability

307. Wednesday’s Promise:
Determination

309. Thursday’s Promise:
Contribution

311. Friday’s Promise:
Resilience

313. Saturday’s Promise:
Perspective

315. Sunday’s Promise:
Faith

317. Here’s WHY
it works…

318. You keep promising yourself that you
will be responsible, accountable, and
determined; make a contribution, be
resilient in the face of adversity, have a
positive perspective,
and that your faith
will shine through.

319. Then you catch yourself whining and
complaining, procrastinating,
gossiping, blaming others for your
problems, taking when you should be
giving, and pretending
that you have no power.

320. You end up with what
psychologists call…
Cognitive Dissonance

321. Which is trying to simultaneously
hold two incompatible beliefs

322. At that point, one of two
things MUST happen.
Either you take the easy
way and stop making
the promises…

323. Or you keep making the
promises until you begin
to change your attitudes
and your
behaviors.

324. And as you do that, you
will begin to achieve
better results in every
dimension of your life.

325. When you get home, read
these seven promises one
more time…

326. Now ask yourself these
two questions…

327. Question #1:
If you personally were to take
these seven promises to
heart, would you be better off
than where you are headed now
–
personally, professionally, finan

328. Question #2:
If everyone where you work made
a good faith effort to live these
seven promises, would you do a
better job of serving customers
and of supporting each other?

329. If your answer to these
two questions is…
And if you’re being
honest, that’s what
your answer will be.

330. Then why wouldn’t you
invest those 365 minutes
in yourself? Do it,
because no one can
empower you
but you.

331. Will you do it? Will
you give up one TV
commercial a day…
To change
your life?

332. The Pledge is a great
way to foster a more
empowering culture!

333. 333

334. Building a
culture of
ownership

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

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

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

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

341. It starts with a
shared vision

342. The Vision Statement of Columbus Regional Hospital
To be the best in the world
at everything we do.
342

344. 344

345. The difference
between wishful
thinking and
positive thinking…
345

346. Wishful thinking is
hoping for something and
waiting for someone else
to make it happen.
346

347. The new American Dream
347

348. Positive thinking is
expecting something and
working to make it
happen.
348

351. 351

352. Wear your Dream next to
your heart
352

353. Five times every morning
and two things every day.
353

354. A Memory of the Future
creates healthy cognitive
dissonance
354

355. 355

356. The 6-As for
creating Memories
of the Future
356

357. 1. Aspiration
You gotta want it –
without ambition we
would all still be hunting
and gathering.
357

358. 3. Articulation
You need to describe
your dream in a way that
others can see it.
358

359. 3. Affirmation
Because we dream in
pictures but we worry in
words.
359

360. 4. Asking
The Aladdin Factor is
asking the right question
of the right person
at the right time.
360

361. 5. Action
Action transforms fear
into fire; accumulation of
many small actions yields
big results.
361

362. 6. Adaptation
Because, as von Moltke
said, no plan survives
contact with the enemy.
362

363. Every great accomplishment
was once the “impossible
dream” of a dreamer who
simply refused to quit when
things got tough.
363

364. Expect a miracle: but
don’t give the universe a
deadline!
364

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

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

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

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

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

373. “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

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

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

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

382. What Teachers Make by Taylor Mali

383. Initiative
A “Proceed Until
Apprehended”
mindset

385. PUA!!!

387. Can one person
who takes initiative
change your
organization?
387

390. 390

391. Are people afraid of
change?

395. Stewardship
Managing
personal, organizational, a
nd global resources for the
great grandchildren

397. Belonging
Treating employees as
though they really were
partners and owners

398. The root of the word
integrity is “integer” –
one unified whole

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

404. 404

405. Committee
of the Ring
405

406. The Ring Team
406

407. Fellowship of
the Ring
407

408. 408

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

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

411. 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.

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

414. bigasshospital.com
This page is parked free, courtesy of GoDaddy.com.
414

415. 15 Strategies for
building a culture
of ownership on a
foundation of values

416. Purpose of the Values Collaborative
Share The Twelve Core Action
Values and related content with
people to help them in their
personal and professional lives –
in such a way that it helps the
organization foster a stronger
culture of ownership.

419. Nebraska Values Trainers:

420. Nebraska Values Trainers:

421. Mary Lanning Memorial HealthCare
Gallup Engagement Score improved
from 23rd to 72nd percentile (achieving
in 18 months what Gallup said would
ordinarily have taken five years).

