CHARTing the Course

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CHARTing the Course
ChangingHabitsAnd Routines Together

• Hardwiring Excellence

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Goals for Today

• Develop an understanding of what it takes to move
  from Good to Great
• Know what you can expect from leadership
• Understand what is expected from each employee
• Increase awareness of the Hardwiring Excellence
  principles

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Quint Studers book
Never under estimate the difference YOU can
make Quint Studer
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Hardwired For Excellence Flywheel
Prescriptive To Dos
Bottom Line Results (Transparency
and Accountability)
Purpose, worthwhile work and makinga difference
Self-Motivation
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Nine Principles

Build Individual Accountability
Commit to Excellence
Measure the Important Things
Align Behaviors with Goals and Values
Build a Culture Around Service
Communicate at All Levels
Create and Develop Great Leaders
Recognize and Reward Success
Focus on Employee Satisfaction
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Principle 1
Commit to Excellence
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Escambia School District Pillars and Strategic
Goals
Goal 6 Provide for a highly competent and
diverse staff.
Goal 5 Increase public support and awareness
for the value of the teaching profession and
public education. Goal 7 Utilize resources to
their maximum potential.
Goal 3 Maximize opportunities for families to
prepare children for kindergarten Goal 8
Provide avenues for community and parent
participation..
Goal 1Lay a foundation for continuous learning
that allows all students to achieve their maximum
potential. Goal 2 Prepare students for the work
force...
Goal 4 Provide a safe and welcoming environment.
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Good to Great means
creating a great place for
-staff to work -students and parents to learn
-teachers to teach
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Principle 2
Measure the Important Things
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Why Measure

• Measurement
• Supports district goals and aligns desired
  behaviors
• Holds the system and people accountable
• Results energize the organization
• What we permit we promote Quint Studer

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How to Measure . . . launching

• Customer Satisfaction Survey
• Collect data from all customers
• District staff
• School staff
• Parents
• Students

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What to Measure

• Four things the public (customers) want
• Friendly, caring service
• Flexibility
• Problem Solving
• Solutions

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What to Measure
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What to Measure

• Survey will be available in BOTH paper and online
  formats
• All employees are responsible for distribution of
  surveys.
• Signature block of e-mail will link to on-line
  survey.

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CHART Expectations

• Director
• Distribute surveys and process data to produce
  charts and monthly average by the first day of
  each month
• Results placed on web page and distributed to
  departments
• All other employees
• Distribute surveys for interactions with
  customers
• Place the survey link to the signature block of
  e-mail
• Review department data for areas to improve

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Principle 3
Build A Culture Around Service
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Build a District-Wide Culture Around Service

• Create a Culture Where Employees
• Feel valued
• Manage their own morale
• Behave like owners
• Are inspired

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Principle 4
Create and Develop Leaders
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Phases of Change
Phase 1 The Honeymoon
Phase 2 Reality Sets In
Phase 3 The Uncomfortable Gap
Phase 4 Consistency
Phase 5 Leading the Way
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Phase 5Leading the Way

• Good to Great
• Employees have purpose
• Employees develop and implement leadership
• Customers seek you for help
• Employees want to work in your department
• Realize you are changing education for the better
• What others see as impossible is being achieved

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Leadership Development Barriers and Excuses

• We dont need to
• We dont have enough time
• We cant be gone from the department
• What more do I need to learn?
• Its too costly!
• We already do it

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High / Middle / Low Performers

• We have learned that the reluctance to address
  low/sub-par performance keep an organization from
  being the best.
• Quint Studer

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Principle 5
Focus on Employee Satisfaction
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Rounding for Outcomes
Rounding with Employees Concern and Care
Rounding with Employees What is Working Well
Rounding with Employees People to Recognize
Rounding with Employees Systems to Improve
Rounding with Employees Tools and Equipment
Rounding with Employees Follow-up
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Rounding

• Questions to expect
• What is working well?
• Is there anyone that should be recognized for
  great work?
• What needs improvement?
• Do you have the basic tools and supplies for
  doing your job?
• Is there anything I need to help you with?

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CHART Expectations

• Director
• Rounding will occur with every employee at least
  once every 3 months
• Rounding data will be reported each quarter.
• Prepare and publish analysis of employee
  satisfaction survey.
• All other employees
• Complete Employee satisfaction survey leave it
  before you leave TODAY.
• Answer rounding questions honestly.

