Crafting a Blueprint for Your Invisible Architecture of Values, Culture, and Attitude

Crafting a Blueprint
for Your Invisible
Architecture of Values,
Culture, and Attitude
Iowa Association of
Community College Trustees
March 31, 2014
Joe Tye, CEO and Head Coach
Values Coach Inc.
Copyright © 2014, Values Coach Inc.

Imagine me giving you
homework!!

For my thoughts on the
board’s role in hospital
values google:
Joe Tye Ohio Hospital
Association

“One of the few organizations I could
think of that even begin to rival the
unfettered rise of popular culture is
our colleges and universities, if only
because they haven’t been discredited
as the others have.”
Andy Serwer (Managing Editor of Fortune
magazine in the April 7, 2014 edition)

The journey from mere
Accountability
to a culture of
Ownership

Accountability is of the
left brain.
10

Ownership is of the
right brain.
11

It’s the difference
between…

Holding their feet to the fire

Having them
walk across
hot coals on
their own

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
“accountable” for the
things that really matter.

Nobody ever changes
the oil in a rental
car!

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

Disengagement
negatively effects…

Disengaged people,
especially disengaged
managers, are a
defect

But what’s even
more tragic...

It has a life-diminishing
impact on the disengaged.

“Disengagement [is] one
of the chief causes of
underachievement and
depression.”
Edward M. Hallowell, M.D. in HBR, 12-10

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

21,767,595 views
81,966– avg 5 stars

“We have hundreds if not
thousands of examples…” 816,911

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

Invisible Architecture™
is more important than
bricks & mortar

The Blueprint
Behind the
Blueprint™

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

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

Zappos Family Core Values
1. 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

From the Cypress Semiconductor values (excerpt):
CYPRESS IS ABOUT WINNING
We do not tolerate losing.
We thrive on competing against the world's best.
WE MAKE OUR NUMBERS
We make 20% profit.
We each set goals and achieve them.
We ship 100% on time and get zero returns.

One of the core values of
Integrated DNA Technologies Inc.

Lessons from best-
in-class values
statements…

Lesson #1
Don’t use boilerplate and
don’t write what you think
others expect – make them
authentic and operationally
relevant.

Lesson #2
Core values should not just
be warm fuzzies – they
should set performance
expectations.

Lesson #3
The values statement
should be supported by a
more detailed description of
attitudinal and behavioral
expectations.

Lesson #4
The values statement
should create competitive
advantage for recruiting and
community image.

Lesson #5
Organizational core values
should tap into personal
core values, inspiring pride
and commitment – and a
spirit of ownership.

62
“People who are clearest
about their personal vision
and values are significantly
more committed to their
organizations.”
James Kouzes and Barry Posner:
A Leader's Legacy

Nobody learns
everything they
need to know in
kindergarten!
You can download the
free 400-page workbook
at the homework page

Organizational values define
strategies while personal
values define culture.

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

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

Which diner is most likely
to earn your repeat
business and have you
recommending the place
to friends and neighbors?

This is not a trick
question…
It’s the reality of
competing today.

Same
business
Different
cultures

People pay to
shop at Costco…

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

10 Reasons Culture
Eats Strategy for Lunch

Reason #1
People are loyal
to culture, not to
strategy

Southwest Airlines
didn’t earn the
highest loyalty in
the industry with
its bags fly free
and fuel price
hedging strategies

Reason #2
Culture provides
resilience in
tough times

A resilient culture was more
important than new strategies in
saving Starbucks

Reason #3
Culture is more
efficient than
strategy

Nordstrom people don’t go
above and beyond the call of
duty because it’s in a policy

Reason #4
Culture creates
competitive
differentiation

Les Schwab sells the same tires you
can buy anywhere else – but no one
can compete with their culture

“Advertising is a tax
you pay on having an
unremarkable culture.”
Robert Stephens, Founder of Geek Squad

Reason #5
A brittle culture
can doom even a
great organization
(or product)

As witnessed by one
of the most highly
publicized funerals of
our time…

The fingers are all
pointing in the
wrong direction

What really killed Hostess
was a culture of labor-
management hostility.

Reason #6
When strategy
and culture
collide, culture
will win

Nardelli’s hard-fisted GE
strategies increased sales,
profits, and stock price…

At the cost of violating its
people-centric values and
ability to compete for the
best talent.

Reason #7
Cultural miscues
are more damaging
than strategic ones

Not fixing Dave Carroll’s
guitar cost United $millions

Reason #8
Culture provides
greater discipline
than disciplinary
action does

Reason #9
Culture provides a level
of risk prevention that
cannot be attained with
strategy alone.

Wal-Mart’s culture of low
price at any cost has
come at a huge cost to
the company.

