honey & glue - values-based recruiting & retention strategies

Honey &

GlueRecruiting and Retaining

Physicians – and Building a Great Business – Based on

Culture

Joe Tye, CEO and Head CoachValues Coach Inc.

Copyright © 2012, Values Coach

Inc.

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Key goals of this

presentation*….

*And all in 90 minutes!

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Goal #1

Help you help

hospitals recruit

doctors and other

providers

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Goal #2

Help you help

doctors and other

providers be more

marketable

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Goal #3

Help you help

yourself build a

more productive &

profitable business

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But first…

Healthcare Economy

You

Question #1

When did the

healthcare

crisis begin?

Question #2

When will the

healthcare

crisis end?

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This story…

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Has a happy

ending!

“Brick walls are not

there to stop you, they

are there to make you

prove how much you

want something.”

Randy Pausch: The Last Lecture

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18 reasons why

this “soft stuff” is

important to you

and your

business…

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6 ways this will

help you in your

work with

hospitals…

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Reason #1

You will help the

hospital establish

trust-ability

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Reason #2

You will help

establish positive

mutual

expectations

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Reason #3

You can relate

cultural

dimensions of

quality, safety, and

satisfaction

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Reason #4

Enhance MD-RN

relationships

within client

hospitals

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Reason #5

Enhance hospital’s

risk management

screening

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Reason #6

Engage providers

in cultural change

process from the

start

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6 ways this will

help you in your

work with

providers…

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Reason #7

Prepare them to

ask savvy

questions about

values and culture

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Reason #8

Help providers

develop important

leadership skills

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Reason #9

Prevent

personality-culture

mismatch

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Reason #10

Help providers

build a more

successful practice

themselves

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Reason #11

Engage family

members in a

discussion of

values and culture

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Reason #12

Help providers

cultivate the

personal resilience

needed today

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6 ways this will

help you in

running your own

business…

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Reason #13

Establish

competitive

distinction in

your market

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Reason #14

Sharpen your

company culture

so it can “eat

strategy for lunch”

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Reason #15

More effectively

coach providers as

candidates

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Reason #16

More effectively

consult with

clients as

employers

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Reason #17

Enhance client

loyalty (know, like,

trust, and respect)

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Reason #18

Foster a more

positive and

productive

workplace yourself

Companies that study

employee engagement*

consistently find:

~ 25% fully engaged

~ 60% not engaged

~ 15% aggressively

disengaged

* e.g. Gallup, HR Solutions, Press Ganey

Engaged: Spark Plugs

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Not Engaged: Zombies

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Disengaged: Vampires

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“Having a highly

engaged workforce is

the first thing required

to win

on the global stage.”

Jim Owens, retired CEO, Caterpillar Inc.

Employee

disengagement

negatively effects

clinical quality,

productivity, patient

satisfaction, and

marketing image.

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

Dilbert Disease

The old left brain

paradigm is dying

a slow death – and

being replaced

by…

A whole brain

paradigm that

features

integration of left

and right

Bean

Cou

nte

rPo

et

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How do you

spell

Clueless

Right brain lean

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Management is of the

left brain.

Leadership is of the

right brain.

And in today’s world we need

leaders in every corner – not just

in the corner office

Rules

Values

Process

Attitude

Plans

Inspires

Measured

Seen

What you do

Who you are

RecruitingandRetentio

n

… is not just one word!

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You recruit with the

“honey” of left-brain

features such as pay and

benefits… 79

You retain with the

“glue” of right-brain

qualities reflected in

values, culture, and

attitude.

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It’s not

accountability (left

brain) OR ownership

(right brain).

The journey from mere

Accountabilit

y to a culture of

Ownership

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.

Not My

Job!

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.

19,539,899 views 78,936– avg 5 stars As 4-13-12, 1:15am

“We have hundreds if not thousands of examples…” 796,358

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Invisible

Architectur

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

Invisible architecture

is to the soul of your

organization what

physical architecture

is to its body.

