Transcript ese.escambia.k12.fl.us

CHARTing the Course
Hardwiring Excellence
Changing
Habits
And
Routines
Together
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
Quint Studer’s book:
“Never under
estimate the
difference YOU
can make”
~ Quint Studer
Hardwired For Excellence
Flywheel
®
• Prescriptive
• Bottom Line
To Do’s
Results
Purpose,
worthwhile work
and making
a difference
• Self-
Motivation
(Transparency and
Accountability)
Nine Principles
®
Commit to
Excellence
Build Individual
Accountability
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
Principle 1
Commit to Excellence
Escambia School District :
Pillars and Strategic Goals
Service
Quality
People
Resources
Environment
Goal 3:
Maximize
opportunities for
families to
prepare children
for kindergarten
Goal 1:
Lay a foundation
for continuous
learning that
allows all
students to
achieve their
maximum
potential.
Goal 6:
Goal 5:
Goal 4:
Provide for a
highly competent
and diverse staff.
Increase public
support and
awareness for the
value of the
teaching
profession and
public education.
Provide a safe and
welcoming
environment.
Goal 8: Provide
avenues for
community and
parent
participation..
Goal 2:
Goal 7:
Prepare students
for the work
force...
Utilize resources
to their maximum
potential.
Good to Great means
…
creating a great place for
-staff to work
-students and parents to learn
-teachers to teach
Principle 2
Measure the
Important Things
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
How to Measure . . . launching
 Customer Satisfaction Survey
 Collect data from all ‘customers’
 District staff
 School staff
 Parents
 Students
What to Measure
Four things the public (customers) want:
 Friendly, caring service
 Flexibility
 Problem Solving
 Solutions
What to Measure
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 online survey.
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
Principle 3
Build A Culture Around
Service
Build a District-Wide Culture Around Service
Create a Culture Where Employees…




Feel valued
Manage their own morale
Behave like owners
Are inspired
Principle 4
Create and
Develop Leaders
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
Phase 5:
Leading 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
Leadership Development
Barriers and Excuses






“We don’t need to”
“We don’t have enough time”
“We can’t be gone from the department”
“What more do I need to learn?”
“It’s too costly!”
“We already do it”
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
Principle 5
Focus on Employee
Satisfaction
Rounding for Outcomes
Concern and Care
What is Working Well
Rounding
with
Employees
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
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?
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.
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 2:00 PM.
•Each department should be prepared to present data and “What’s Right”
Principle 6
Build Individual
Accountability
Owning not renting
Take Ownership of Your Development
Don’t 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?”
Individual Accountability
 Evaluation is NOT an annual event … it
becomes a daily event
 Harvest Bright Ideas
 Employees who act like owners
 Don’t wait for ‘The Boss’ to tell you to do
the right thing
Principle 7
Align Behaviors with
Goals and Values
Personal Accountability
 Starts with senior staff,
directors and principals
 Specific objective goals
 Behaviors / goals match
district’s goal
 Servant leadership
Principle 8
Communicate at
All Levels
Communication Fundamentals
A
Acknowledge
I
Introduce
D
Duration
E
Explanation
T
Thank You
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
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.
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.
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.
Communication Suggestions
 Carry wins back to your department
 Spotlight high performers – Don’t 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
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.
Principle 9
Recognize and
Reward Success
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
Top 5 Workplace Incentives
1
Written Thanks From Leader
2
Personal Thanks From Leader
3
Promotion for Performance
4
Public Praise
5
Morale-Building Meetings
Study conducted by Dr. Gerald Graham, Management Professor at Wichita State University
Motivating Today’s Employees, Bob Nelson
Talent+, 1998
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
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
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 3:1 compliment to criticism ratio
Never Underestimate the
Difference You Can Make
When one pebble is dropped into a pond . . .
How much of the water feels the impact?
Review Expectations