honey & glue - values-based recruiting & retention strategies
DESCRIPTION
Slides used by Values Coach CEO Joe Tye in a presentation for annual conference of NAPR and NALTO in Phoenix on 4-13-12TRANSCRIPT
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.
3
Key goals of this
presentation*….
*And all in 90 minutes!
4
Goal #1
Help you help
hospitals recruit
doctors and other
providers
5
Goal #2
Help you help
doctors and other
providers be more
marketable
6
Goal #3
Help you help
yourself build a
more productive &
profitable business
7
But first…
Healthcare Economy
You
Question #1
When did the
healthcare
crisis begin?
Question #2
When will the
healthcare
crisis end?
19
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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25
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27
28
18 reasons why
this “soft stuff” is
important to you
and your
business…
29
6 ways this will
help you in your
work with
hospitals…
30
Reason #1
You will help the
hospital establish
trust-ability
31
Reason #2
You will help
establish positive
mutual
expectations
32
Reason #3
You can relate
cultural
dimensions of
quality, safety, and
satisfaction
33
Reason #4
Enhance MD-RN
relationships
within client
hospitals
34
Reason #5
Enhance hospital’s
risk management
screening
35
Reason #6
Engage providers
in cultural change
process from the
start
36
6 ways this will
help you in your
work with
providers…
37
Reason #7
Prepare them to
ask savvy
questions about
values and culture
38
Reason #8
Help providers
develop important
leadership skills
39
Reason #9
Prevent
personality-culture
mismatch
40
Reason #10
Help providers
build a more
successful practice
themselves
41
Reason #11
Engage family
members in a
discussion of
values and culture
42
Reason #12
Help providers
cultivate the
personal resilience
needed today
43
6 ways this will
help you in
running your own
business…
44
Reason #13
Establish
competitive
distinction in
your market
45
Reason #14
Sharpen your
company culture
so it can “eat
strategy for lunch”
46
Reason #15
More effectively
coach providers as
candidates
47
Reason #16
More effectively
consult with
clients as
employers
48
Reason #17
Enhance client
loyalty (know, like,
trust, and respect)
49
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
67
How do you
spell
Clueless
Right brain lean
70
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.
80
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)
101
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…
139
A positive workplace
culture begins with
intolerance for toxic
emotional negativity.
140
“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?
184
8 Honey and Glue
Strategies for
Recruiting and
Retention
185
Strategy #1
Re-recruit and
culturally engage
the current
medical staff
186
Strategy #2
Collect, refine, and
share stories in
multiple ways
187
Strategy #3
Make the
hospital’s
“cultural
blueprint” a part
of the recruiting
packet
188
Strategy #4
Prepare
candidates to ask
“soft stuff”
questions about
values and culture
189
Strategy #5
Prepare
candidates to talk
about their own
values and
expectations
190
Strategy #6
Engage hospital
“Spark Plug”
people in the
recruiting sales
process
191
Strategy #7
Be clear about
behavioral
expectations
upfront
192
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!