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Slides used by Values Coach CEO Joe Tye in his presentation for the annual Trustee Conference of the Georgia Hospital Association, including questions trustees should ask about the values and culture of their hospitals.
Citation preview
The Governing Boardrsquos
Role in Defining
Hospital Values and
Culture
Georgia Hospital Association Trustee Conference
January 11 2013
Joe Tye CEO and Head CoachValues Coach Inc
Copyright copy 2013 Values Coach
Inc
Click here for web link
Herersquos what wersquoll cover today
Part 1 Invisible
Architecturetrade of Your
Hospital
Part 2 The Boardrsquos Role for
Hospital Values and Culture
Questions
5
Part 1
The Invisible
Architecturetrade of
Your Hospital
Healthcare Crisis
Your
Hospita
l
Question 1
When did the
healthcare
crisis begin
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Click here for web link
Herersquos what wersquoll cover today
Part 1 Invisible
Architecturetrade of Your
Hospital
Part 2 The Boardrsquos Role for
Hospital Values and Culture
Questions
5
Part 1
The Invisible
Architecturetrade of
Your Hospital
Healthcare Crisis
Your
Hospita
l
Question 1
When did the
healthcare
crisis begin
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Herersquos what wersquoll cover today
Part 1 Invisible
Architecturetrade of Your
Hospital
Part 2 The Boardrsquos Role for
Hospital Values and Culture
Questions
5
Part 1
The Invisible
Architecturetrade of
Your Hospital
Healthcare Crisis
Your
Hospita
l
Question 1
When did the
healthcare
crisis begin
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
5
Part 1
The Invisible
Architecturetrade of
Your Hospital
Healthcare Crisis
Your
Hospita
l
Question 1
When did the
healthcare
crisis begin
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Healthcare Crisis
Your
Hospita
l
Question 1
When did the
healthcare
crisis begin
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Your
Hospita
l
Question 1
When did the
healthcare
crisis begin
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Question 1
When did the
healthcare
crisis begin
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Question 2
When will the
healthcare
crisis end
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
15
This storyhellip
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
16
Has a happy
ending
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoThis is an absolutely fascinating
time to be in healthcare
However if you develop a
negative attitude about all that is
happening and changing you will
probably end up losing big timerdquo
Chuck Lauer yesterday in his Insights blog
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Not Engaged Zombies
22
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Disengaged Vampires
23
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
What Gallup seeshellip
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
What patients seehellip
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoWhatever the engaged do
the actively disengaged seek
to undo and that includes
problem solving innovation
and creating new
customersrdquo
Jim Clifton The Coming Jobs War
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Disengagement
negatively
effectshellip
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Clinical
quality
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Patient safety
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Patient
satisfaction
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Productivity
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Marketing
image
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Job security
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD in HBR 12-10
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
The Attitude Bell Curve
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
A Real World Sarah Rutledge Story
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoGoing 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 imaginablerdquoJim Clifton The Coming Jobs War
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
If doubling the rate of
employee engagement
would transform
America what would it
do for your hospital
-
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
The journey from mere
Accountabilit
y to a culture of
Ownership
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Ac
count
able
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
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
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
You cannot hold people
ldquoaccountablerdquo 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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
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
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Ownership
Doing what needs to be
done because you expect it
of yourself Ownership
springs from the intrinsic
motivation of personal
pride
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
18771601 views 78952ndash avg 5 stars As 1-11-13 1235am
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoWe have hundreds if not thousands of exampleshelliprdquo 790639
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
52
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Who Owns Left Field
Click here for web link
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
A word about the
assumptions we
make
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
What do you get
when you break the
word ldquoassumerdquo into
its constituent
parts
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Letrsquos watch as the
word ldquoassumptionrdquo
gets deconstructed
(along with those
who made the
assumption)
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Click here for web link
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
3 stages
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Core Values are
the Foundation
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Core values
define what
you stand for
and what you
wonrsquot
stand for
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
TMC Values hellip Honor Tradition Nourish
Dreams
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Nobody does it
better than
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
70
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Zappos Family Core Values1 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
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
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
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Whenrsquos the last time you
called a 1-800 call center
and months later
remembered the name of
the person you talked to ndash
and told anyone who would
listen your story
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
74
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders Legacy
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
One of the best
investments you can
make in your
organizational values is
helping your people learn
skills to better live their
personal values
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
A Memory of the Future
Coming to Georgia in
2014
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Corporate culture is
the superstructure
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Culture is to the
organization what
personality and
character are to the
individual
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Same business
Different cultures
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Culture is like a
patchwork quilt the art
is in making the pieces
come together in a way
that is beautiful and
functional
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
You cannot allow
people to opt-out of
culture
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Culture eats
strategy for lunch
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Seven reasons
that culture
trumps strategy
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Reason 1
People are loyal to
culture not to strategy
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
The penny-foolish
pound-wise
culture of Auto-
Owners Insurance
Company
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Reason 2
Culture provides
resilience in tough
times
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Reason 3
Culture is more efficient
than strategy
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Reason 4
Culture creates unique
competitive
differentiation
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Reason 5
Culture can galvanize a
contrary business
strategy
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Reason 6
Static culture can doom
an organization
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Reason 7
When strategy and
culture collide culture
will win
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Your hospital has a
strategic plan ndash but do
you have a culture
plan
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Culture doesnrsquot change
unless people change
and that is
emotional
work
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Emotional attitude
is the interior deacutecor
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
101
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
102
Emotional climate is
determined by what
you expect and what
you toleratehellip
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
103
