Transcript Leader Rounding - Santa Rosa County School District

LDI
September 28, 2010
Dr. Robin Largue
Dr. Janet Pilcher
© 2010 Studer Group
Agenda
Leader Rounding – Update on process and
progress
Roll Out of Employee Engagement Survey Data
Roll Out of Parent Satisfaction Survey Data
Why do we do leader rounding?
Process Improvement – execution and consistency
Reward and Recognition
92% of people respond to reward and recognition
What gets rewarded gets repeated
Communicate things that are right
Be specific
Senior leaders write notes; direct supervisors say it
personally
Leader Rounding
87 percentile – employee rounded on monthly
79 percentile – employee rounded on quarterly
55 percentile – every six months (twice a year)
50 percentile – never rounded on
Rounding for Outcomes - Employees
Concern and Care
What is Working Well
Align Questions
to fit Desired
Outcomes of the
Organization
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Different Purpose than a Classroom
Walkthrough
Purpose of Rounding – to build relationships and
improve processes
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
Verification:
Employee Rounding Log
What is working well?
Employees to recognize?
Any systems needing
improvement?
Do you have the tools and
equipment to do the job?
Anything else I can do for
you right now?
Senior Leader
Scouting Report
Accomplishments
New equipment
Staff to recognize
Current Expense
Management Results
Tough Questions
External Environment
Employee Satisfaction
Parent Satisfaction
Student Achievement
Sample Rounding
Stoplight Report
Steps for Validating Rounding Occurs
Validate on leaders who are your direct reports
Meet with each leader monthly to review
– Rounding Logs
– Stop Light Reports
– And document ways leaders have recognized good
performance and behavior of employees
Who Rounds on Who?
Superintendent rounds on direct reports. When
rounding on departments or in schools get scouting
report from department leader or principal.
Validate direct reports are rounding effectively
Then tell others why you went to particular areas
and what you found
Manage up your work
(cont.)
Senior leaders (assistant superintendents) round
on managers and directors and validate that
managers and directors are rounding on their
direct reports.
Managers and Directors round on employees.
Principals round on teachers and staff.
Table Discussions
How many people have you rounded on?
What have your learned from rounding on
employees?
What questions do you have about rounding?
Have you developed a Stop Light Report?
How did employees respond to the SL Report?
What questions do you have about the SL Report?
Have you used a Scouting Report? If so, when and
how?
Survey and
Survey Roll Out
Process
© 2010 Studer Group
Employee Engagement Survey Process
Administered to employees
September 13 to 24 – Baseline Data
Employees complete survey thinking about their
direct report (the person who does their evaluation)
Analysis by district, by school, by department
– Overall means and frequencies
– Means by question
Leaders roll out survey results to employees
Questions
I have the materials and supplies to do my job.
My principal/supervisor has provided feedback on my
strengths as an employee.
Principal/supervisor led staff meetings make efficient use of
time and are productive.
My principal/supervisor recognizes good performance.
My principal/supervisor demonstrates a genuine concern
for my welfare.
My principal/supervisor makes the best use of available
funds.
Questions continued
My principal/supervisor consults me on the decisions that
affect my job.
The expectations for judging my performance are clear.
My principal/supervisor provides the support needed to
accomplish my work objectives.
My principal/supervisor has provided feedback concerning
areas for improving my performance.
The superintendent is committed to the professional
development of school employees.
The superintendent implements Board policies and
procedures.
Questions Continued
The superintendent uses a variety of methods to promote
effective communication throughout the district.
The superintendent makes informed decisions based on
the best interest of the district.
The superintendent is clear and effective regarding his role
in communicating the vision and mission of the district.
The superintendent has integrity and is honest.
If given a choice, I would recommend that a parent select
this district for his or her child.
Open Ended Questions
What is working well in the school district?
What areas in the school district could be
improved?
Is there anyone in the school district that you would
like to recognize for good work?
Roll Out Process
Tools
Letter to staff stating purpose and inviting
employees to meetings
Process for employees to sign up for meetings
Power Point leaders use to guide the focus group
meetings
Chart paper for meetings
District results and school/department results
provided in the district report
Checklist
Review letter to staff
See Handout
Review Opening for Focus Group Meetings
See Handout
Translate the information in the handout to Power
Point slides you will use with the focus groups
Review Guidelines for Meetings
See Handout
Translate the information in the handout to Power
Point slides you will use with the focus groups
District Results
Overall mean
Areas that are working well
Will add from information in the report
Areas that need improvement
Will add from the information in the report
How You Provide Data to Focus Groups
Review District Results
List the mean scores from highest to lowest
List the three highest mean scores for district
List the three lowest means scores for district
Reviewing Data From Our School
Focus on our school so will exclude superintendent
items
At end of day you will have a chance to add any
additional feedback on any item or areas not on
the survey
Items Focused on Our School
Review School Results
List the mean scores from highest to lowest
– Make a handout
List the three highest mean scores for district
that directly impact our school (excluding
superintendent scores) – put on chart paper
List three lowest scores that directly impact our
school (excluding superintendent scores) – put
on chart paper
Highest Ranked Areas
Why are these items some of the highest scored
items?
What’s working well at our school?
Lowest Ranked Items
Bottom three items (place on chart paper)
Why are these items rated lowest?
What areas could we improve?
Other Comments
Did we miss anything or is there something you
would like to add?
