Post on 12-Jan-2015
description
Essential Lessons
for Building a Culture
of Ownership A Special Report for Subscribers to the Values Coach Culture Mechanic Service
Joe Tye, Values Coach Inc.
Copyright © 2014, Values Coach
Inc.
Having worked with more
than 70 organizations in the
Values Collaborative, 500+
hospitals taking The Florence
Challenge, and dozens of
consulting clients, we have
learned a few things about
culture change!
At its very best, a
successful cultural
transformation will
enable you, too, to
say…
“I got a whole new
team and didn’t have
to change any of the
people.”Paul Utemark, CEO
Fillmore County Hospital
Geneva, Nebraska
A Values Coach Client
Culture really does eat
strategy for lunch!
View or download the slide
show 12 Reasons Culture Eats
Strategy for Lunch at this link
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.
Important Point!
Ownership is not an absence
of accountability – it is a
higher evolution of
accountability…
In a culture of ownership
you spend less time, energy,
and resources holding
people accountable because
they hold themselves
accountable…
Accountability is of
the left brain.
9
Ownership is of the
right brain.
10
It’s the
difference
between…
Holding their feet to the fire
And…
Having them
walk across
hot coals on
their own
In both cases feet are being
held to the fire – the
difference is in whether they
are being held accountable
by someone else or doing it
from a sense of intrinsic
commitment.
You cannot hold people
“accountable” for the
things that really
matter.
Nobody ever
changes the oil in a
rental car!
Ownership
Doing what needs to be
done because you expect it
of yourself. Ownership
springs from the intrinsic
motivation of personal
pride.
Do your people
own the work or
are they just
renting a spot on
the org chart?
In a culture of
ownership the
same job
description…
First and foremost
a caregiver…
Last but not least
a janitor…
And in between
whatever else
needs to be done.
Lesson #1
Culture must rest
on a solid
foundation of core
values
Lesson #1
Culture must rest
on a solid
foundation of core
values
Lesson #1a
The most important
decision is which values
to deem “core” and to
define the expectations
created by those core
values.
Lesson #1b
Core values define who
you are, what you stand
for, and what you won’t
stand for
Lesson #1c
Engage people with values they
can relate to and avoid the
ultimate sin of boring
boilerplate
One of the core values of
Integrated DNA Technologies
Inc.
Lesson #1d
Make them beautiful
Lesson #1e
Organizational values define
strategies while personal
values define culture.
31
“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
Lesson #2
You need a culture
blueprint,
roadmap, or code
to define
expectations
Using a construction metaphor, Values Coach helps clients create a cultural blueprint for their Invisible Architecture™
It’s a great group exercise that’s fun to do!
It sparks individual and group creativity!
Additional copies of the
Cultural Blueprinting Toolkit
Workbook are available for $29
at www.SparkStore.com
Lesson #3
Culture change
begins with people
change
Lesson #3a
Culture does not change
until people change…
Lesson #3b
And people will not make
sustained changes in
their attitudes or
behaviors unless there is
a personal benefit to
doing so.
Lesson #3c
Remember that
everyone listens to the
same radio station:
WIIFM, What’s In It For
Me?
A theme of the late Zig Ziglar
Lesson #4a
Launching a movement is
a lot harder than starting
a program – it is also
much more likely to
achieve a lasting positive
impact
View the Derek Sivers
TED Talk on How to
Start a Movement
at this link
Lesson #4b
A movement is launched
by “lone nuts” and
accelerated by “first
followers”
44
Lesson #4b
Achieving critical mass
requires approximately
30% population
commitment.
Certified Values Trainers at Sidney Regional
Medical Center – CEO Jason Petik last row on the
left
Lesson #4c
You need enough people
moving fast enough to
escape the negativity,
pessimism, cynicism, and
inertia of the past
Lesson #5
It must be more
than a “program
of the month”
Lesson #5a
Sustainability requires a
growing core of
passionate “Spark
Plugs” who have a
personal stake in
cultural transformation.
Lesson #5a (contd.)
And those Spark Plugs
need to have support from
their managers when they
are criticized or ostracized
by toxically negative
coworkers.
Lesson #5b
Avoid identification of
the change process with
any single individual or
“program.”
Lesson #5c
Create “initiative
coherence” by being
clear about how various
projects reinforce one
another
Lesson #6
Give people
practical tools to
help them change
Lesson #6a
Make it fun…
The Pickle Challenge for a More
Positive and Productive Culture
Lesson #6b
Engage people in group
activities, like reading of each
day’s promise from The Self-
Empowerment Pledge that is
taking place in organizations
everywhere…View the slide show for The Self-
Empowerment Pledge at this link
Watch the YouTube video – half
of these people are not reading
it!
Additional Pledge cards and daily
reminder wristbands can be
ordered by calling 319-624-3889 or
at:
www.TheFlorenceChallenge.com
Lesson #6c
Give people a formal way to
make a commitment to desired
culture change – like this
Certificate for The Florence
Challenge, which is a
commitment to being
emotionally positive, self
empowered, and fully engaged.
Palmetto Health
Maine Medical Center
And make it
public and
visible
Lesson #7
It takes
leadership, top to
bottomYou need leadership in every
corner, not just in the corner office
Lesson #7a
Culture change requires
top down direction and
support
AND
Bottom up passion and
innovation
Lesson #7b
People must believe
senior leadership
believes in and is
committed to the
cultural vision
Lesson #7c
Middle management’s
mere support is not
enough – they must be
gung ho champions for
change
A tough love message for managers:
The privileges of being a
manager also entail
certain foregone
freedoms
When you accept the title
and pay raise, you assume
the responsibility to
support a committed
initiative as if it had been
your own idea.
Lesson #8
Resistance and
opposition is
inevitable – deal
with it
Lesson #8a
Embrace the skeptics,
marginalize the cynics,
and plow through
resistance
Lesson #8b
Engage potential critics
in a constructive
manner – encourage
them to think like
partners in the change
process
Lesson #8c
Marginalize the
negative, bitter, cynical,
sarcastic pickle-suckers
Lesson #8d
You cannot allow
people to opt-out of
positive culture
change!
Lesson #9
Institutionalize the
process
Lesson #9a
Establish rituals and
routines like The Pickle
Challenge and daily
readings from The Self-
Empowerment Pledge
Lesson #9b
Celebrate successes and
share the stories
Lesson #9c
Personal stories
resonate more
powerfully than scripted
lectures.
Lesson #9d
Keep it visible: posters,
banners, screensavers,
newsletter articles, web
pages; include it at the
start of every meeting.
Lesson #9e
Make your culture an
integral element of
recruiting and new
employee onboarding
You have to balance
urgency and patience;
be in it for the long haul.