Slides used by Values Coach CEO Joe Tye in a presentation for annual conference of NAPR and NALTO in Phoenix on 4-13-12

1. Honey & Glue
Recruiting and Retaining
Physicians – and Building a Great
Business – Based on Culture
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2012, Values Coach Inc.

3. Key goals of this
presentation*….
*And all in 90 minutes!
3

4. Goal #1
Help you help
hospitals recruit
doctors and other
providers 4

5. Goal #2
Help you help
doctors and other
providers be more
marketable 5

6. Goal #3
Help you help
yourself build a
more productive &
profitable business 6

7. But first…
7

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

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

19. This story…
19

20. Has a happy
ending!
20

22. “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

23. 23

25. 25

26. 26

27. 27

28. 18 reasons why this
“soft stuff” is
important to you
and your business…
28

29. 6 ways this will help
you in your work
with hospitals…
29

30. Reason #1
You will help the
hospital establish
trust-ability
30

31. Reason #2
You will help
establish positive
mutual expectations
31

32. Reason #3
You can relate
cultural dimensions
of quality, safety,
and satisfaction 32

33. Reason #4
Enhance MD-RN
relationships within
client hospitals
33

34. Reason #5
Enhance hospital’s
risk management
screening
34

35. Reason #6
Engage providers in
cultural change
process from the
start 35

36. 6 ways this will help
you in your work
with providers…
36

37. Reason #7
Prepare them to ask
savvy questions
about values and
culture 37

38. Reason #8
Help providers
develop important
leadership skills
38

39. Reason #9
Prevent personality-
culture mismatch
39

40. Reason #10
Help providers build
a more successful
practice themselves
40

41. Reason #11
Engage family
members in a
discussion of values
and culture 41

42. Reason #12
Help providers
cultivate the
personal resilience
needed today 42

43. 6 ways this will help
you in running your
own business…
43

44. Reason #13
Establish
competitive
distinction in
your market 44

45. Reason #14
Sharpen your
company culture so
it can “eat strategy
for lunch” 45

46. Reason #15
More effectively
coach providers as
candidates
46

47. Reason #16
More effectively
consult with clients
as employers
47

48. Reason #17
Enhance client
loyalty (know, like,
trust, and respect)
48

49. Reason #18
Foster a more
positive and
productive
workplace yourself 49

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

52. Engaged:
Spark Plugs
52

53. Not Engaged:
Zombies
53

54. Disengaged:
Vampires
54

55. “Having a highly engaged
workforce is the first
thing required to win
on the global stage.”
Jim Owens, retired CEO, Caterpillar Inc.

56. Employee disengagement
negatively effects clinical
quality, productivity,
patient satisfaction, and
marketing image.

57. But what’s even
more tragic...

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

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

60. Dilbert Disease

63. The old left brain
paradigm is dying a
slow death – and
being replaced by…

64. A whole brain
paradigm that
features integration
of left and right

65. Bean Counter
Poet

67. 67

68. How do you spell
Clueless

69. Right brain lean

70. Management is of the
left brain.
Leadership is of the
right brain.
70

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

72. Rules
Values

73. Process
Attitude

74. Plans
Inspires

75. Measured
Seen

76. What you do
Who you are

77. RecruitingandRetention
… is not just one word!
77

79. You recruit with the “honey”
of left-brain features such as
pay and benefits…
79

80. You retain with the “glue”
of right-brain qualities
reflected in values, culture,
and attitude.
80

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

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

83. 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.

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

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

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

90. 78,936– avg 5 stars As 4-13-12, 1:15am 19,539,899 views

91. “We have hundreds if not
thousands of examples…” 796,358

93. 93

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

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

98. Core Values are
the Foundation

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

100. Values and
Employee Loyalty
Source: Roger Herman, et al: Impending Crisis:
Too Many Jobs, Too Few People (page 139)

101. 101

102. 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

103. 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

104. Can values training really
have an impact on the
performance of an
organization?

106. At Community Hospital in
McCook, the proportion of
employees rating the hospital
“Excellent” increased an
average of nearly
50%.

107. At Fillmore County Hospital
in Geneva, patient
satisfaction increased in 27
of 30 categories.

108. It’s not that you do or
don’t practice values –
it’s where you fall on the
continuum.
108

109. And if you are not moving
forward, then you are
sliding backward.
109

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

111. Corporate culture is
the superstructure

113. 113

114. Culture is morally neutral.
Enron had a powerful culture.

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

118. “I came to see, in my
decade at IBM, that
culture isn’t just one
aspect of the game –
it is the game.”

119. The cultural power of
symbols, stories, and
rituals

121. 121

123. 123

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

128. Emotional attitude
is the interior décor

133. If I were to become
a hospital CEO
today…

139. A positive workplace
culture begins with
intolerance for toxic
emotional negativity.
139

140. “One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”
140

141. “It is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
tolerated.”
141

145. A real “Sarah Rutledge” story
145

148. Building a
culture of
ownership

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

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

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

154. No matter who’s
on the bus, there
are going to be
disagreements

156. Sometimes having
the “wrong” people
on the right bus can
result in real beauty

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

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

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

162. “We need to see opportunities
where others see barriers. We
need to be cheerleaders when
others are moaning doom-
and-gloom.”
From The Florence Prescription

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

166. “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

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

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

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

174. Initiative
Don’t wait around to be
“empowered” – Proceed
Until Apprehended!

175. Can one person
who takes initiative
change your
organization?
175

178. 178

179. Pride
In your organization, in
your profession, in your
work, and in yourself

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

181. Does the answer convey:
I’m good at what I do.
I love what I do.
I’m proud of what I do.
What I do is important.

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

184. 8 Honey and Glue
Strategies for
Recruiting and
Retention
184

185. Strategy #1
Re-recruit and
culturally engage
the current medical
staff 185

186. Strategy #2
Collect, refine, and
share stories in
multiple ways
186

187. Strategy #3
Make the hospital’s
“cultural blueprint”
a part of the
recruiting packet 187

188. Strategy #4
Prepare candidates
to ask “soft stuff”
questions about
values and culture 188

189. Strategy #5
Prepare candidates
to talk about their
own values and
expectations 189

190. Strategy #6
Engage hospital
“Spark Plug” people
in the recruiting
sales process 190

191. Strategy #7
Be clear about
behavioral
expectations
upfront 191

192. Strategy #8
Offer all training ops
to docs and, where
appropriate, their
family members 192

193. People don’t quit a
mission; they only quit
a job.

194. People don’t leave a
team; they only leave
an organization.

195. People don’t desert a
leader; they only
desert a boss.

196. Sometimes it’s more magic
than it is science!