This document provides an overview of building a culture of ownership in an organization. It discusses that only 25% of employees are fully engaged while 60% are not engaged and 15% are disengaged. It emphasizes that culture is shaped by core values and stories, and outlines eight lessons for building a strong, positive culture: 1) Pursue a inspiring mission, 2) Use structure and process, 3) Build on core values, 4) Trust is the glue, 5) Use stories, 6) Invest in character building, 7) Unleash creativity, and 8) Everyone is a volunteer. It argues that cultural transformation requires addressing assumptions, developing an "invisible architecture" based on values, and creating a culture where people feel

1. All Hands on Deck Building a Culture of Ownership on a Foundation of Values Presentation for Siemens Medical Solutions Western Zone Leadership Retreat April 12, 2011 Joe Tye, CEO and Head CoachValues Coach Inc. Copyright © 2011, Values Coach Inc.

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

7. And it’s getting worse :-o “Disengagement, one of the chief causes of underachievement and depression, is on the rise.” Edward M. Hallowell, M.D. in HBR, December 2010

8. The epidemic of Dilbert Disease

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

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

12. Soft reallyis hard! 1982!

13. So why, 30 years later, have so few companies gotten the message?

14. “We didn’t undergo fundamental change by our own choice. It was forced on us. The wisest of people or institutions seldom can deduce, on their own, that change is needed. And if they do, they never muster the courage to act on that need.” Bob Lutz, quoted in Crash Course: The American Automobile Industry’s Roadfrom Glory to Disaster by Paul Ingrassia

15. The only real empowerment is self-empowerment. No one can empower you but you, and once you have given yourself that power, no one can take it away.

16. And what is the ultimate source of that sense of personal empowerment?

17. We need to reconnect with the core values that make the healing professions so special, and that made this nation so great.

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

19. Accountability Doing what you are supposed to do because someone else expects it of you. Accountability springs from the extrinsic motivation of reward and punishment.

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

25. Nobody ever checks the oil in a rental car!

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

27. In a culture of ownership, every job description includes first and foremost being a salesperson, last but not least being a janitor, and in between whatever else needs to be done.

28. Ownership is of the heart, not of the wallet

29. 63,874– avg 5 stars 13,496,995 views As of 12-16-10, 12:15am

30. “We have hundreds if not thousands of examples…” 514,012

33. Who Owns Left Field?

34. A word or two about Assumptions

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

37. Faulty Assumption #1 You can’t teach people values – if they didn’t learn in kindergarten, it’s too late.

38. Faulty Assumption #2 Culture is a given – especially in the short term you cannot transform it.

39. Faulty Assumption #3 You can “empower” people without them having doing the work of self-empowerment.

40. Faulty Assumption #4 If it doesn’t get measured it won’t get done. The left brain counts but the right brain matters!

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

43. The “Invisible Architecture” of an organization “Invisible Architecture” is a trademark of Values Coach Inc.

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

46. “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 Business Review, July-August 2010

47. Core Values are the Foundation

48. Built to Last

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

50. The 9/12 difference

51. The single most important thing I have learned in 16 years with Values Coach

52. ValuesareSkills

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

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

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

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

58. We call our graduates “Spark Plugs”

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

60. Corporate culture is the superstructure

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

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

63. Core values are the moral compass that shapes a positive corporate culture.

64. Culture eats strategy for lunch!

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

66. “Because it is so rare, an organization that is able to create this culture of ownership… has a high probability of creating a sustainable competitive advantage.”

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

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

69. Who has the power to change the culture of your organization?

70. Him?

72. Shawneen Buckley of Saint Francis Hospital and Health Center in Poughkeepsie, New York

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

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

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

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

77. Cultural toughness is the ultimate competitive advantage

79. “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

80. “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

81. And the outwardly visible manifestation of corporate culture is…

82. Emotional attitude is the interior décor

89. Emotional attitude is defined by what you expect and by what you tolerate* *to permit is to promote

90. Toxic emotional negativity (T.E.N.) is the emotional and spiritual equivalent of cigarette smoke.

91. 91 “One toxically negative person can drag down morale and productivity of an entire work unit.” The Florence Prescription, page 142

92. 92 “It is a leadership responsibility to create a workplace environment where toxic emotional negativity is not tolerated.” The Florence Prescription, page 142

96. Building a Culture of Ownership 96

98. Lesson #1 Pursue a Mission that Inspires People (Henry Ford) 98

100. In its early days, Southwest Airlines wasn’t just selling cheap airline tickets – it was making it possible for Grandma to attend her grandchild’s college graduation.

102. 102 The Vision Statement of Columbus Regional Hospital To be the best in the world at everything we do.

103. Kids today!

104. Lesson #2 Use Structure and Process to Create Culture (Tom Watson) 104

105. 105

109. Lesson #3 Build Culture on a Foundation of Values (Robert Wood Johnson) 109

110. “Committable core values that are truly integrated into a company’s operations can align an entire organization and serve as a guide for employees to make their own decisions.” Tony Hsieh: Delivering Happiness

111. Zappos Family Core Values Deliver WOW Through Service Embrace and Drive Change Create Fun and A Little Weirdness Be Adventurous, Creative, and Open-Minded Pursue Growth and Learning Build Open and Honest Relationships With Communication Build a Positive Team and Family Spirit Do More With Less Be Passionate and Determined Be Humble Source: Zappos website

112. 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

113. Lesson #4 Trust is the Glue in a Culture of Ownership (Ray Kroc) 113

114. Lack of trust is like a tax that makes everything cost more and take longer.

115. “We trust each other at HP; never lock this cabinet again.” Note left by Bill Hewlett on a locked cabinet

118. Lesson #5 Use Stories to Reinforce Cultural Norms (Bill and Dave) 118

119. How do you reach an audience?

126. And now, a motivational word from your sales rep…

127. Lesson #6 Invest in Character Building (Mary Kay Ash) 127

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

136. Lesson #7 Unleash Individual Creativity and Ingenuity (William McKnight) 136

138. 138 Can you imagine life without Post-It Notes?

139. There is always risk when you try to get out of the box

140. The certainty of misery or the misery of uncertainty

141. Falling on your face is good for your head (fail early, fail often, fail small).

144. Lesson #8 Recognize that Everyone is a Volunteer (Millard Fuller) 144

146. Pride is reflected in your answer to the universal icebreaker question What do you do?

147. Does your 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.

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

150. There will never be a good time for cultural transformation, there will only be the right time.

151. It’s not a program! It’s a movement!

152. Let’s get something great started!