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A Different Approach to Changing Culture

The culture change movement in long-term care attempts to foster an atmosphere where residents come first. Consequently, many of today’s culture change efforts begin with dining enhancement and other operations affecting the residents. However, that approach has not consistently produced the desired results.

The reason is simple: culture is created by the standards of behavior that are modeled by the top management. Residents can not come first in an organization where in-fighting, disrespect, and complaining are an accepted way of life, as is the case in many long-term care organizations. Only management can change these behaviors. Our culture change process begins with the leadership and employees of the organization rather than the residents.

The Role of Core Values and Employee Perception in Culture Change

Culture may be thought of as a pyramid, the foundation of which is formed from the values and beliefs of the organization, many of which are unspoken. Policies and practices come from values. Implementation of those policies and practices results in those culture-defining behaviors the employees witness in their daily work. To change an organization’s behavior, we must change its values.

Our culture change process relies on Core Values as the foundation for a new culture. We help leaders to define their Core Values in terms of behaviors that support them, and behaviors that are detrimental to them. From these behaviors, we create a customized Employee Perception Survey. Then we ask the employees how well the managers have ben living those values. A form of 360o assessment, the Employee Perception Survey is an anonymous feedback mechanism that measures management’s ability to “Walk the Talk” in the eyes of the employees. Feedback from the survey, sometimes painful, always eye-opening, is used as the basis for executive coaching. The purpose of coaching is to help managers become the model for new standards of behavior for all employees. When the leader’s behavior changes, the employee’s behavior follows.

A Difficult Process

“I am aware that what I say and what I mean can be interpreted differently, so I try to be clear. The Executive Coaching helped me professionally more than anything I’ve ever done before. It also had a direct positive impact on the President’s Council.”

Vicki Loucks, Vice President Quality Services
Redstone Highlands Senior Living Communities

Vicki is an executive from an organization that has been engaged in culture change for several years. She was a cheerleader at the beginning of the process, and believed it was in the best interest of the organization. Before the Employee Perception Survey, she believed that she was well-liked, and a very effective leader at modeling the organization’s Core Values of Truth, Teamwork, and Respect for All. However, she was shocked to learn that people thought of her as a dictator and someone who could not be trusted. This painful awareness allowed Vicki to change how she interacted with people on all levels, making her an impressive example for the rest of the organization to follow. She has since become one of the organization’s leading coaches, and regularly discusses her “scars” with other employees to help them through the process. The value of culture change was as significant to Redstone as it was to Vicki personally. Employee turnover was reduced by 25%, agency use was nearly cut in half, and the functioning of the executive council improved.

Our culture change process is not easy, but in the words of David Brinkley, “A successful person is one who can lay a firm foundation with the bricks that others throw at him."

Every organization has a culture. It grows with or without your help. We can help you create the one you want.

 

 

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