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Support Services Department- Leadership Teams

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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 Resources Worksheet 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 improve A “1” would mean a complete overhaul and redesign is needed to fix/improve the department Worksheet 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… Name Department Position Why you are here? Why are you on this team?

5 Worksheet C

6 Housekeeping… Meeting Dates: Lunch/breaks
October 27th December 8th February 15th April 3rd Lunch/breaks Materials (binders & booklets) Web site list

7 Outcomes/Purpose To align departments to the District plan
To empower Department Leadership Teams (DLTs) to set and communicate direction within their department To 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 Objectives 1.) Make the department work better and 2.) Make the department a better place to work

9 Why Department Leadership Teams?
To reach the desired state Shared leadership Common vision & mission Laser-like focus & Alignment Improved 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 Questions Responses What 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 Resources Worksheet D

14 There is nothing less useful than to do a little better that which should not be done at all
-Peter Drucker

15 What Are Your Department’s…
Big Rocks?

16 In Your Department… Important vs. urgent? What are OUR priorities?
How do we get to the critical few? Getting the big rocks in the jar first Paradigm shift!

17 Focus

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 over and 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 Division Goals and Measures Goals and Measures Aim of the Division Aligned 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?

27 Resources

28 (Your Department’s Mission Statement Here)
(Your Department’s SMART Goals Here)

29 An Example… Worksheet H

30 Worksheet G


32 Planning for Employee Input
Table Resources Planning for Employee Input Who 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)
Brainstorming Affinity Diagram Nominal Group Technique Let’s try out the tools!

34 Mission Statement Questions?
Who is our customer? do we serve? What value do we add to the District? is our purpose & function? How will we approach our work? do we want to be perceived by others? Table Resources Worksheet I

35 Goal Questions? What should 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 page Mission & Goals Bring the 1st draft of your Plan on a Page

37 December 8th Agenda Sharing 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 Measures Introduction to the 4 Quality Levels for support service departments

38 Evaluate today’s meeting using the quality quadrant
Table Resources Questions & Comments? Evaluate today’s meeting using the quality quadrant

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