Transcript Slide 1

©2012 Ronald D. Pollock

Retired 2010, Director of Career Services, School of
Information, The University of Texas at Austin

Retired, U.S. Army, 1999

Positions with: J.C. Penney Company, Savin Corporation,
Comal Broadcasting, Texas Veterans Commission, EER
Systems Inc.

MLIS, The University of Texas at Austin

Texas Library Association, Past Chair:
 Professional Recruitment and Retention
Committee
 Continuing Education and Development
Committee

Current Involvement:
 Planning Committee & Subject Matter Expert,
Williamson County Institute for Excellence in
Nonprofits
 Advisory Board, Judge, Trainer: University of
Texas Center for Performance Excellence
 Scholarship Committee Member: University
of Texas Alumni Association
©2012 Ronald D. Pollock
I hope this session will provide ideas
that will lead to a better understanding
of how to lead and manage the library
in the most efficient, cost-effective
manner possible.
©2012 Ronald D. Pollock
● Become familiar an approach to performance excellence.
● Understand:
 Why performance excellence applies to all sizes of
organizations
 How to maximize increasingly rare resources.
 How planning for the future determines what you do
today
 How to look at your library as a “work system”
approach
 How assessments (internal/external) can lead to
improved performance.
©2012 Ronald D. Pollock
The term “performance excellence”
refers to an integrated approach to
organizational management that
results in
1) delivery of ever-improving value to
customers and stakeholders,
contributing to organizational
sustainability
2) improvement of overall
organizational effectiveness and
capabilities
3) organizational and personal
learning
©2012 Ronald D. Pollock
“. . . based on the principle that all things are created twice.
There’s a mental or first creation, and a physical or second
creation to all things. . .”
“You work with ideas. You work with your mind until you get
a clear image of what you want to build. Then you reduce it to
blueprint and develop construction plans. . .”
“You have to make sure that blueprint, the first creation, is
really what you want, that you’ve thought everything through.
Then you put it into bricks and mortar. Each day you go to
the construction shed and pull out the blueprint to get
marching orders for the day. You begin with the end in mind.”
Covey, Stephen R. The 7 Habits of Highly Effective People, 1989. Page 99.
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
"It's not hard to make decisions when you know what your
values are."
Roy Disney (1893 - 1971): Walt Disney's elder brother and the financier of his efforts
"Your beliefs become your thoughts. Your thoughts become
your words. Your words become your actions. Your actions
become your habits. Your habits become your values. Your
values become your destiny."
Mahatma Gandhi (1869 - 1948): Indian political and spiritual leader
©2012 Ronald D. Pollock
• Visionary leadership
• Customer-driven
excellence
• Organizational and
personal learning
• Valuing workforce
members and partners
• Agility
•
•
•
•
•
Focus on the future
Managing for innovation
Management by fact
Societal responsibility
Focus on results and
creating value
• Systems perspective
©2012 Ronald D. Pollock
The Baldrige Criteria for Performance Excellence provide a
framework for the effective management of an organization,
as well as for understanding organizational strengths and
opportunities for improvement needed for planning efforts.
©2012 Ronald D. Pollock
Leadership
Triad
Organizational Profile:
Environment, Relationships, & Strategic Situation
2
Strategic Planning
Results
Triad
5
Workforce Focus
1
Leadership
7
Results
3
Customer Focus
6
Operations Focus
4
Measurement, Analysis, and Knowledge Management
©2012 Ronald D. Pollock
● Provides a snapshot of the organization
 The key influences on how to operate
 The key challenges it faces
● Describes the organization’s
 Operating environment
 Key relationships with customers,
suppliers, partners, stakeholders
 Competitive environment
 Key strategic challenges and
advantages
 System for performance improvement
©2012 Ronald D. Pollock
What are your key organizational characteristics?
1. Describe your organization’s operating environment and your key
relationships with customers, suppliers, partners, and stakeholders.
a. Organizational Environment
1) Product offerings
2) Vision and mission
3) Workforce profile
4) Assets
5) Regulatory requirements
b. Organizational Relationships
1) Organizational structure
2) Customers and stakeholders
3) Suppliers and partners
©2012 Ronald D. Pollock
What is your organization’s strategic situation?
2. Describe your organization’s competitive environment,
your key strategic challenges and advantages, and your
system for performance improvement.
b. Competitive Environment
1) Competitive Position
2) Competitiveness Changes
3) Comparative Data
©2012 Ronald D. Pollock
What value do you see in creating an
Organizational Profile?
• 10 minutes for table discussion
• 5 minutes for reporting results
©2012 Ronald D. Pollock
LEADERSHIP describes the personal actions of senior
leaders that guide and sustain high performance
organizations. They also establish the organization’s
governance system and establish the standards for fulfilling
the organization’s legal, ethical, and moral responsibilities
that support their key communities.
©2012 Ronald D. Pollock
“Management is doing things right; leadership is doing the
right things.”
Peter Drucker (1909 – 2005): Business consultant, author
“Example is leadership.”
Albert Schweitzer (1875 – 1965): Theologian
