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Values Based Leadership - Creating a Culture of Ownership
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Transcript of Values Based Leadership - Creating a Culture of Ownership
Welcome to today’s online seminar:
Values-Based Leadership
Creating a Culture of Ownership
Our seminar is scheduled to begin at 2 p.m. EasternTime. While you are waiting, please answer the survey questions.
Thursday, January 29, 2015
Values-Based Leadership Creating a Culture of Ownership
ANA Leadership Institute Nurse Leader Online Seminar Series
Thursday, January 29, 2015
Conflict of Interest: Presenters for this event have disclosed conflict ofinterest regarding royalties received from the sale of their books andservices. Please review the CE disclosure document in your course.
The ANA Leadership Institute, in partnership with Capella University, is excited to bring you this
online seminar series for nurse leaders.
Welcome to Today’s Session
A quick introduction:
• Q&A panel session
• Submit questions
• Interactive tools
• Nurse planner
Today’s Speakers
Joe Tye, CEO Values Coach, Inc.
Rebecca M. Patton MSN, RN, CNOR, FAAN
Need Panelist Image Here
Culture of accountability
to ownership
Objectives
Design the Invisible
Architecture™
Manage a cultural
transformation
Prior to the seminar, you completed these readings:
• Positive Practice Environments for Health Care Professionals.
• Using Values to Gain Competitive Advantage.
Pre-Seminar Work
Employee Engagement
*Source studies: Gallup, Avatar, Press Ganey
25% fully engaged
60% not engaged
15% aggressively disengaged
Disengagement negatively affects:
• Clinical quality
• Patient safety
• Patient satisfaction
• Productivity
• Marketing image
Pronovost (2010), Spiegelman (2013), Kenney (2011), Blizzard (2003)
Link to Depression
“Disengagement [is] one of the
chief causes of underachievement
and depression.”
Hallowell, E. M. (2010)
Here’s what more than 1,000 of
you told me about your
perceptions of the culture
where you work…
Pre-Seminar Survey
These results are consistent with what we see when the survey is administered to individual healthcare organizations
Summation of Survey Results - #1
Engagement scores are better than what have been predicted based upon studies by Gallup and other organizations
But…
Summation of Survey Results #2
There is a significant disconnect between results for engagement questions and results for attitude and behavior questions
Summation of Survey Results #3
For the two questions with a 5-point rating scale only 8% of respondents marked “strongly agree” with a positive statement about their organization
Summation of Survey Results #4
There is a substantial opportunity to enhance cultural productivity in almost every healthcare organization in America!
Summation of Survey Results #5
It’s time for us all to take off the rose-colored glasses…
This is the other healthcare crisis!
Summation of Survey Results #6
The good news is…
This is a healthcare crisis that we can do something about.
Summation of Survey Results #6
It sends a subtle but very clear message that people
cannot be trusted to hold themselves accountable
Why Holding People “Accountable” Backfires
The management energy
required is exhausting –
and disengaged people
can wait you out
Why Holding People “Accountable” Backfires
Ownership
You cannot hold people accountable for thinking
like a partner and for being a real leader
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
Invisible Architecture
People shop at
Wal-Mart because
they don’t have to
dress up like they
do for the Dollar Store
Bianco, A. (2007).
Culture Example
A Culture of Ownership has these qualities:
Emotionally Positive
Self Empowered
Fully Engaged
What a Culture of Ownership looks like
Certificate of Commitment
The Certificate of Commitment accessed at
The Florence Challenge website
or in the Call-to-Action Activity Guide
Real World Examples
These three hospitals are examples of Values and Culture Initiatives that show the impact on employee engagement and patient satisfaction.
• Fillmore County Hospital, Geneva, NE
• Community Hospital, McCook, NE
• Midland Memorial Hospital, Midland, TX
“I got a whole new team
and didn’t have to change
any of the people.”
Paul Utemark, CEO
Fillmore County Hospital,
Geneva, Nebraska
Real World Examples
Values and Culture Initiative Community Hospital, McCook Nebraska
Employees rating hospital as excellent place to work increased by 26% to the 74th percentile*
* From 2013 presentation by Joe Tye and Community
Hospital CEO Jim Ulrich for Florida chapter of HFMA
Values and Culture Initiative Community Hospital, McCook Nebraska
Employees rating training &
development as “excellent”
increased by 51% to 91st
percentile
Values and Culture Initiative Community Hospital, McCook Nebraska
Likelihood of recommending
hospital as excellent place to
work increased by 45% to
84th percentile
Values and Culture Initiative Community Hospital, McCook Nebraska
Overall quality of care
rated “excellent” in
patient surveys increased
from 60.9% to 87%
• Culture Assessment Survey
• All-employee presentations on The
Florence Prescription for a culture of
ownership
• The Pickle Challenge and The Self
Empowerment Pledge – starting the
movement
• Creation of new hospital values statement
and preparing a team of Certified Values
Coach Trainers to teach course on The
Twelve Core Action Values
Steps in the Change Initiative
HCAHPS Overall
65.4 64.6 63.9 55.5 67.9 67.8 81.4 67.5 66.9
82.9
71.175.0
83.3
26.4 32.6 33.3 33.3 21.9 17.7
15.8
29.7 30.3
11.4
26.722.8 7.2
4.35.6
7.3
8.7
2.2 2.3
7.22.8 2.9
2.4
64.361.5
63.2 64.066.9 67.0 67.0 68.7
69.970.9
77.1
40
50
60
70
80
90
100
10-9 8-6 5-3 2-0 National Top Box VBP Achievement VBP Benchmark Accumulative Score (TB%)
Arrow marks beginning of Values and Culture Initiative
#5 Managing the Naysayers
• Engage skeptics and marginalize cynics
• Plow through resistance
• Engage critics constructively
Seminar Objectives
Culture of accountability
to ownership
Design the Invisible
Architecture™
Manage a cultural
transformation
Your Call to Action
NEXT STEPS
1) The Cultural Blueprinting Toolkit WorkbookModule 2 (pages 45-59)
Additional Optional Activities:
1) The Florence Prescription: From Accountability to Ownership plus additional resources on The Florence Challenge website
2) Webinar: Leadership Lessons from Florence Nightingale