Wal-Mart has spent
over $100 million on
the investigation of
bribery and other
ethics scandals.

Sam Walton would be
rolling over in his
grave!

Reason #10
Culture will have a
significant impact on
your future bottom line.

“Every organization has a
culture. Unfortunately,
many, if not most, cultures
develop by happenstance...”
Pamela Bilbrey and Brian Jones: Ordinary Greatness:
It’s Where You Least Expect It... Everywhere

Culture doesn’t change
unless people
change, and that is
emotional
work!

114
Emotional climate is
determined by what
you expect and what
you tolerate…

115
And over time, what
you tolerate will
dominate over what
you say you expect!

116
A positive workplace
culture begins with
intolerance for toxic
emotional negativity.

117
“One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”

118
“It is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
tolerated.”

119
The real cost of toxic
emotional negativity…

120
Based on results of Values
Coach studies with client
hospitals applied to KPMG
salary data, the annual cost
of toxic emotional negativity
per nurse is >>>>>>>

122
The simple promise that
will change your life…
And change your
organization…

The Pickle Challenge
has taken on a life of
its own!

The Pickle Challenge at Star Valley
Medical Center in Afton, WY

46 RN-BSN
students at
St. Petersburg
College

The pickle party at the Battle
Creek VA Medical Center

Palmetto Health
Maine Medical Center
Make it public
and visible

So how are our
community colleges
doing?

Culture Assessment
Survey Questionnaire
Completed by 525 Faculty
and Staff at Three Iowa
Community Colleges

6
20
58
307
137
0
50
100
150
200
250
300
350
Strongly
disagree
Disagree Unsure Agree Strongly agree
1. Our people are creative, productive, and enthusiastic
about their work and their own personal and professional
development

6
26
63
307
123
0
50
100
150
200
250
300
350
Strongly
disagree
2. Our people are fully engaged in their work and
committed to the mission of our organization
2

4
37
59
298
125
0
50
100
150
200
250
300
350
Strongly
disagree
3. Our people know the values of this organization, and
are committed to assuring that those values are reflected
in the way that they do the work they do
2

They know your core values by
heart?
Are we talking about the core
values posted on the wall of the
lobby?
Or is it more a vague comment
that your people intuitively have
good values?

And if that many people really do
know, understand, and act upon
your organization’s core
values, how do you explain
responses to the next question?

20
94 100
236
72
0
50
100
150
200
250
Strongly
disagree
4. Our people reflect positive attitudes, treat others
with respect, and refrain from complaining, gossiping,
or pointing fingers
2
41%

Only 14% of respondents strongly
agree that their coworkers reflect
positive attitudes, treat others
with respect, and refrain from the
behaviors of toxic emotional
negativity! Even worse >>>>>>>>

Nearly half of respondents
either disagree with or are
unsure whether their
coworkers have positive
attitudes, treat others with
respect, and refrain from toxic
emotional negativity!!!!!!!

I certainly hope that you are
not okay with that.

7
42
90
282
99
0
50
100
150
200
250
300
Strongly
disagree
5. Our people assume informal leadership roles by setting
examples of positive team-building and motivation
2

7
31
76
265
136
0
50
100
150
200
250
300
Strongly
disagree
6. Our people help coworkers, friends, and family
members deal with frustration and adversity in a positive
and constructive manner
2

2
21
47
278
174
0
50
100
150
200
250
300
Strongly
disagree
7. Our people are role models of positive leadership in
representing our organization in a positive light for the
community at large
2

4
35
137
242
108
0
50
100
150
200
250
300
Strongly
disagree
8. Our people reach out as teachers and role models to the
parents and children of our community, helping them
develop practical skills for success in today’s world
2

15
72
107
247
85
0
50
100
150
200
250
300
Strongly
disagree
9. Our people effectively manage change and are
advocates for progress
2
37%

In today’s fast-
changing, uncertain, and
hypercompetitive world you need

5
24
77
240
179
0
50
100
150
200
250
300
Strongly
disagree
10. Our people feel a great sense of pride in being a
member of our team
2

Out of a possible total of
5,260 opportunities to mark
“strongly agree” to one of
these 10 questions, 1,238
(24%) respondents did so.
That is very good!

Of 10,520 opportunities to
mark “disagree” or “strongly
disagree” to one of these 10
questions, only 478 (4.5%)
respondents did so.
That is very very good!

Building a
culture of
ownership

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

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

You can’t just throw
all the “wrong”
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

Passion
Enthusiasm, positive
attitude, and joy
reflected in everyday
actions

The one essential
quality for a culture
of ownership >>>>>>

“If we each do our
part, we will change
our lives for the
better.”
167

“If we all do our
parts, we will change
our organizations for
the better.”
168

“And in changing our
organizations, we can
change our world for the
better.”
169

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