“Leadership is a matter of having people look at you and gain
confidence, seeing how you react. If you're in control, they're
in control.”
Tom Landry (1924 – 2000): Football coach
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
● Set and deploy the organization’s vision and values
● Promote legal, regulatory, and ethical behavior
● Create a sustainable organization
 Environment focused on performance improvement
 Positive workforce culture and workforce learning
 Develop/enhance future leaders, leadership skills,
organizational learning, succession planning
● Communicate with and engage the workforce
● Focus on actions to accomplish organization’s objectives
● Establish a governance system with performance
evaluation
● Incorporate societal responsibilities and community
support into the organization’s strategy and operations
©2012 Ronald D. Pollock
<VS>
• 10 minutes for table discussion
• 5 minutes for reporting results
Free Leadership Cartoons, http://www.google.com/search?q=free+leadership+cartoons&hl=en&rls=com.microsoft:en-us:IEAddress&rlz=1I7ADBR&prmd=imvns&tbm=isch&tbo=u&source=univ&sa=X&ei=Meb9T9m_OObE2QXC9e2SDg&ved=0CFYQsAQ&biw=1536&bih=788
©2012 Ronald D. Pollock
STRATEGIC PLANNING is a vital activity for long-term
organizational sustainability. It address strategic and action
planning, provides guidelines for the allocation of valuable
resources, establishes how accomplishments are measured and
sustained, and establishes how to change plans if circumstances
require change.
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
● Establish a strategic planning process:
 Collect and analyze relevant data and information
 Address strategic challenges
 Leverage strategic advantages
● Establish key strategic objectives and related goals
● Convert strategic objectives into action plans
 Establish organization’s action plans
 Address resource allocation and workforce requirements
 Describe how action plans are deployed
 Identify key action plan performance measures or indicators
 Project their organization’s future performance relative to key
comparisons on their performance measures or indicators.
©2012 Ronald D. Pollock
Gather
Information
Analyze
Information
Vision
Strengths
Mission
Develop
Strategic
Objectives
Develop Goals
for Each
Objective
3–6
Objectives
1-4 Goals
Develop
Action Plans
for Each Goal
Measure
Results
Time Frame
Timely
Weaknesses
Success
Metrics
Fact Based
Organizational
Profile
Opportunities
Person
Responsible
Establish
Trends
Stakeholder
Feedback
Threats
Regulatory &
Legal Issues
Parent Org
Strategic Plan
Feedback
©2012 Ronald D. Pollock
STRATEGIC
OBJECTIVES
1.
2.
3.
4.
Vision
Strategic Objectives
Goals
Action Plans
GOALS
Plan 1
Goal 1
Plan 2
Plan 3
Objective 1
Goal 2
Goal 3
Goal 1
Vision
ACTION
PLANS
Objective 2
Plan 1
Plan 2
Plan 1
Plan 1
Plan 2
Plan 1
Goal 2
Plan 2
Plan 3
Goal 1
Plan 1
Plan 2
Plan 1
Objective 3
Goal 2
Plan 2
Plan 3
Goal 3
Plan 1
©2012 Ronald
Plan D.
2 Pollock
CUSTOMER FOCUS is the foundation for long-term
success. Organizations must engage their customers by
listening to “the voice of the customer,” building
customer relationships, and using customer information
to improve and identify opportunities for innovation.
©2012 Ronald D. Pollock
“It is not the strongest of the species that survives, nor the
most intelligent, but the one most responsive to change.”
Charles Darwin (1809 – 1899): British naturalist
“Quality in a service or product is not what you put into it. It is
what the client or customer gets out of it.”
Peter Drucker (1909 – 2005): Business consultant, author
“To understand the man, you must first walk a mile in his
moccasin.”
North American Indian Proverb
“Customers don’t expect you to be perfect. They do expect you
to fix things when they go wrong.”
Donald Porter, former V.P. British Airways
“The more you engage with customers the clearer things
become and the easier it is to determine what you should be
doing.”
John Russell, former V.P. Harley Davidson
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
● Listen to current, past, potential, and competitors’
customers to gain actionable satisfaction and dissatisfaction
information
● Identify and innovate product offerings that meet or exceed
customer expectations
● Establish effective communication mechanisms that enable
customers to:
 Seek and receive information
 Provide feedback on products and services
 Provide information for segmenting customers for
current and future products/services
● Build and manage customer relationships
©2012 Ronald D. Pollock
How do the first three criteria interact to
promote performance excellence?
• 10 minutes for table discussion
• 5 minutes for reporting results
©2012 Ronald D. Pollock
Effective MEASUREMENT, ANALYSIS, AND
KNOWLEDGE MANAGEMENT provides the
“brain center” for effective management of
information within the organization. Its
processes produce the key information needed
for effectively measuring, analyzing, and
improving performance and managing
organizational knowledge to drive improvement
and competitiveness.
©2012 Ronald D. Pollock
● Establish processes to determine how the organization will
select, collect, align, and integrate data
● Measure, analyze, review, and improve performance
through the use of data and information at all levels and in
all parts of the organization.
● Build and manage knowledge assets by ensuring accuracy,
integrity and reliability, timeliness, and security and
confidentiality.
● Ensure needed data, information, software, and hardware
are available to the workforce, suppliers, partners,
