Practicing what I call “We-ism” is as valuable a strategic skill as one can possibly imagine.
And there is no better group to learn from than the Mayo Clinic.
(And few better books/chapters to learn from than Leonard Berry & Kent Seltman’s chapter 6, “Hiring for Values,” in Management Lessons From Mayo Clinic
"It became necessary to develop medicine as a cooperative science; the clinician, the specialist, the laboratory workers, the nurses uniting for the good of the patient, each assisting in the elucidation of the problem at hand, and each dependent upon the other for support.”
—Dr. William Mayo, 1910
Yup. Since 1910!
“Competency is irrelevant if we don’t share common values.” —Mayo Clinic exec, from Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7 from Management Lessons From Mayo Clinic
"The personnel committees on all three campuses have become aggressive in addressing the issue of physicians who are not living the Mayo value of exhibiting respectful, collegial behavior to all team members. Some physicians have been suspended without pay or terminated.” —Leonard Barry & Kent Seltman,
Management Lessons from Mayo Clinic
Busting docs who “don’t get it.”
Stunning in the context of the medical profession.
"It The teamwork, partnerships, and integration that I took for granted, the culture of Mayo clinic that permeates this place is incredibly unique.”
“A Mayo surgeon recalled an incident that occurred shortly after he had joined the Mayo surgical staff. He was seeing patients in the Clinic one afternoon when he received from one of the most experienced and renown surgeons on the Mayo Clinic staff. The senior surgeon stated over the phone that that he was in the operating room performing a complex procedure. He explained the findings and asked his junior colleague whether or not what he, the senior was planning seemed appropriate. The junior surgeon was dumbfounded that that he would receive a call like this. Nonetheless, a few minutes of discussion ensued, a decision was made, and the senior surgeon proceeded with the operation. … A major consequence was that the junior surgeon learned the importance of inter-operative consultation for the patient’s benefit even among surgeons with many years of surgical experience.’”
—Leonard Berry & Kent Seltman , “Practicing Team Medicine,” Chapter 3 from
Management Lessons From Mayo Clinic
Sorry, gotta use that word “stunning”
[and a RED exclamation mark] again!
“I am hundreds
of times better here [than in my prior hospital assignment] because of the support system. It’s like you were working in an organism; you are not a single cell when you are out there practicing.’” —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman,
from Management Lessons From Mayo Clinic
… hundreds … of times better here …
Practicing … Us-ism
“Rather than talking at the assembled group [about the work], he went about it from the other direction. He started out by asking people to tell us about what mattered to them. By sharing their stories with each other, people felt more connected—these gatherings became an opportunity to go from ‘me’ to ‘us,’ and from there to ‘what we can do together.’”
—Betsy Myers, on Marshall Ganz working with community
organizers, from Take the Lead: Motivate, Inspire, and
Bring Out the Best in Yourself and Everyone Around You
One more time: Q.E.D.
Step Up To Creating/ Living/ Maintaining an Effective Culture
WSJ/0910.13: “What matters most to a company over time? Strategy or culture?
Dominic Barton, MD, McKinsey & Co.: “Culture.”
“Culture precedes positive results. It doesn’t get tacked on as an afterthought on the way to the victory stand.” —NFL Hall of Fame Coach Bill Walsh
Developing and maintaining an effective culture is a hard-nosed task, anything but ephemeral, and is … LEADER JOB ONE.*
(*For McKinsey, McKinsey’s clients, or the San Francisco 49ers.)
I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. Yet I came to see in my time at IBM that culture isn’t just one aspect of the game—IT IS THE GAME.”
—Lou Gerstner, Who Says Elephants Can’t Dance
As Mr. Analysis, Lou Gerstner, says in no uncertain terms: Culture issues must be squarely addressed.
“It may sound radical, unconventional, and bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is the core belief of our workplace. Joy is the reason my company, Menlo Innovations, a customer software design and development firm in Ann Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our entire team.”
—Richard Sheridan, Joy, Inc.:
How We Built a Workplace People Love
Three hearty cheers!!!!!!!!!!!!!!!
(Think about it.)
Hard is Soft.
Soft is Hard.
In Search of Excellence in six words: The “hard stuff”—numbers, plans—are in fact the flimsy [soft] bits. The “soft stuff”—relationships, people practices, culture—are the bedrock [hard]. That was the core belief animating In Search of Excellence.