creating a cultural blueprint for the invisible architecture of a community college
DESCRIPTION
PowerPoint slides used by Values Coach CEO Joe Tye in his keynote presentation for the Iowa Association of Community College Trustees, including a summary of the Culture Assessment Survey administered to faculty and staff of three Iowa community colleges.TRANSCRIPT
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 CoachValues Coach Inc
Copyright copy 2014 Values Coach
Inc
wwwValuesCoachcomHomework
Imagine me giving you
homework
For my thoughts on the
boardrsquos role in hospital
values google
Joe Tye Ohio Hospital
Association
Why this mattershellip
ldquoOne 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
havenrsquot been discredited as the
others haverdquo
Andy Serwer (Managing Editor of Fortune
magazine in the April 7 2014 edition)
The journey from mere
Accountabilit
y to a culture of
Ownership
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
wwwValuesCoachcomHomework
Imagine me giving you
homework
For my thoughts on the
boardrsquos role in hospital
values google
Joe Tye Ohio Hospital
Association
Why this mattershellip
ldquoOne 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
havenrsquot been discredited as the
others haverdquo
Andy Serwer (Managing Editor of Fortune
magazine in the April 7 2014 edition)
The journey from mere
Accountabilit
y to a culture of
Ownership
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Imagine me giving you
homework
For my thoughts on the
boardrsquos role in hospital
values google
Joe Tye Ohio Hospital
Association
Why this mattershellip
ldquoOne 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
havenrsquot been discredited as the
others haverdquo
Andy Serwer (Managing Editor of Fortune
magazine in the April 7 2014 edition)
The journey from mere
Accountabilit
y to a culture of
Ownership
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
For my thoughts on the
boardrsquos role in hospital
values google
Joe Tye Ohio Hospital
Association
Why this mattershellip
ldquoOne 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
havenrsquot been discredited as the
others haverdquo
Andy Serwer (Managing Editor of Fortune
magazine in the April 7 2014 edition)
The journey from mere
Accountabilit
y to a culture of
Ownership
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Why this mattershellip
ldquoOne 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
havenrsquot been discredited as the
others haverdquo
Andy Serwer (Managing Editor of Fortune
magazine in the April 7 2014 edition)
The journey from mere
Accountabilit
y to a culture of
Ownership
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
ldquoOne 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
havenrsquot been discredited as the
others haverdquo
Andy Serwer (Managing Editor of Fortune
magazine in the April 7 2014 edition)
The journey from mere
Accountabilit
y to a culture of
Ownership
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
The journey from mere
Accountabilit
y to a culture of
Ownership
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
The Accountability Continuum
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Accountability is of
the left brain
10
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Ownership is of the
right brain
11
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Itrsquos the
difference
betweenhellip
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Holding their feet to the fire
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Having them
walk across
hot coals on
their own
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Ac
count
able
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
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
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
You cannot hold people
ldquoaccountablerdquo 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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
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
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Companies that study
employee engagement
consistently find
~ 25 fully engaged
~ 60 not engaged
~ 15 aggressively
disengaged
eg Gallup HR Solutions Press Ganey
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Engaged Spark Plugs
21
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Not Engaged Zombies
22
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Disengaged Vampires
23
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Disengagement
negatively
effectshellip
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Service
quality
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Customer
satisfaction
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Productivity
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Innovation
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Marketing
image
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Turnover (good and bad)
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Job security
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Disengaged people
especially disengaged
managers are a
defect
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
But whatrsquos
even more
tragic
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
It has a life-diminishing
impact on the
disengaged
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
ldquoDisengagement [is]
one of the chief causes
of underachievement
and depressionrdquoEdward M Hallowell MD 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
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
Ownership
Doing what needs to be
done because you expect it
of yourself Ownership
springs from the intrinsic
motivation of personal
pride
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
21767595 views 81966ndash avg 5 stars
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
ldquoWe have hundreds if not thousands of exampleshelliprdquo 816911
41
Who Owns Left Field
41
Who Owns Left Field
Who Owns Left Field
Invisible
Architectur
eldquoInvisible Architecturerdquo is a trademark of Values Coach Inc
Invisible Architecturetrade
is more important
than bricks amp mortar
The Blueprint
Behind the
Blueprinttrade
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Th
e F
ou
nd
ati
on
Core values should define
who you are what you
stand for and what you
wonrsquot stand for
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Invisible Architecturetrade
is more important
than bricks amp mortar
The Blueprint
Behind the
Blueprinttrade