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CHART Expectations

• All other employees
• Attend full group staff meetings (scheduled every
  quarter)
• November 14, 2007 Room 153 FDLRS
• December 17, 2007 Room 160
  (Christmas Luncheon)
• February 20, 2008 Room 152 FDLRS
• May 14, 2008 - Room 153 FDLRS
• July 16, 2007 TBD (Department
  Awards)
• All staff meetings to begin promptly at 200 PM.
• Each department should be prepared to present
  data and Whats Right

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Principle 6
Build Individual Accountability
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Owning not renting
Take Ownership of Your Development
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Dont Wait for Others to Lead the Way

• What am I doing well?
• What can I be doing better?
• Are my priorities in place?
• Is there some training that would be helpful
  for me in my development?

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Individual Accountability

• Evaluation is NOT an annual event it becomes a
  daily event
• Harvest Bright Ideas
• Employees who act like owners
• Dont wait for The Boss to tell you to do the
  right thing

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Principle 7
Align Behaviors with Goals and Values
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Personal Accountability

• Starts with senior staff, directors and
  principals
• Specific objective goals
• Behaviors / goals match districts goal
• Servant leadership

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Principle 8
Communicate at All Levels
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Communication Fundamentals
A
Acknowledge
I
Introduce
D
Duration
E
Explanation
T
Thank You
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Managing Up

• Positioning Others in a Positive Light . . .
• Makes you better
• Makes your organization better
• Aligns everyone
• Manage Up when . . .
• Things are going well
• You need to recognize specific goals and
  direction
• Your co-workers deserve praise

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Advantages of Managing Up

• Customer feels better about their next
  interaction.
• Customer feels more at ease with a handoff, thus
  the coordination of services is smoother.
• Staff member managed up has a head start in
  winning confidence.

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Advantages of Managing Up Other Departments

• Reinforces coordination of care and teamwork.
• Positions other department or employee to win the
  customer over.
• Decreases anxiety and concern.

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Advantages of Managing Up

• Shows coordination between district staff and
  school
• Decreases anxiety and concern
• Hardwires positive word of mouth
• Emphasizes team
• Reinforces coordination of care and teamwork.
• Positions other department or employee to win the
  customer over.

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Communication Suggestions

• Carry wins back to your department
• Spotlight high performers Dont be afraid to
  specifically acknowledge winners!
• Bring successes to meetings
• Relish the success of others
• Put your ego in your pocket
• Stop We / They
• Communication boards

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CHART Expectations

• Director
• Manage up at least 3 employees each month (1 from
  Evaluation Services 1 from other District
  departments 1 from Schools)
• Record on log.
• Anyone can ask to see log
• All other employees
• Manage up at least one employee each month.
  Record on log.
• Create a communication board in each department.
  
• Complete and return Staff Preference Sheet.

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Principle 9
Recognize and Reward Success
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Recognize and Reward Behavior

• Reinforces positive behavior
• Creates role models for other staff
• Shows staff how they can make a difference
• Creates improved results across all Five Pillars

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Top 5 Workplace Incentives
Written Thanks From Leader Personal Thanks From
Leader Promotion for Performance Public
Praise Morale-Building Meetings
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2
3
4
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Study conducted by Dr. Gerald Graham, Management
Professor at Wichita State University Motivating
Todays Employees, Bob Nelson Talent, 1998
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Reality

• People like specific feedback
• Complimented and recognized behavior will be
  repeated
• There is more to a job than pay!
• It is okay to be uncomfortable as you begin to
  compliment

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Compliment to Criticism Ratio
3 to 1 3 compliments 1 criticism Positive!
2 to 1 2 compliments 1 criticism Neutral
1 to 1 1 compliment 1 criticism Negative
Source Tom Connellan, Inside the Magic
Kingdom, pgs 91-95
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CHART Expectations

• Director
• Write Thank You notes to 4 employees each month
  (1 from Evaluation Services 1 from other
  District departments 1 from Schools, 1 to any
  group)
• Record on log. Anyone can ask to see log
• Thank you notes must be handwritten and mailed to
  home address of employee (Director pays for
  stamps)
• Organize annual award meeting (July 16, 2007)
• All other employees
• Thank you note to at least one employee each
  month.
• Record on log.
• Thank you notes may be typed or sent via e-mail.
• Each individual works to create a work
  environment that utilizes the 31 compliment to
  criticism ratio

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Never Underestimate the Difference You Can Make
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When one pebble is dropped into a pond . . . How
much of the water feels the impact?
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Review Expectations