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Creating a Professional Learning Community Among Support Staff Duncan F. Klussmann

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1 Creating a Professional Learning Community Among Support Staff Duncan F. Klussmann

2 Question #1 Think of an organization or group you really like being a part of. What was it about that group or organization that you really liked? Share your thoughts with you neighbor.

3 What is a Professional Learning Community? Shared mission, vision, values, and goals Collaborative teams Understanding of current reality Action oriented Continuous improvement Results oriented

4 Shared mission, vision, values, and goals A common belief Initiated by the organizations leader Guides decision-making Resolves conflict Allows the tough discussions

5 Collaborative teams Focus on the team Team oriented recognition If the team succeeds, I succeed

6 Understanding of current reality Confronting the brutal truth Developing self confidence and organizational confidence No blame games

7 Action oriented Do something Do something now

8 Continuous improvement Even the best can improve Recognize the positives

9 Results oriented Focus on outcomes Evaluate the results Remember - mistakes happen

10 Why is developing a professional learning community important? Fifty two percent of survey respondents indicated a desire to change jobs, according to a 2003 study by Spherion Corporation. Among those surveyed, 75 percent indicated the intent to change jobs within the next 12 months. Even more disturbing is the fact that 32 percent of high performers are likely to look for a new job within the next 12 months, according to a survey by USA Today/Sibson Consulting. Eighty-six percent of survey respondents cited work fulfillment and work-life balance as their number one career priority. Conversely, only 35 percent of workers said being successful at work and moving up the ladder were their top priorities. RSM McGladrey, Inc

11 Service First! Plan Our Future

12 Eight Basic Principles of Best-Run Companies (In Search of Excellence, 1982) Bias for Action Staying Close to the Customer Autonomy and Entrepreneurship Productivity through People Hands-on, Value Driven Stick to the Knitting Simple Form, Lean Staff Loose-Tight Properties

13 Simplification (Good to Great, 2001) Great organizations simplify a complex world into at single organizing idea or guiding principle. The guiding principle makes the complex simple, helps focus the attention and energy of the organization on the essentials, and becomes the frame of reference for all decisions.

14 Organizational Excellence Core Competency Customer Service Quality Management Continuous Improvement Employee Development Entrepreneurship Technology Integration

15 Customer Service Know Who Your Customers Are Customer Vs. Stakeholder Service From the Customers Perspective Invisibility of Support Hold Yourself to the Same Standard You Hold Others

16 Quality Management Best Practices and Procedures –The Expert in Your Area –Identify Services Provided and Processes Used –Focus on Safety Focus on Measurable Results Developing Strong Work Teams –Hold Each Other Accountable

17 Quality Management Long-Term Goals – 5 years Performance Objectives – Annual Game Plans – Annual

18 Continuous Improvement Structure Constant Feedback –Surveys –Formal/Informal Conversations –Site Visits Measure the Results Analyze Options Implement the Best Options Educate Your Customer Use No Excuses

19 Technology Integration Develop Your Own Competence Microsoft Office Products Email Departmental Software Continuous Improvement Lifelong Learner

20 Service First! Plan Moving an Organization in the Right Direction into the Future

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