Robert Babb, PT, MBA

LANSDALE QUAKERTOWN MONTGOMERYVILLE TROOPER GLENSIDE

www.ptwinstitute.com

Name of Talk

Harsh Reality

Shift Happens

Eat ShiftCulture = Brand

• The Culture of your organization is a reflection of you

1

• You learn to manage culture, or it will manage you2

• Your organization’s future may depend on the culture 3

Foundation

Goals of Today

• What is the Brand Culture Connection• Culture affects your workspace1

• What others are saying about culture• Culture bus; on or off2

• Why invest3

• Culture in action4

Who’s talking?The Unique Cultures of 10 Hugely Successful Companiesentrepreneur, August 2015

Culture: Why It's The Hottest Topic In Business Today, March 2015

Recruting for Cultural Fit , And why it’s important. July 17, 2015Harvard Business Review

The naked organizationdupress.com/articles/employee-engagement-culture-human-capital-trends-2015

Who Am I?

About PTW

LANSDALE QUAKERTOWN MONTGOMERYVILLE TROOPER GLENSIDE

www.ptwinstitute.com

• Create: People, Positions, Processes

• Lead: through risk and uncertainty, reduce skepticism

• Purpose : Constant/consistent (people, good will, profit)

• Growth: goal oriented– Start with an end in mind

MBA 101What we are told to do for success

What if?

Why care?

• Bottom line• Its trivial• Measurability

Why care?

• Good to Great, Jim Collins

Why care?• Last year (2014) Merriam Webster’s dictionary stated

that ”culture” was the most popular word of the year.

• “it has become one of the most important words in corporate board rooms, and for good reason”

• Gallup’s latest research (2015)– only 31% of employees are engaged at work – 51% are disengaged – The average employee gives their company a C+ (3.1 out of 5) when asked whether they would

recommend their company to a friend• (Deloitte research with Glassdoor).

Definition of culture

• Culture is the unique collection of beliefs and practices that communicates a company’s values, whether or not they’ve been formalized or articulated.

• A well-designed culture unites stakeholders in a shared understanding of "the right thing to do."

• http://www.fastcompany.com/3020929/leadership-now/80-of-companies-dont-care-about-company-culture-do-you

Missing the Boat

Challenges of a good culture• Even if they are on the boat….• Most leaders greatly underestimate how many

repetitions it takes for a message to sink in. – Message of change, policy, needs reinforcement over and

over and over again

• A great culture doesn’t evolve naturally.

Challenges of a good culture

• Poor recite of mission, values, principles• Lack of Persistence • Lack of flexibility• Poor relationships• Poor retention

Challenges of a good culture

Challenges of a good culture: Ownership/Accountability

Change in Culture

• Foundation of a culturized organization?– accountability

Change in Culture

• Five Steps to Managing Cultural Change, Wharton Press

• http://executiveeducation.wharton.upenn.edu/thought-leadership/wharton-at-work/2014/09/managing-culture-change

• Don’t leave culture change to chance — create and manage – http://executiveeducation.wharton.upenn.edu/thought-leadership/

wharton-at-work/2014/09/managing-culture-change#sthash.uu5VroTO.dpuf

• Culture is 24/7

Culture Happens w/ InvestmentBuy In/Invest• Involved• Agree

Comply/Concede• Disagree• Involved

Exempt/Excuse• Agree• Uninvolved

Resist/Resent• Disagree• Uninvolved

“I o

wn

it”“I

don

’t ow

n it

New PT Syndrome

Low ownership, some readiness to change

Ownership, change agent

Ownership, Invested in change

Bus riders

Identify the seatsAccountability in action

See It

Own It

Solve it

Do it

Nothing in your culture will change unless the people in the organization changes the way they think. Meaningful change occurs on the value fulcrum only.

Identify your SeatsAre we leading the right people?

