CementingHabitsAnd Routines Together CHARTing the Course Hardwiring Excellence
Goals for Today: • Provide practical strategies schools can use to Hardwire Excellence • Understand how to set expectations for each employee • Increase awareness of the Hardwiring Excellence principles
QuintStuder’s book: “Never under estimate the difference YOU can make” ~ Quint Studer
Hardwired For Excellence Flywheel® •Prescriptive To Do’s •Bottom Line Results (Transparency and Accountability) Purpose, worthwhile work and makinga difference •Self-Motivation
Focus on the 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
Principle 1 Commit to Excellence
Commit to Excellence means … Creating a great place for -staff to work -students and parents to learn -teachers to teach
Principle 2 Measure the Important Things
What to Measure Four things the public (customers) want: • Friendly, caring service • Flexibility • Problem Solving • Solutions
What to Measure Measure… • Meeting evaluations • Open ended and ratings • Use the information to improve • Customer Satisfaction Surveys • Keep it Simple • “What we permit … we promote” ~ Quint Studer
What to Measure Survey should 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.
Survey Creation • Surveymonkey.com • Subscription allows you to create / maintain your surveys • $200 per year – unlimited surveys • Evaluation Services • E-mail electronic version of survey • Principal will receive: • Link to online survey • Adobe version of survey • Link to view results
CHART Expectations: Principal: • Distribute surveys and process data to produce charts and monthly average by the first day of each month; • Results distributed to employees 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 School-Wide Culture Around Service Create a Culture Where Employees… • Feel valued • Manage their own morale • Behave like owners • Are inspired • Servant leadership is the norm
Principle 4 Create and Develop Leaders
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 Phase 5:Leading the Way
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. ~QuintStuder
Principle 5 Focus on Employee Satisfaction
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 • Principal: • Rounding will occur with every employee at least once every 3 months; • Rounding data will be reported each quarter. • Prepare and publish stop light rounding report. • All other employees: • Complete Staff Preference Card • Answer rounding questions honestly.
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 • Specific standards of behavior
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 • Shows coordination between staff • 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 • CHART e-mail • Walkthetalk.com • 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 • Establish Reward system
CHART Expectations: Principal: • Manage up at least 3 employees each month (1 from teachers; 1 from Ed Support; 1 from other District departments) • 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 • Fire-Starter Awards
Top 5 Workplace Incentives Written Thanks From Leader Personal Thanks From Leader Promotion for Performance Public Praise Morale-Building Meetings 1 2 3 4 5 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 Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95
CHART Expectations: Principal: • Write Thank You notes to 4 employees each month (1 to teachers ; 1 to Ed Support; 1 to District departments; 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 (Principal pays for stamps) • Organize annual award meeting 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
When one pebble is dropped into a pond . . . How much of the water feels the impact?
Strategies discussed today: • Establish Expectations based on principles • Meeting Agendas • Meeting Evaluations • Customer Satisfaction surveys • Survey Monkey • Attach to e-mail signature • Rounding Log • Stop light rounding report • Thank you Note log • Fire Starter award • CHART e-mail – (e-mail if you want to participate) • Linkage deadlines