Core Values are

the Foundation

Core values

define what

you stand for

and what you

won’t

stand for

Values and Employee Loyalty

Source: Roger Herman, et al: Impending Crisis: Too Many Jobs, Too Few People (page 139)

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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

Can values training

really have an impact

on the performance of

an organization?

At Community Hospital in

McCook, the proportion of

employees rating the

hospital “Excellent”

increased an average of

nearly

50%.

At Fillmore County Hospital

in Geneva, patient

satisfaction increased in

27 of 30 categories.

It’s not that you do or

don’t practice values –

it’s where you fall on

the continuum.

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And if you are not

moving forward, then

you are sliding

backward.

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When a critical mass

of people connect

with and act upon

their core values,

they will have a

positive impact on…

Corporate culture is

the superstructure

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Culture is morally neutral.

Enron had a powerful

culture.

Culture is to the

organization what

personality and

character are to the

individual.

“I came to see, in my

decade at IBM, that

culture isn’t just one

aspect of the game –

it is the game.”

The cultural power

of symbols, stories,

and rituals

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Culture doesn’t change

unless people change,

and that is

emotional

work!

Emotional attitude

is the interior décor

If I were to

become a hospital

CEO today…

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A positive workplace

culture begins with

intolerance for toxic

emotional negativity.

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“One toxically negative

person can drag down

morale and productivity

of an entire work

unit.”

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“It is a leadership

responsibility to create a

workplace environment

where toxic emotional

negativity is not

tolerated.”

145A real “Sarah Rutledge” story

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!

No matter who’s

on the bus, there

are going to be

disagreements

Sometimes having

the “wrong”

people on the right

bus can result in

real beauty

You can create a bus that

everyone wants to ride

Commitment

To the values, vision, and

mission of the

organization

Commitment is

most important

when the going

gets tough...

“We need to see

opportunities where others

see barriers. We need to

be cheerleaders when

others are moaning doom-

and-gloom.” From The Florence Prescription

“We need to face problems

with contrarian toughness

because it’s in how we

solve those problems that

we differentiate ourselves

from everyone else.” From The Florence Prescription

“Brick walls are not

there to stop you, they

are there to make you

prove how much you

want something.”

Randy Pausch: The Last Lecture

Engagement

With patients,

coworkers, and with the

work itself

At Best Buy, a 0.1%

increase in employee

engagement generates

a $100,000 increase in

gross store revenue*

* Harvard Business Review, October 2010

Passion

Enthusiasm, positive

attitude, and joy

reflected in everyday

actions

Initiative

Don’t wait around to be

“empowered” –

Proceed Until

Apprehended!

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Can one person

who takes

initiative change

your

organization?

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MMFI!

Pride

In your organization, in

your profession, in your

work, and in yourself

Pride is reflected in the answer

to that universal icebreaker

question:

What do you do?

Does the answer convey:

I’m good at what I do.

I love what I do.

I’m proud of what I do.

What I do is important.

What could be more boring than

industrial ventilation systems?

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8 Honey and Glue

Strategies for

Recruiting and

Retention

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Strategy #1

Re-recruit and

culturally engage

the current

medical staff

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Strategy #2

Collect, refine, and

share stories in

multiple ways

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Strategy #3

Make the

hospital’s

“cultural

blueprint” a part

of the recruiting

packet

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Strategy #4

Prepare

candidates to ask

“soft stuff”

questions about

values and culture

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Strategy #5

Prepare

candidates to talk

about their own

values and

expectations

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Strategy #6

Engage hospital

“Spark Plug”

people in the

recruiting sales

process

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Strategy #7

Be clear about

behavioral

expectations

upfront

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Strategy #8

Offer all training

ops to docs and,

where

appropriate, their

family members

People don’t quit a

mission; they only

quit a job.

People don’t leave a

team; they only leave

an organization.

People don’t desert a

leader; they only

desert a boss.

Sometimes it’s more

magic than it is science!