And over time what
you tolerate will
dominate over what
you say you expect
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
104
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
105
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
110
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
You canrsquot just
throw all the
ldquowrongrdquo people off
the bus
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
You can create a bus that
everyone wants to ride
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Fairfield Medical Center adopted
the 8 Florence Characteristics
for their employment brand
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Commitment
To the values
vision
and mission of the
organization
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Commitment is
most important
when the going
gets tough
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoWe need to see
opportunities where others
see barriers We need to
be cheerleaders when
others are moaning doom-
and-gloomrdquo
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoWe need to face problems
with contrarian toughness
because itrsquos in how we
solve those problems that
we differentiate ourselves
from everyone elserdquo
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
ldquoBrick walls are not
there to stop you they
are there to make you
prove how much you
want somethingrdquo
Randy Pausch The Last Lecture
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Engagement
With patients
coworkers and
with the work itself
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
At Best Buy a 01
increase in employee
engagement generates
a $100000 increase in
gross store revenue
Harvard Business Review October 2010
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
Look at that
smile
How do you calculate ROI on a smile like that
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Initiative
A ldquoProceed Until
Apprehendedrdquo
mindset
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
135
Can one person
who takes
initiative change
your
organization
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
138
MMFI
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Fellowship
Fostering a
ldquosupport grouprdquo
culture of respect
and caring
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
142
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Pride
In the organization
in the profession
in the work and in
you yourself
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Pride is reflected in the answer
to that universal icebreaker
question
What do you do
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
The most powerful and
cost-effective
marketing campaign
your organization could
ever launch
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
What do you do
Thanks for asking
Irsquom good at what I do
I love what I do Irsquom
proud of what I do
What I do is
important
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
What could be more boring than
industrial ventilation systems
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
149
BigAssHospitalcom
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Five of the tools we
use to help
hospitals create a
plan for the
Invisible
Architecture
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Tool 1
The Values Behaviors Outcomes Continuum
151
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Tool 2
The 3-minute
values drill
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Current version
Compassio
n
Advocacy
Respect
ExcellenceValues statement of a Values Coach client
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Old version
Compassio
n
Advocacy
Respect
Excellence
New version
Integrity
Enthusiasm
Loyalty
Stewardshi
p
Ownership
Fun
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Tool 3
The 6-Word
Culture
Clarification
Exercise
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
This guy made a fortune with just 6 words
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
157
From a large
medical
products
company
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
158
Global company driven
by motivated
individuals
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
159
Great company often
own worst enemy
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
160
Process driven crisis
management creating
dysfunction
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
How can managers
working in the same
company have such
differing perspectives
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
162
Tool 4
The Culture Wheel to
spark thinking about the
why the what and the
how of cultural
transformation
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Tool 5
The Florence Prescription
is a manifesto for
building a culture of
ownership on a
foundation of values
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
168
More than 400 hospitals and healthcare
organizations and over 100000 books
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
With The Florence Prescription you canhellip
Get everyone on the
same culture page
for just $5 a book
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
170
Part 2
Boardrsquos Role for
the Hospitalrsquos
Invisible
Architecturetrade
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
Micromanageme
nt
Abdication
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
172
What courageous followers (and
trustees) do
Challenge
Support
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
173
ldquoBoard members are
likely to wear rose tinted
glassesrdquoReport of the Center for Health Policy
and Research University of Iowa
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
174
21 questions the
board should ask
of the executive
team
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
175
8 questions the
board should ask
about the
hospitalrsquos core
values
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
176
Question 1
Why did we choose
these values and do
people buy into them
Do they even know
them
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
177
Question 2
Does our statement of
values have heart ndash is it
authentic ndash or is it
generic boilerplate
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
178
Question 3
How does our
statement of values
differentiate our
hospital in a
competitive
environment
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
179
Question 4
Are the values we have
chosen operationally
relevant Are the
societally relevant
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
180
Question 5
How often should we
revisit our values Is
now a good time for a
thorough review
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
181
Question 6
Do we have the
courage to enforce our
values with employees
medical staff board
and others
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
182
Question 7
Do execs use values to
instill the mental and
emotional toughness to
thrive in the
competitive healthcare
environment
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
183
Question 8
Should we do training
on values-based life
and leadership skills
(eg by joining the
Values Collaborative)
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
184
Date February 5 2013
Asheville NC
$149 per person
319-624-3889
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
185
7 questions the
board should ask
about the
hospitalrsquos culture
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
186
Question 1
Do we have a culture
plan that complements
our strategic plan
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
187
Question 3
Does our culture
tolerate behaviors not
consistent with our
values (eg gossip is
inconsistent with
integrity)
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
188
Question 4
Does our culture
tolerate management
by fear and
intimidation (despite
Demingrsquos warning)
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
189
Question 5
How do we collect and
share the stories that
help to transmit our
culture
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
190
Question 6
How do we invoke
rituals traditions
celebration and
executive visibility to
foster culture
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
191
Question 7
How do we screen out
cultural misfits and
inculcate new people
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
192
6 questions the
board should ask
about the
hospitalrsquos
workplace
attitudes
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
193
Question 1
How do we assess
employee engagement
how do we stack up
and how do we boost
it
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
194
Question 2
Is our culture
dominated by
emotional positivity or
is toxic emotional
negativity evident
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
195
This question can only
objectively be
answered by the Man
from Marshellip
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
196
Question 3
Have we established
our zero-tolerance
behaviors and do we
have the courage to
enforce those
standards
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
197
Question 4
How do we deal with
people in the Rutledge
Quadrant (good skills
bad attitude)
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
198
Question 5
How are our attitude
and behavior
expectations conveyed
to new employees (and
docs)
199
Question 6
Are we buying our own
press clippings
199
Question 6
Are we buying our own
press clippings