Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
9. The Hidden Healthcare Crisis “Nightingale’s enduring legacy is socially relevant because the profession of nursing shows signs of losing its soul; it is in crisis.” Barbara Montgomery Dossey et al: Florence Nightingale Today: Healing, Leadership, Global Action And it’s not just nursing!
10. “How do we empower caregivers to empower patients?” Patrick Charmel President & CEO Griffin Hospital
11. From Mere Accountability to a Culture of Ownership “Because it is so rare, an organization that is able to create this culture of ownership within its workforce has a high probability of creating a sustainable competitive advantage.” Al Stubblefield: The Baptist Health Care Journey To Excellence: Creating a Culture of WOWs!
12. Accountability Doing what you are supposed to do because someone else expects it of you. Accountability springs from the extrinsic motivation of reward and punishment.
15. Ownership Doing what needs to be done because you expect it of yourself. Ownership springs from the intrinsic motivation of pride and engagement.
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18. “You can hold people accountable their job descriptions, but you can’t hold them accountable for being committed and engaged. You can’t hold people accountable for caring.” From The Florence Prescription
19. 40,676 – all 5 stars 7,392,629 views As of 1-19-10, 9:10 pm
20. 7,392,629 * * By 6:15 this morning another 9,208 people had viewed the United Breaks Guitars video.
23. From the Information Age to the Conceptual Age “The ability to encapsulate, contextualize, and emotionalize has become vastly more important in the Conceptual Age.” Daniel Pink: A Whole New Mind: Moving from the Information Age to the Conceptual Age
44. Core values define what you stand for and what you won’t stand for And if you don’t stand for something you’ll fall for anything!
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46. “We know from our research that the people who are clearest about their [own personal] vision and values are significantly more committed to their organizations than are those who are not clear about their vision and values.” James Kouzes and Barry Posner: A Leader's Legacy
47. Which value do direct caregivers feel is more important to your hospital’s leadership?
57. Coming soon to every workplace near you (including yours)… Too many jobs Too few people
58. “Throughout the entire economy, the United States lacks adequate numbers of appropriately skilled workers to support high standards in personal or professional services, or properly maintain the physical and technological infrastructure upon which everyone relies and takes for granted.” Edward E. Gordon: The 2010 Meltdown: Solving the Impending Jobs Crisis
59. Cost of turnover (hiring, training, and productivity loss) represents a loss of greater than 5 percent of the total annual operating budget. Waldman JD et al: The shocking cost of turnover in health care, Health Care Management Review, January 2004
60. Values and Employee Loyalty Source: Roger Herman, et al: Impending Crisis: Too Many Jobs, Too Few People (page 139)
66. Cultural Toughness Walt Disney Tom Watson Robert Wood Johnson William McKnight Mary Kay Ash Bill and Dave Ray Kroc Millard Fuller Wiley Business Books, July 2010
67. We need to have a different perspective on the challenges we face. We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doom-and-gloom. We need contrarian toughness – being thankful for problems because it’s in how we solve our problems that we differentiate ourselves from everyone else. The Florence Prescription
76. Emotional climate is defined by what you expect and by what you tolerate* *to permit is to promote
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80. Spark Plug Pickle* Observers – the results are almost always the same *So-called because emotional vampires look like they have a dill pickle stuck in their mouths
87. 6. Belonging Fear excludes and creates enemies. Courage includes and creates friends. Joe Tye: Never Fear, Never Quit: A Story of Courage and Perseverance
122. If you’ve been waiting for someone else to empower you, you should know that…
123. No one can empower you but – YOU – and once you have empowered yourself… No one can take that power away.
124. Step 3 Make the Commitment Be a ringleader in the positivity conspiracy!
125. “That’s why we need this bottom-up conspiracy that Carol Jean talks about. Because if enough people like you scream ‘Stop it!’ to the complainers and the finger-pointers and the gossips, you can clear the air of toxic emotional negativity. You owe it to your patients. You owe it to each other. You owe it to yourselves and to your families.” The Florence Prescription
126. Refuse to participate in complaining, gossiping, and other forms of toxic emotional negativity.
When FN walked into the Scutari Barrack Hospital: There was no clean water, the floors were filthy and the air was foul, rats ran wild and the place was infested with vermin.Soldiers were bedded on blood-soiled straw, most still wearing what they wore on the battlefield.There was no nutritious food and virtually no medicines or supplies, and no money to get any.Orderlies cared only for officers, refused to empty chamber pots, and spent more time chasing nurses than caring for patients.Amputations were performed out in the open in full view of other patients. Surgeons refused to wash their hands and most of their victims died of infection.The first thing the medical director said to her was that he wanted nothing to do with Florence and her do-gooder ladies.He relented only when several boatloads of casualties appeared on the horizon and the hospital was already beyond a state of crisis.
Laura Fraser plays the role of FN in a BBC made-for-TV movie
Laura Fraser plays the role of FN in a BBC made-for-TV movie
FN got to the root of the problem. And today, she would tell us that the root of the problem is not with the things that WE look at to define such things as quality, service and patient satisfaction.