422. Fillmore County Hospital
Patient satisfaction increased in 27
of 30 categories.
CEO Paul Utemark said he got a
whole new team and didn’t have to
change any of the people.

423. Community Hospital (employees)
Rating hospital as excellent place to work
increased by 26% to the 74th percentile.
Rating training & development as
“excellent” increased by 51% to 91st
percentile.
Likelihood of recommending hospital as
excellent place to work increased by 45%
to 84th percentile.

424. Strategy #1
Launching a movement is a
lot harder than starting a
program – it is also much
more likely to achieve a
lasting positive impact.

425. How to Start a Movement

426. Strategy #1 Applied
How can you position your
desired culture change as a
movement, e.g. creating a
gossip-free workplace to
promote integrity.

427. Strategy #2
Achieving critical mass
requires approximately 30%
population commitment.
427

428. Strategy #2 Applied
Who are your “lone nuts”
and how can you help them
identify those crucial first
followers?
428

429. Strategy #3
You need enough people
moving fast enough to
escape
negativity, pessimism, cyni
cism, and inertia of the
past.

430. Strategy #3 Applied
What immediate and short-
term goals can help you
quickly gain traction and
build momentum?

431. Strategy #4
People must believe
leadership is committed
to the cultural vision.

432. Strategy #4 Applied
What actions will leaders
commit to on a sustained
basis to demonstrate
support, e.g. daily reading
of The S-E Pledge.

433. Strategy #5
Middle management’s mere
support is not enough –
they must be gung ho
champions for change.

434. You are here

435. Corollary to Strategy #5
The privileges of being a
manager also entail certain
foregone freedoms

436. Strategy #5 Applied
What message will you give
to middle management that
obstruction and second-
guessing will not be
tolerated: get on or get off.

437. Strategy #6
Sustainability requires a
growing core of passionate
“Spark Plugs” who have a
personal stake in cultural
transformation.

438. Strategy #6 Applied
What actions will you take
to nurture (and protect
from cynics) the people
huddled in the middle of
the Attitude Bell Curve?

439. Strategy #7
Personal stories resonate
better than scripted
lectures.

443. You simply cannot buy
advertising like this!

444. The most effective safety
lecture I ever heard.

445. And now, a motivational word
from your manager…

446. Strategy #7 Applied – A
What mechanisms can you
use to collect, edit, and
publish stories from your
Lone Nuts, First Followers,
and Spark Plugs?

447. Strategy #7 Applied – B
What steps can you take to
prepare your managers to
be better public speakers
and storytellers?

448. Strategy #8
Embrace the
skeptics, marginalize the
cynics, and plow through
resistance.

449. Strategy #8 Applied
Come to a consensus on
when skeptical questions
become cynical obstruction
and an agreed upon way
management will respond

450. Strategy #9
Engage potential critics in
a constructive manner –
encourage them to think
like partners in the
change process.

451. Strategy #9 Applied
Begin by identifying the
people who could derail
your effort (medical
staff, union, etc.) and
approach them early in
the process.

452. Strategy #10
You cannot allow people
to opt-out of culture
change!

453. Strategy #10 Applied
Define which actions are
mandatory (e.g. values
training) and which are
voluntary (e.g. The Pickle
Challenge or The Pledge).

454. Strategy #11
Avoid identification of the
change process with any
single individual or
“program.”

455. Strategy #11 Applied
Describe every “program”
in the context of
values, purpose, and vision
of the organization – and
show how it reinforces
these.

456. Strategy #12
Create “initiative
coherence” by being clear
about how various
projects and programs
reinforce one another.

457. Strategy #12 Applied
Be creative in showing
linkages – e.g. a graphic with
an umbrella arching over
symbols representing these
projects and programs.

458. Strategy #13
Keep it visible: posters,
banners, screensavers,
newsletter articles, web
pages; include it at the
start of every meeting.

459. Strategy #13 Applied
See illustration.

460. Strategy #14
Remember that everyone
listens to the same radio
station: WIIFM.

461. Strategy #14 Applied
Before asking people to
“do more with less,” help
them do it at home, e.g.
by offering a low-cost
Dave Ramsey course.

462. Strategy #15
Balance urgency and
patience; be in it for the
long haul.

463. “If we each do our
part, we will change
our lives for the
better.”
463

464. “If we all do our
parts, we will change
our organizations for
the better.”
464

465. “And in changing our
organizations, we can
change our world for the
better.”
465

467. See one…
Do one…
Teach one.