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50 Great Ideas for Finding and Keeping Great People by Joe Tye

50 Great Ideas for Finding and Keeping Great People by Joe Tye

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Published by: Kadek Brahmashiro Wididana on Aug 19, 2009
Copyright:Attribution Non-commercial

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02/06/2013

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50 Great Ideas for Finding and Keeping Great People  page 
2 of 80
 
Bring
The Twelve Core Action Values 
to your organization
The Twelve Core Action Values 
is a comprehensive and systematic curriculum of values-based life and leadership skills. We’ve achieved outstanding results inconducting Strategic Values Initiatives with a wide variety of organizations, rangingfrom hospitals to agricultural cooperatives to Fortune 500 corporations. The leaders of these clients agree with us:
the first step to building a winning team is teachingindividual team members how to think and act like winning players.
To learnmore about how Strategic Values Initiatives work, and the possible benefit to yourorganization, go to:http://www.joetye.com/staged-values-initiatives.html
The Twelve Core Action Values 
has been an important complement to Griffin’spatient-centered philosophy of care. As the number of Spark Plug graduateshas grown, their example has had a positive impact on our workplaceenvironment, which I believe has been one of the factors earning Griffin a placeon
Fortune 
magazine’s roster of America’s
100 Best Companies to Work For 
eachof the past seven years [most recently at position #4 overall]. But moreimportant in my view has been the influence our commitment to
The Twelve Core Action Values 
has had on individuals. I’ve heard from many of our people who, as a result of this training, have made impressive personal changes.”
Patrick Charmel, President and CEO Griffin Hospital and The Planetree Alliance 
 
 
50 Great Ideas for Finding and Keeping Great People  page 
3 of 80
 
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“Hi Joe, my name is Bob, and I’m your worst nightmare.”It was the morning of the first day of a Spark Plug training session on
The Twelve Core Action Values 
at a client hospital. I remembered having seen “Bob” at one of theorientation sessions, though I had not personally met her. Shaking her hand, I said:“So tell me, ‘Bob’ – why are you my worst nightmare?”
 
She replied that she was an intensive care unit nurse, and that B.O.B. stood for “BitterOld Bitch,” a title she’d earned through many years of being what she called “thecounterweight of realism to the administration’s Pollyanna routine.”“What on Earth are you doing in this class?” I asked. She replied that she’d beendoing a lot of thinking since the orientation session, and had decided it might be timefor a name change. We agreed that she could stay in the course, so long as “Bob”stayed home. She honored that commitment, and at the end of our three days simplysaid, “Thank you, I’m convinced.”About a year later, I ran into the CEO of that hospital at a conference. “How’s ‘Bob’ doing?” I asked. He told me that at the time of our training, he’d been actively working with his human resources department to move her out of the organization, but thatnow he would hate to lose her. She had become, he told me, a real informal leader onher unit and within the Spark Plug group, and a role model of self-transformation. “I would hate to lose her,” he said. Not only that, he continued, he also knew that thingshad improved for “Bob” on her home front.When you consider that the cost to a hospital of replacing one registered nurse isestimated to be $60,000 or more (
much 
more for an ICU nurse), this was obviously agood investment for the hospital. But more important was the transformation of “Bob,” and the impact of that transformation upon others in her work unit (not tomention others at home). Had that transformation not occurred, the cost of keeping“Bob” on the job might have ultimately outweighed the cost of needing to replace her,not least because her toxic negativity could have driven other good people away (infact, according to the CEO, had in the past done exactly that).

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