School example:

 
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Situation (2014-Present)

  • Tammy Finch, Director of Education & Curriculum. Patricia Brummitt, Director of Business & Operations

  • NEW 2013 public school, 326 students, K-8th grades. The values process began their 2nd year.

  • 2014 employee “enthusiastic loyalty" was a -3 (eNPS), parent discontent (qualitative, 6-8th grades) was high, and student growth was barely “meeting” state standards

  • Wanted to go from “good to great” - unifying as a mixture of veteran educators new to each other and to leading a school, following a very challenging first year.

Results

  • Enthusiastic loyalty (employee Net Promoter Score) increased by over 800% the second year. In three years, the eNPS rose to a 61.

  • ALL 24 Gallup indicators of parent engagement improved, resulting in a 57 parent Net Promoter Score.

  • Student academic growth rose to “exceeding.” There was a waiting list at all levels.

  • The Expedition School continues to exceed state academic standards. Today it is rated by Niche as one of the best public schools in the state.

 
 
97-100% AGREED OR STRONGLY AGREED WITH EACH ITEM

- I understand how the shared values and behaviors will help my team provide a consistent staff-student-parent experience across our school.
- My principal is a role model and demonstrates the Shared Values and Behaviors on a daily basis.
- I understand I am expected to demonstrate the Shared Values and Behaviors in addition to producing results.
- I am committed to doing my part in adopting the Shared Values and Behaviors
— Anonymous survey of the whole staff, at the midway point in the process
 
 
WHAT IS IT ABOUT THE SCHOOL OR POSITION THAT ATTRACTED YOU?

- “How much everyone wanted to not only create a great environment for the kids but a great environment for the adults as well.”
- “The opportunity to be involved in a wonderful school environment.”
- “I appreciated the philosophy and values of the school and the focus on PBL.”
- “The school’s values.”
— Anonymous follow-up survey of new staff hired, following the process
 

System example: (a patient-centered client of our partner, People Ink)

 
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Situation (2007-Present)

  • Rutitha Fike, CEO. Dr. Gerald Winslow, VP of Mission & Culture

  • 100 year-old institution

  • 13,500 employees in five locations

  • 2006 Gallup patient satisfaction scores at 42%

  • Wanted to go from “good” to “great”

Results

  • After two-years, Gallup scores rose to 86%

  • Turnover from double-digits to single digits in several positions (e.g. environmental services down from 33% to 6%)

  • Values-based hiring used for the new heart hospital start-up

  • 2011 patient satisfaction scores in the new hospital were 99%. (Gallup authenticated)

 
 
Lots of people talk about changing (system) culture. Ann Rhoades knows how to do it.
— Dr. Gerald Winslow, Vice President of Mission and Culture, Loma Linda (California) University Hospitals. [Ann Rhoades is the co-founder of People Ink, partner to Leading Schools Forward.]