Presentation on theme: "Support Services Department- Leadership Teams"— Presentation transcript:
1 Support Services Department- Leadership Teams Alignment: Setting and Communicating Direction
2 Imagineering… Describe the desired state of your department: How would employees go about their work?What would it look like, sound like, feel like to work in or interact with the department?How would you know if you achieved your ideal state? What would be outcomes or measures?Table ResourcesWorksheet A
3 Are We Satisfied? Table Resources Worksheet B Consensogram: On a scale of 1-10, how satisfied are you with the quality and effectiveness of your department?A “10” would mean we couldn’t possibly improveA “1” would mean a complete overhaul and redesign is needed to fix/improve the departmentWorksheet B
4 Welcome & Introductions As a department…What do you hope are the outcomes of these workshops?What do you want to come away with?As an individual…NameDepartmentPositionWhy you are here? Why are you on this team?
7 Outcomes/Purpose To align departments to the District plan To empower Department Leadership Teams (DLTs) to set and communicate direction within their departmentTo create a department “Plan on a Page”To customize the “4 Quality Levels” that define “continuous improvement” for the department
8 2.) Make the department a better place to work Two Objectives1.) Make the department work betterand2.) Make the department a better place to work
9 Why Department Leadership Teams? To reach the desired stateShared leadershipCommon vision & missionLaser-like focus & AlignmentImproved efficiency and effectiveness
10 What are Your Department’s… Wildly Important Goals?
11 In Your Department… What are your top goals? - How do you know? How much time do you spend on top goals? - How do you know?How do you measure your progress? – What data are you currently collecting?
12 How “effective” can a department be when employees don’t know what the “Wildly Important Goals” are?
13 Self-Assessment Table Resources Worksheet D If you interviewed all employees within the department, how would they respond?Interview QuestionsResponsesWhat are our department’s top goals?How do you know they are our department’s top goals?How much time do you spend on our department’s top goals?How do we measure our department’s progress toward the top goals?Table ResourcesWorksheet D
14 There is nothing less useful than to do a little better that which should not be done at all -Peter Drucker
18 This approach to alignment and continuous improvement requires a paradigm shift… Trying to implement a new paradigm while holding on to the old will not work!
19 Simulation: Using a piece of paper, design a model to fly into the waste basket
20 Look at the words and name the colors you see Look at the words and name the colors you see. Don’t name the words you read.(Read this first ) Paradigm shifts were difficult in Rock Island, as they might be in your organization as well. Here’s an exercise to illustrate concept of paradigm shift.-->As you can see from this brief exercise, paradigm shifts and change can be unsettling.
21 Definition of Insanity “Doing the same things over and overand expecting different results”Anthony Robbins
22 Change Process Rebuild SHOCK Acceptance Depression (Read this first ) Organizations that better understand the change process are more likely to manage the change, rather than be managed by the change itself.--> When going through change, it is important to anticipate bumps in the road and even implementation dips before seeing results.Depression
23 CHANGE is more a matter of CHOICE and WILL than of ABILITY or CAPACITY CHANGE is more a matter of CHOICE and WILL than of ABILITY or CAPACITY. The question is: “Do you really want to?”(Read this first ) We began to discover that… (read slide)
24 Random Acts of Improvement Aim of the DivisionGoals and MeasuresGoals and MeasuresAim of theDivisionAligned Acts of Improvement
25 Getting alignment is sometimes like herding cats
26 It’s About Alignment!Can we get everyone rowing in the same direction?
32 Planning for Employee Input Table ResourcesPlanning for Employee InputWho will be involved?When will the activities take place and input collected?How will input be solicited?Who will facilitate the process?Worksheet K
33 Quality Tools (Getting employee input) BrainstormingAffinity DiagramNominal Group TechniqueLet’s try out the tools!
34 Mission Statement Questions? Whois our customer?do we serve?Whatvalue do we add to the District?is our purpose & function?Howwill we approach our work?do we want to be perceived by others?Table ResourcesWorksheet I
35 Goal Questions?Whatshould our goals be?should we measure?
36 The “To Do” List Next meeting: December 8th Seek input on the creation of the department’s plan on a pageMission & GoalsBring the 1st draft of your Plan on a Page
37 December 8th AgendaSharing the 1st drafts (Department’s Plan on a Page)What do we do with the department plan on a page once we have it?SMART Goals, Action Plans, Key MeasuresIntroduction to the 4 Quality Levels for support service departments
38 Evaluate today’s meeting using the quality quadrant Table ResourcesQuestions & Comments?Evaluate today’s meeting using the quality quadrant