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Th
e F
ou
nd
ati
on
Core values should define
who you are what you
stand for and what you
wonrsquot stand for
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
The Blueprint
Behind the
Blueprinttrade
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Th
e F
ou
nd
ati
on
Core values should define
who you are what you
stand for and what you
wonrsquot stand for
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body
3 stages
Th
e F
ou
nd
ati
on
Core values should define
who you are what you
stand for and what you
wonrsquot stand for
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
3 stages
Th
e F
ou
nd
ati
on
Core values should define
who you are what you
stand for and what you
wonrsquot stand for
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Th
e F
ou
nd
ati
on
Core values should define
who you are what you
stand for and what you
wonrsquot stand for
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Core values should define
who you are what you
stand for and what you
wonrsquot stand for
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
51
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
From the Cypress Semiconductor values
(excerpt)
CYPRESS IS ABOUT WINNING
We do not tolerate losing
We thrive on competing against the worlds 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
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
One of the core values of
Integrated DNA Technologies
Inc
Lessons from best-
in-class values
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Lessons from best-
in-class values
statementshellip
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Lesson 1
Donrsquot use boilerplate and
donrsquot write what you
think others expect ndash
make them authentic and
operationally relevant
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Lesson 2
Core values should not
just be warm fuzzies ndash
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Lesson 5
Organizational core
values should tap into
personal core values
inspiring pride and
commitment ndash and a spirit
of ownership
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
62
ldquoPeople who are clearest
about their personal
vision and values are
significantly more
committed to their
organizationsrdquoJames Kouzes and Barry
Posner
A Leaders 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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
When a critical mass
of people connect
with and act upon
their core values
they will have a
positive impact onhellip
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Th
e S
up
ers
tru
ctu
re
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Which diner is most
likely to earn your
repeat business and
have you recommending
the place to friends and
neighbors
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Orhellip
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
This is not a trick
questionhellip
Itrsquos the reality of
competing today
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Same business
Different cultures
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
People pay to
shop at
Costcohellip
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
People shop at Wal-
Mart because they
donrsquot have to dress up
like they do for the
Dollar Store
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Same business
Different cultures
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Nap
Rap
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Same business
Different cultures
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
10 Reasons Culture
Eats Strategy for
Lunch
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Reason 1
People are loyal
to culture not
to strategy
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Southwest
Airlines didnrsquot
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
A resilient culture was more
important than new strategies
in saving Starbucks
Reason 3
Culture is more
efficient than
strategy
Nordstrom people donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Reason 3
Culture is more
efficient than
strategy
Nordstrom people donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Nordstrom people donrsquot go
above and beyond the call
of duty because itrsquos in a
policy
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Reason 4
Culture creates
competitive
differentiation
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Les Schwab sells the same tires
you can buy anywhere else ndash but no
one can compete with their culture
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
ldquoAdvertising is a tax
you pay on having an
unremarkable culturerdquo
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
As witnessed by one
of the most highly
publicized funerals
of our timehellip
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
What really killed
Hostess was a culture
of labor-management
hostility
Reason 6
When strategy
and culture
collide culture
will win
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Reason 6
When strategy
and culture
collide culture
will win
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Nardellirsquos hard-fisted GE
strategies increased
sales profits and stock
pricehellip
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Reason 7
Cultural miscues
are more
damaging than
strategic ones
Not fixing Dave Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Not fixing Dave Carrollrsquos
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Reason 9
Culture provides a
level of risk prevention
that cannot be
attained with strategy
alone
Wal-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Wal-Martrsquos 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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Sam Walton would
be rolling over in his
grave
Reason 10
Culture will have a
significant impact on
your future bottom
line
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Reason 10
Culture will have a
significant impact on
your future bottom
line
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
ldquoEvery organization has a
culture Unfortunately
many if not most
cultures develop by
happenstancerdquo
Pamela Bilbrey and Brian Jones Ordinary
Greatness Itrsquos Where You Least Expect It
Everywhere
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Culture doesnrsquot change
unless people change
and that is
emotional
work
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Th
e
Inte
rior
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