High Performers

Low value drivers

(SHARE)

High Performers

High Value drivers

(INVEST)

Low Performers

Low value drivers

(SHARE)

Low Performers

High Value Drivers

(INVEST, RE-ASSESS, SHARE IF NO CHANGE)

Performance

Cultural Values

Culture Engine“Nothing gets people to change faster than getting them to change about the way they think”

The Art of Reframing; Reviewed by Kelly Sanders in Impact

• “Great leaders can look at the same things through multiple perspectives”• “Have a clear vision of what is needed to achieve success”• “Leaders need to understand 4 key areas of the leadership terrain”

StructuralHuman resourcesPoliticsSymbolic

Servant leadership(is the foundation of leading others in your culture)

• Clarify and Reinforce– Educate others w/ words and actions

• Listen intently and observe closely– Understand the world others live in

• Act as selfless mentors– Boost others

• Demonstrate persistence– Lovingly tenacious, invest in others to educate– Inspire others to lead

• Hold others accountable

Good to Great

• Greatness is an inherently dynamic process, not an endpoint. The moment you think of yourself as great, your slide toward mediocrity will have already begun”– If you want greatness for your organization,

working the culture becomes your number one priority

To enthusiastically deliver quality driven physical therapy and quantifiable

fitness programs and services to our valued customers

while exceeding their expectations

and forming meaningful

relationships.

Mission

Values built into our Mission• Enthusiastic

– Purpose, Passion, Fun• Quality Drive

– Empathy, Evidence Driven• Quantifiable

– Measure, Celebrate Success• Value your customers;

– Servant Mentality, – adaptable, flexible

• Exceed expectations– Delight our customer, Raving Customers

• Form Meaningful relations– Engage, Empathy, use the resources

• Remain profitable– Successful outcomes

Our Valued Customers are:

Anyone in contact or potentially in contact, any other person or entity that has a stake in what PTW has to offer, including:

Customers exploring (walk in tours and phone calls) Current and past patients and customers Medical professionals Case managers, insurance companies, lawyers Community organizations Sports teams And much more!

PTW Mission Defined:

• Values– Webster's: Ideas of a traditional or conservative kind which are held

to promote the sound functioning of an organization and to strengthen the fabric of society • Morals, Standards, ethics, and ideas that build the

foundation of your decision making throughout the organization.

– Success: you need to practice them every day, to every person, at every level.

– Values are set from “Tone at the Top”, making company culture transparent in most organizations.

Shift happensAlign vision with Organizational values

How to implement• Who is on the bus

• Do it 10• Solve it 9• Own it 8• See it 7

• Wait and see 6• Cover your tail 5• Confusion 4• Finger pointing 3• Its not my job 2• Ignore it 1

Accountability not in actionObserve behaviors

Poor Culture

Finger Pointing

Cover your tail

Its not my job Ignore

Wait and see

Tell me what to

do

Line of Accountabilityabove or below

See It

Own It

Solve it

Do it

Poor Culture

Finger Pointing

Cover your tail

Its not my job Ignore

Wait and see

Tell me what to

do

Implementing your culture

• What type of culture do you have now• Re establish your mission• Identify Values• Guiding principles

Dysfunctional• Conflict, disagreement• Rudeness to each other,

customers• Managing by intimidation• Tension, bullying

Tension environment• Tension– Cliques, isolation of teammates, customers– Jokes of sexual/political in nature– Roles and efforts are undermined– Gossip is prevalent, permitted– Poor leadership

Acknowledgment level

• Respect is communicated often• Leaders and team members pro actively

engage peers• Credit giving willingly

• Still Not Good Enough!• Keep working on it

Civility Environment• Consistent sanity• Work relations are professional• Formal, diplomatic, maybe distant• Work environment psychologically safe and

respectful• AVERAGE

Validation level

• Workplace inspiration• Credit giving for achievements• Responsibility given for the engaged• Players act independently and cooperatively– Accountability– See it, own it, act on it

Goal• Invest our time in energy of communications,

coaching, and celebration of desired culture– High performers, High value drivers

• invest in, compensate, celebrate them– High performers, Low Value drivers

• Self servers, missing commitments to culture/values, share with the competition

– Low performers, low value drivers• share with the competition, lovingly set free

– Low performers, high value: guide, mentor, invest, re assess, guide again, share with the competition if no willing to practice with performance

What is the Culture like now?• Dysfunctional• Tension• Civility• Acknowledgement• Validation

• How do we surround ourselves with the right people?• How do we get to work for folks that work for the

common cause?• How do we communicate what the common cause it?

How do we hire the Right one?