To make sure everyone has a chance to speak I
will go around the room and give everyone about
30 seconds to provide any additional input of
comments. [Go around the room and record
comments on chart paper]
Summary of Areas That Need Improvement
Look at the list of all items on the chart paper
(three ranked items plus others added)
Synthesize and collapse the items into the 6 to 8
most commonly reported concerns
Write those 6 to 8 items on chart paper
Prioritizing Actions
Ask each staff member to put numbers 1, 2, and 3
on top three items. The items that have the highest
number of 1s would be first, second highest
number of 1s second, 3rd highest number of 1s
third.
List the top three items from the activity above,
then ask staff to place a 1, 2, and 3 on the three
items listed.
Prioritizing Actions
Summarize the final list from (number 1, 2, and 3)
for that group. Then write on chart paper the
below:
The three most important areas for growth are: (list
the three in priority order).
Summary Question
Are there specific actions I could take that would
improve my leadership to the degree that if you
were to fill this survey out again, you could rate me
a 5?
[Write the recommendations on chart paper.]
Ending with summary slide connecting back
to purpose
Today, you all have provided valuable input on our strengths, areas
where we need to improve and some specific actions I can do to
make this school a better place to work. By ______, I will follow
up with a summary of the meetings with staff and provide you
with some specific action items that we will do together to
improve our work environment so that our students have every
opportunity to achieve at their highest level.
As you can see there is a great deal to be proud of and challenging
work ahead. I am grateful for the support you have and will
continue to show as we move ahead. I look forward to rolling up
my sleeves and working shoulder – to – shoulder with you to
make our District and school the best it can be.
Thank you for your valuable time and input.
Role Play Survey
Roll Out
© 2010 Studer Group
Assumptions of Role Play
Set the context
Explained what we are doing and why
Role play the results part
District Results
Overall mean – 3.73
School mean – 3.90
District – Areas Working Well
The highest scored item on the survey related to
the superintendent having a vision and mission for
the school district.
Employees felt strongest that their leaders had a
genuine concern for their welfare.
There is little difference between how the
employees view the superintendent’s leadership
and that of their direct supervisor, which could
indicate that leaders are aligned to a common
purpose.
District – Areas Needing Improvement
Hardwire rounding on employees including
validation and accountability of leaders.
Leaders engage with staff in very specific ways to
gain their input and to provide feedback to help
them improve their performance.
Leaders provide staff more specific feedback on
their performance.
How You Provide Data to Focus Groups
Review District Results
List the mean scores from highest to lowest (see
handout)
List the three highest mean scores for district
(put on chart paper)
List the three lowest means scores for district
(put on chart paper)
Reviewing Data From Our School
Focus on our school so will exclude superintendent
items
At end of day you will have a chance to add any
additional feedback on any item or areas not on
the survey
Items Focused on Our School
Review School Results
List the mean scores from highest to lowest (see
handout)
List the three highest mean scores for district
that directly impact our school (excluding
superintendent scores) – put on chart paper
List three lowest score that directly impact our
school (excluding superintendent scores) – put
on chart paper
Highest Ranked Areas
Why are these items some of the highest scored
items? (place on chart paper)
What’s working well at our school?
Lowest Ranked Items
Why are these items rated lowest? (place on chart
paper)
What areas could we improve?
Other Comments
Did we miss anything or is there something you
would like to add?
To make sure everyone has a chance to speak I
will go around the room and give everyone about
30 seconds to provide any additional input of
comments. [Go around the room and record
comments on chart paper]
Summary of Areas That Need Improvement
Look at the list of all items on the chart paper
(three ranked items plus others added)
Synthesize and collapse the items into the 6 to 8
most commonly reported concerns
Write those 6 to 8 items on chart paper
Prioritizing Actions
Ask each staff member to put numbers 1, 2, and 3
on top three items. The items that have the highest
number of 1s would be first, second highest
number of 1s second, 3rd highest number of 1s
third.
List the top three items from the activity above,
then ask staff to place a 1, 2, and 3 on the three
items listed.
Prioritizing Actions
Summarize the final list from (number 1, 2, and 3)
for that group. Then write on chart paper the
below:
The three most important areas for growth are: (list
the three in priority order).
Summary Question
Are there specific actions I could take that would
improve my leadership to the degree that if you
were to fill this survey out again, you could rate me
a 5?
[Write the recommendations on chart paper.]
Ending with summary slide connecting back
to purpose
Today, you all have provided valuable input on our strengths, areas
where we need to improve and some specific actions I can do to
make this school a better place to work. By ______, I will follow
up with a summary of the meetings with staff and provide you
with some specific action items that we will do together to
improve our work environment so that our students have every
opportunity to achieve at their highest level.
As you can see there is a great deal to be proud of and challenging
work ahead. I am grateful for the support you have and will
continue to show as we move ahead. I look forward to rolling up
my sleeves and working shoulder – to – shoulder with you to
make our District and school the best it can be.
Thank you for your valuable time and input.
Questions
© 2010 Studer Group
Roll Out for Parent Survey Results to
Parents
Newsletter home to parents
District Information (get from report)
– District mean
– Areas working well
– Areas needing improvement
School information
– School mean
– Areas working well
– Areas needing improvement
Roll Out Parent Survey Results to Staff
Staff – District report with your school scores from
the Appendix
Have a way for staff to provide input to you on the
results
Working Well
Areas Needing Improvement
What are some ways you can gather staff input on
above at your school?
Roll Out Process
Tools in Toolbox for Employee Engagement
Letter to staff stating purpose and inviting
employees to meetings
Process for employees to sign up for meetings
Power Point leaders use to guide the focus group
meetings
Chart paper for meetings
District results and school/department results
provided in the district report
Checklist
Plan of action to improve
Tools in the Toolbox for Parent Satisfaction
District Report – Results and School Results
Parent Newsletter
Communication Approach to Staff About Parent
Satisfaction
Plan of action to improve