114
Emotional climate is
determined by what
you expect and what
you toleratehellip
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
116
A positive workplace
culture begins with
intolerance for toxic
emotional negativity
117
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
117
ldquoOne toxically negative
person can drag down
morale and productivity
of an entire work
unitrdquo
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
118
ldquoIt is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
toleratedrdquo
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
119
The real cost of toxic
emotional
negativityhellip
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
gtgtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
$14500 per year
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
122
The simple promise
that will change your
lifehellip
And change your
organizationhellip
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Work sucks
then you
quit
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
The Pickle Challenge
has taken on a life of
its own
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
126
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
So how are our
community
colleges doing
Culture Assessment
Survey Questionnaire
Completed by 525 Faculty
and Staff at Three Iowa
Community Colleges
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Culture Assessment
Survey Questionnaire
Completed by 525 Faculty
and Staff at Three Iowa
Community Colleges
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
6 20
58
307
137
1 Our people are creative productive and enthusiastic about their work and their own personal and profes-
sional development
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
626
63
307
123
2 Our people are fully engaged in their work and committed to the mission of our organization
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
350
437
59
298
125
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
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Really
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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 organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
And if that many people really
do know understand and act
upon your organizationrsquos core
values how do you explain
responses to the next
question
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
20
94 100
236
72
4 Our people reflect positive attitudes treat others with respect and refrain from complaining gossiping
or pointing fingers
241
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
gtgtgtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
I certainly hope that you are
not okay with that
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
7
42
90
282
99
5 Our people assume informal leadership roles by set-ting examples of positive team-building and motivation
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
731
76
265
136
6 Our people help coworkers friends and family mem-bers deal with frustration and adversity in a positive and
constructive manner
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
221
47
278
174
7 Our people are role models of positive leadership in representing our organization in a positive light for the
community at large
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
4
35
137
242
108
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 todayrsquos world
2
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
15
72
107
247
85
9 Our people effectively manage change and are ad-vocates for progress
237
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
In todayrsquos fast-changing
uncertain and hypercompetitive
world you need to embrace and
drive change
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Strongly disagree
Disagree Unsure Agree Strongly agree0
50
100
150
200
250
300
524
77
240
179
10 Our people feel a great sense of pride in being a member of our team
2
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Out of a possible total of
5260 opportunities to mark
ldquostrongly agreerdquo to one of
these 10 questions 1238
(24) respondents did so
That is very good
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Of 10520 opportunities to
mark ldquodisagreerdquo or ldquostrongly
disagreerdquo to one of these 10
questions only 478 (45)
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 canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Building a
culture of
ownership
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
Do you have to start with the
right people on the bus
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
You canrsquot always
choose who you
have on the bus
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
You canrsquot just
throw all the
ldquowrongrdquo 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
gtgtgtgtgtgt
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
gtgtgtgtgtgt
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
gtgtgtgtgtgt
Passion
Enthusiasm
positive attitude
and joy reflected in
everyday actions
The one essential
quality for a
culture of
ownership
gtgtgtgtgtgt
The one essential
quality for a
culture of
ownership
gtgtgtgtgtgt
ldquoIf we each do our
part we will
change our lives for
the betterrdquo
167
ldquoIf we all do our
parts we will
change our
organizations for
the betterrdquo168
ldquoAnd in changing our
organizations we can
change our world for the
betterrdquo
169
- Slide 1
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- Slide 166
- Slide 167
- Slide 168
- Slide 169
-
ldquoIf we each do our
part we will
change our lives for
the betterrdquo
167
ldquoIf we all do our
parts we will
change our
organizations for
the betterrdquo168
ldquoAnd in changing our
organizations we can
change our world for the
betterrdquo
169
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
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- Slide 167
- Slide 168
- Slide 169
-
ldquoIf we all do our
parts we will
change our
organizations for
the betterrdquo168
ldquoAnd in changing our
organizations we can
change our world for the
betterrdquo
169
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Slide 9
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- Slide 162
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- Slide 166
- Slide 167
- Slide 168
- Slide 169
-
ldquoAnd in changing our
organizations we can
change our world for the
betterrdquo
169
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
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-