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Shifting Culture without a Louisville Slugger: Building Trust, Pride, Honesty, and Integrity

Shifting Culture without a Louisville Slugger: Building Trust, Pride, Honesty, and Integrity. Matt Rhodes, R.S. Environmental Health Administrator Louisville Metro Health Department 2006 / 2007. Current Negative Reality. Lazy Slacker Bureaucratic Trouble Heavy Enforcement.

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Shifting Culture without a Louisville Slugger: Building Trust, Pride, Honesty, and Integrity

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  1. Shifting Culture without a Louisville Slugger: Building Trust, Pride, Honesty, and Integrity Matt Rhodes, R.S. Environmental Health Administrator Louisville Metro Health Department 2006 / 2007

  2. Current Negative Reality • Lazy • Slacker • Bureaucratic • Trouble • Heavy Enforcement

  3. Current Negative Reality • Under appreciated • Easy job • Unreasonable • Exploited • Undesirable • Overworked

  4. Current Positive Reality • Knowledgeable • Credentialed • Hard workers • Public Servants

  5. Current Positive Reality • A resource • Helpful • Prideful • Committed

  6. Demand on Resources vs. Waning Personnel Numbers

  7. Morale and Disciplinary Issues

  8. Professionalism following Disciplinary Action

  9. Side Effects Undermining Efforts to Address Fundamental Issue Disciplinary action Morale Fear Employee behavior Symptom Correcting Process B Willingness to commit Level of professionalism R Time and resources Cause Correcting Process B Commitment to Quality Change professional culture Shifting the Burden

  10. Problem Statement: • Why despite the best efforts at hiring, educating, and training environmental health staff is LMHD unable to achieve the expected level of professional behaviors and standards? • Why do employees believe that they can accept mediocrity and rationalize behaviors that prevent a high level of performance?

  11. Problem Statement Cont’d: • Why is there limited accountability to public health goals? • Why have lowered standards become accepted over time? • Why does staff feel that they have no control or input over organizational decisions despite management’s desire to include them?

  12. Shifting Culture • Assessing Core Competencies • Inspiring a Shared Vision • Modeling the Way • Challenging the Process • Enabling Others to Act

  13. Shared Vision • More ideal physical environment • Better response to issues • Improved efficiency • Desired public perception

  14. Code of Integrity Goal: To educate and promote the highest standard of practice in the field of Environmental Health. • Model professional standards of behavior • Recognize and deal with ethical issues • Report unethical conduct and help foster a culture of honesty and accountability

  15. Code of Integrity Headings • Leadership • General Employee Conduct (Office Behavior) • Respect for co-workers • Stewardship of Public Resources • Outside Activities (Actions in the Field) and Employment • Conflicts of InterestGifts, Entertainment, and Favors

  16. Code of Integrity Headings Cont’d • Organizational Funds and Other Assets • Organizational Records and Communications • Dealing with Other Organizations • Prompt Communications and Professional Courtesy • Privacy and Confidentiality • Professional Development • Professional Image • Values

  17. NEXT STEPS • Annual Visioning Sessions • Employee Satisfaction Survey • Customer Satisfaction Survey • Annual Performance Appraisal Review • Quarterly Quality Control Audits

  18. NEXT STEPS Cont’d • Commitment to the process • Core Competency survey • Monitoring individualized progress • Supervisory progress report • Customer satisfaction surveys • Leadership Empowerment Academy for Public Health (LEAPH)

  19. CONCLUSIONS • Changing business model • Work processes continue to change • Resources continue to diminish • Workloads continue to increase • Leadership styles must be flexible

  20. Management Challenges • Model the Way • Establishing written program goals • Environmental Health Solutions business model • Evaluations performed annually • Professional development profiles for each employee.

  21. Management Challenges Cont’d • Connect individual employee actions with national public health goals • Overcoming mental models • Encouraging the Heart by celebrating successes along the way

  22. Special Thanks • Sheila Andersen • Yoofi Crentsil • Debbie Embers • Leslie Jenks • Michelle Montgomery • Judy Nielsen • Faye Saleh

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