collaborators, and customers.
● Ensure the hardware and software are reliable, secure, and
user friendly
©2012 Ronald D. Pollock
How important is Measurement,
Analysis and Knowledge Management
to achieving performance excellence?
©2012 Ronald D. Pollock
WORKFORCE FOCUS is the ability
of the organization to assess
workforce capability and capacity
needs and build an environment that
is conducive to high performance. It
also focuses on how the
organization develops the workforce
to utilize its full potential in
alignment with the organization’s
mission, strategy, and action plans.
©2012 Ronald D. Pollock
“If you engage people on a vital, important level, they will
respond.”
Edward Bond, English Playwright
“The secret of my success is a two word answer: Know people.”
“The growth and development of people is the highest calling of
leadership.”
Harvey S. Firestone (1868 – 1938): American Businessman
I am convinced that nothing we do is more important than hiring
and developing people. At the end of the day you bet on people, not
on strategies.
Larry Bossidy, American Businessman
“The conventional definition of management is getting work done
through people, but real management is developing people through
work.”
Agha Hasan Abedi, Pakistani Businessman
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
● Assess workforce capability and capacity needs, including
skills, competencies, and staffing levels
● Recruit, hire, and retain new members while ensuring
diversity of ideas, cultures, and thinking of customers
● Organize the workforce to accomplish the work of the
organization and prepare the workforce for change
● Maintain a safe, secure, and supportive work climate
● Engage, compensate, and/or reward the workforce to
achieve high performance
● Assess workforce engagement and use the results to
achieve higher performance
● Develop the workforce, including leaders, to achieve high
performance.
©2012 Ronald D. Pollock
OPERATIONS FOCUS addresses how the organization
designs, manages, and improves work systems and work
processes to deliver customer value and achieve
organizational success and sustainability. It also addresses
readiness for emergencies.
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
You have to know your processes – as performed on a
daily basis – before you can improve them.
1. Identify the process to be examined
2. Flowchart the process as it is, not as it should be
3. Make a diagram of how the work flows
4. Verify the work
5. Correct immediately an obvious problems identified
“Almost all quality improvement comes via simplification
of design, manufacturing... layout, processes, and
procedures.”
Tom Peters, American Businessman
©2012 Ronald D. Pollock
● Design, manage, and improve work systems to
 deliver customer value
 prepare for potential emergencies
 achieve organizational success and sustainability
● Design, manage, and improve key work processes to
 deliver customer value
 achieve organizational success and sustainability
● Develop an emergency plan for disasters or emergencies
that includes:
 Prevention
 Management
 Continuity of operations
 Recovery
©2012 Ronald D. Pollock
How do the first three categories
Impact Categories 5 and 6?
• 10 minutes for table discussion
• 5 minutes for reporting results
©2012 Ronald D. Pollock
RESULTS provide real-time information for evaluation and
improvement of processes and products aligned with the overall
organizational strategy. It encompasses an objective evaluation
and customers’ evaluation of the organization’s product
offerings, as well of the evaluation of key processes and process
improvement activities: customer focused results; workforce
results; governance, leadership system and societal
responsibility results; and overall financial and market
performance.
©2012 Ronald D. Pollock
● Measure Product and Process outcomes
 Customer-focused product and process results
 Operational process effectiveness results
 Strategy implementation results
● Measure Customer-Focused outcomes
 Customer satisfaction
 Customer engagement
● Measure Workforce-Focused outcomes
 Capacity and capability
 Workforce climate
 Workforce engagement
 Workforce development
©2012 Ronald D. Pollock
● Measure Leadership, Governance, Societal Responsibility
outcomes
 Leadership
 Governance
 Law and Regulation
 Ethics
 Society
● Measure Financial and Market outcomes
 Financial performance
 Marketplace performance
©2012 Ronald D. Pollock
Bar Graphs
Line Graphs
©2012 Ronald D. Pollock
Core values and concepts
provide the foundation
Which are imbedded in
Systematic Processes
Categories 1 – 6
Yielding
Performance Results
Categories 7
©2012 Ronald D. Pollock
How can this approach help you provide
better and more cost effective services
while increasing the value of your
services to the communities you serve?
©2012 Ronald D. Pollock
Why conduct an assessment?
●
●
●
●
●
Identify successes and opportunities for improvement
Jump-start a change initiative or energize current initiatives
Energize the workforce
Focus the organization on common goals
Assess your organization’s performance against other
organizations
● Align your resources with your strategic objectives
● Deliver world-class results
©2012 Ronald D. Pollock
Malcolm Baldrige Performance Excellence Program
Self Assessment Information
http://www.nist.gov/baldrige/enter/self.cfm
2012 Criteria for Performance Excellence
(Business/Nonprofit)
http://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm
©2012 Ronald D. Pollock
©2012 Ronald D. Pollock
Phone: 512-663-6870
E-Mail: [email protected]
©2012 Ronald D. Pollock