More reason to invest in Culture

• It will manage you if you don’t manage it• You won’t have to fire folks (3 in 14 years)• References from good to great• References from Culture Engine• References from

How to change Culture

More reason to invest in Culture

• High staff turnover through surprise• Low staff turnover with high fire rate• You have partial performers who put your

organization into disarray• You have low staff morale• You have hesitancy to share your patients

with colleagues

ProblemsYou have no mission, values and identified principles for your people to decide how to behave

(you have a lot of notes to write)OR

You have a missionYou have valuesYou have principles or behaviors

You manage by announcement• Leaders do a good job defining purpose or policies, procedures• They publish and announce details, and expect employees to

automatically align to them

Reference: Culture Engine (2/3 rule, have mission, don’t know it)

Brand-CultureWhat others have said

• Harvard Business Review, Bill Taylor• https://hbr.org/2010/09/brand-is-culture-culture-is-br

• Can’t think about your customers unless you think about your people• It is about caring more than other companies

– about customer– about colleagues

• Its about how the organization conducts itself in a world with endless opportunities to cut corners and compromise on values.

• Its what helps you stand out among your customers, and stand out from the crowd in a hyper-competitive marketplace.

• The “power couple” inside the best companies, is an iron-clad partnership between marketing leadership and HR leadership.

• Your brand is your culture, your culture is your brand

Health Care is Changing

Brands losing

• Your culture is identified by your value systems• The closer your values are aligned with

mainstream and successfully culturized, the more value you create (Shultz)

Brands down and out, came back

71 87 92 2011

Why Culture builds your Brand

• Company beliefs should be integrated into the fabric of the brand

• In order for any brand to survive in competitive society, it must be unique

• The employees of the organization make it unique

• The brand must give the audience a reason to believe

• It must offer a crystal clear benefit to the consumers

• In other words, all your staff (of independent thinkers) needs to share the same values

More reasons to invest in Culture

• Companies with strong culture– Gore (we don’t manage people)– J & J (Credo) - Progressive– Netflix (Manifesto) – Disney - Chick Fil A– Twitter– Southwest Airlines, Wegmans, REI, Citrix, Nike– Zappos

– AMAZON??

Principles that guide our practice

Minimize non essential conversationUse forms, close endeds to your advantageGuide conversations

Kitchen Table Conversation

Spotless

Lasting Impressions

Consider yourself dumb

Principles that guide our practice

Follow the leads

Fun

Urgency

Anticipate

Have a plan

SummaryCulture beats Scheme

ImplementationConstant reminder and reference

Tone at the topACCOUNTABILITY

THANK YOU

The Unique Cultures of 10 Hugely Successful Companies http://www.entrepreneur.com/article/249293 Culture: Why It's The Hottest Topic In Business Today, Forbes, March 2015http://www.forbes.com/sites/joshbersin/2015/03/13/culture-why-its-the-hottest-topic-in-business-today/ Netflix Manifestohttp://www.slideshare.net/reed2001/culture-1798664 Recruiting for cultural fit, Harvard Business Review, July 2015https://hbr.org/2015/07/recruiting-for-cultural-fit Culture and Engagement, The Naked Organization, Deloitte Press, 2015http://dupress.com/articles/employee-engagement-culture-human-capital-trends-2015/ Good to Great, Collins

Five Steps to Managing Cultural Change, Wharton Presshttp://executiveeducation.wharton.upenn.edu/thought-leadership/wharton-at-work/2014/09/managing-culture-change Change the Culture, Conners Smithhttp://www.amazon.com/Change-Culture-Game-Breakthrough-Organization/dp/1591845394/ref=pd_sim_14_2?ie=UTF8&refRID=0FAMKE0RTSZ4Y3S8CTGY&dpSrc=sims&preST=_AC_UL320_SR208%2C320_ Journey to the Emerald City, Connershttp://www.amazon.com/Journey-Emerald-City-Roger-Connors/dp/073520358X/ref=sr_1_1?s=books&ie=UTF8&qid=1442067155&sr=1-1&keywords=journey+to+the+emerald+city The Culture EngineA Framework for Driving Results, Inspiring Employees, and Transforming your WorkspaceEdmunds http://www.amazon.com/Culture-Engine-Framework-Inspiring-Transforming/dp/1118947320/ref=sr_1_1?s=books&ie=UTF8&qid=1442068399&sr=1-1&keywords=the+culture+engine

The EndThanks for listening