Presentation slides used in Joe Tye's presentation for the Kaleida Health board meeting, October 11, 2018

1. The Florence Prescription
for a
Culture of Ownership
Kaleida Health Board Retreat
October 11, 2018
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2018, Values Coach Inc.

2. Why we do what
we do >>>>>

5. Kaleida Health
A culture
home run
waiting to
be hit!

7. The Culture Sea Change

9. “Joy in work – or the lack there of – not
only impacts individual staff engagement
and satisfaction, but also patient
experience, quality of care, patient safety,
and organizational performance.”
Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for
Improving Joy in Work. IHI White Paper. Cambridge, Massachusetts: Institute for
Healthcare Improvement; 2017.

11. The Old Criteria...
 Trust
 Pride
 Camaraderie

12.  Values
 Innovation
 Financial Growth
 Leadership Effectiveness
 Maximizing Human Potential
 Trust

13. My take...
Effective leaders maximize human
potential by...

14. My take...
Effective leaders maximize human
potential by helping people live
their values...

15. My take...
Effective leaders maximize human
potential by helping people live
their values, creating a culture
where trust and innovation can
flourish...

16. My take...
Effective leaders maximize human
potential by helping people live
their values, creating a culture
where trust and innovation can
flourish, resulting in financial growth.

17. Guiding insight #1
Culture does not change
unless and until people
change.

18. Guiding insight #2
People will not change unless
given tools and structure, and
inspired to use them.

19. Guiding insight #3
The best way to help people be
better employees is to first
help them be better parents,
better citizens, better humans.

20. “I got a whole new team and
didn’t have to change the people
because they changed
themselves.”
Paul Utemark, (then) CEO
Fillmore County Hospital
Geneva, Nebraska

21. There is an invisible barrier on the
potential of every organization

22. The real
leadership
challenge

25. Companies that study employee
engagement* consistently find:
~ 25% fully engaged
~ 60% not engaged
~ 15% aggressively disengaged
* e.g. Gallup, Avatar, Press Ganey, Modern Survey, Values Coach

26. Spark
Plugs
26

27. Zombies

28. Vampires

29. You know how just one scowl
from an emotional vampire
can suck the joy right out of
a room, don’t you?

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

32. The journey from
Accountability
to a culture of
Ownership

33. 35,893,994 views143,695 – avg 5 stars

35. Just when you thought United’s PR
catastrophe couldn’t get any worse

42. Who Owns
Left Field?

44. Ac
count
able

46. What does “Accountability”
as a value mean to you?

47. The
Accountability
Continuum

52. Son, you’ll be proud
of your old Dad...
Today the boss held
me accountable.

53. No one ever won
a DAISY Award
by being held
accountable!

56. That’s not
the Kaleida
Way.

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

61. Invisible Architecture™
is more important than
bricks & mortar

62. Invisible architecture is the
soul of your organization the
way physical architecture is
its body.

63. The Blueprint
Behind the
Blueprint™

67. Core values define who
you are, what you stand
for, and what you won’t
stand for.

68. Organizational values determine strategies
but personal values shape culture.

69. 69
“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

70. What are
your values?

73. Your challenge at Kaleida Health
What more can you do to
inspire your people to connect
their personal values with the
CARE values?

75. Culture is the personality
and the character of the
organization.

76. Same
business
Different
cultures

78. People pay to
shop at Costco!

79. People shop at Wal-Mart
because they don’t have
to dress up like they do
for the Dollar Store.

80. Same
business
Different
cultures

84. 84
Workplace attitude is
determined by what
you expect and what
you tolerate...

85. 85
And what you tolerate
will dominate over
what you expect!

87. 80% yes 70% no

88. Why this matters
more now than ever
>>>>>>>>>

89. “Hospitals face unprecedented
turnover and attrition rates.”
Study by Leaders for Today

90. “A large majority of CNOs say the nurse shortage at
their organizations is moderate to severe, and most
say this problem will become increasingly worse
over the next five years.
CNOs see shortages negatively affecting some of
the most important aspects of healthcare: patient
satisfaction, quality care, and staff morale.”
Worsening Shortages and Growing Consequences: CNO Survey on Nurse
Supply and Demand, a white paper by the Center for Advancement of
Healthcare Professionals, B.E. Smith, and AMN Healthcare

91. And it’s not just nursing!

94. A mini case study
on positive culture
change>>>

98. Culture of Ownership Classroom

104. Almost
doubled
Cut in
half

105. Patient satisfaction
Patient satisfaction from
record low to record high
Emergency Department from
bottom 10% to top 10%

106. RN Turnover
32% reduction overall
43% reduction for new nurses
in first 2 years of employment

107. Other staffing expense
Significant reductions in overtime
and $2.5 million annual reduction
in contract labor expenses

108. Quality measures
22% reduction in CLABSI
38% reduction in ventilator
related events
64% reduction in CAUTI

109. More than one
million dollars in
annual energy
cost savings

110. Annual Cultural
Productivity Benefit
>$12,000,000

111. Email received 10-04-2018
“Our new employees in Culture
of Ownership this week are
AMAZING and ONNNN FIRE!!!
I love it.”

112. First hospital to earn the
INSPIRED Award for Values
and Culture Excellence

113. MISD Superintendent Midland Health CEO

114. But remember...
Culture changes one person,
one attitude, one leadership
example at a time

118. Building a Culture
of Ownership

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

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

125. 7 Key
Success Factors

126. Key Success Factor #1
Total support and an appropriate
level of engagement by the board
of directors

127. Key Success Factor #2
Commitment of the executive team
is the primary difference between
real culture change and just
another “program of the month”

128. Key Success Factor #3
Enthusiastic engagement of
middle management creates
expectations within each unit
and department

129. Key Success Factor #4
Keep it visible and tangible with
refresher courses, buttons and
wristbands, physical displays, daily
huddles and the like

130. Key Success Factor #5
Start with a core group of your
most passionate and enthusiastic
“Spark Plugs” then keep growing
the community

131. Key Success Factor #6
The most powerful way to motivate
people to be better employees is to
inspire them to be better people by
living their personal values

132. Key Success Factor #7
Opting out is
not an option!

133. It begins with a
shared vision...

135. 135

136. Management is
a job description

137. Leadership is a life decision

138. A leader is someone who
takes you to a place to
which you didn’t know
you wanted to go.
– Joel Barker

139. A leader is someone
who helps you become
the person you didn’t
realize you could be.
– Joe Tye

140. At Kaleida Health we
have more than 11,000
opportunities to be that
kind of leader...