 2004 Minnesota Council for Quality Training for Team Leads and Judges 2004 Award Cycle

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt2 Today’s Agenda  Purpose and objectives  Stage 0: Preparation  Stage 1: Independent Review  Stage 2: Consensus  Stage 3: Site Visit  Feedback Report  Stage 4: Post Site Visit Activities  Improvement Planning  Judging  Evaluation of Today’s Learning

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt3 Today’s Purposes  Ensure that Team Leads and Judges understand the MQA process and deliverables and can teach and mentor evaluators  Improve understanding of roles, responsibilities, procedures, forms and expectations  Improve ability to guide a team  Increase awareness of resources for Team Leads  Convey changes in the process

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt4 Today’s Objectives Team Leads will be able to:  Lead a team from formation through site visit  Ensure quality of the feedback report  Participate in improvement planning  Report to the judges  Help recognize the organization Judges will be able to:  Mentor team/Team Leads from team formation through site visit  Review site visit issues  Edit the feedback report  Present the organization to the Panel of Judges and participate in the Judges’ deliberations  Help recognize the organization

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt5

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 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt7 Stage 0: Preparation Team Lead Role  Team formation and communication  Establish liaison with applicant organization  Establish plans and schedules  Communicate performance expectations  Manage the team process  Report team progress to Lead Judge and Council  Coach individual team members

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt8 Team Dynamics  Forming  Storming  Norming  Performing

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt9 Team Formation and Communication  Team members introduce themselves by  CC: Brian, Kathryn, Lead Judges  Introductory Meeting (real or virtual)  Team Formation  Team Lead role  Team member role  Lead Judge role  Ground rules  Team-specific timeline & deliverables  Site visit calendar

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt10 Setting Ground Rules Some suggestions: u Anyone can mediate. u Respect other opinions. u “Shadow” assignments. Assign evaluators to “shadow” evaluators in other roles. u Writing rule owners. Assign one writing rule to each member of the team. Have that team member check the feedback report for violations of that rule before sending the product to the Council. u Time start and end. Make up agendas for teleconferences as well as for face-to- face meetings. Appoint a time keeper for each meeting. u Have a “parking lot” for ideas. If something is being discussed for too long with no resolution, “park” it and move on to other things. Come back to it later. u Commitment to quality comments early in the process leads to less re-work when preparing the final feedback report. u Don’t be afraid to say, “I don’t know.” Don’t be afraid to ask the Council, Team Leads, or Judge Mentors for help during the process. Speak up – ask questions. Don’t wait. Do it now. u Set aside pride of ownership. If your comment is put “below the line,” it is no reflection on your abilities as an evaluator or your value to the team. Everybody makes mistakes! u Work at the big picture. Don’t get bogged down in the smaller details. u Have fun!

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt11 Liaison with Applicant Organization  Team Lead contacts applicant representative:  Introductions  Exchange contact information  Overview of the process and status  Confirmation of site visit dates  Initial dates for site visit training & planning  Expectations for the applicant representative  Applicant representative’s expectations  Inform team, Lead Judges, and Council of schedule

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt12

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt13 Stage 1: Independent Review Team Lead Role  Communicate performance expectations  Manage the team process  Report team progress to Lead Judge and Council  Coach individual team members  Preview Item 1.1 with Lead Judges  Teleconference with Lead Judges to determine which team members need coaching and who should provide it.  Appropriate coach follows through by contacting evaluators by or phone to provide coaching  Communicate evaluation of 1.1 comments to all team members

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt14 Stage 1: Independent Review Evaluator Role 1. Check for Conflict of Interest – Profile/Org. Chart – contact Council if necessary 2. Summarize Organizational Profile and send to fellow team members within first week  Volunteer consolidates and distributes to team 3. Write comments for Item Send comments from Item 1.1 to Team Leaders and Judges immediately 5. Write comments for Items 1.2 through Compile Expected Results Matrix 7. Write comments for Category 7 8. Complete all comments & expected results table and distribute to team members

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt15 Reviewing Comments for Item 1.1 – Team Leaders & Lead Judges 1. Item 1.1 preview. Comments should  Be tied to the criteria  Follow the writing rules  Have a consistent voice and style  Be written on an appropriate number of Strengths and OFIs (usually 3-5 Strengths and 3-5 OFIs) 2. Team Leaders and Lead Judges consult  Identify need for coaching individual team members  Decide who will do the coaching 3. Provide feedback/coaching to team members as needed

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 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt17 Stage 2: Consensus Team Lead Role u Communicate performance expectations u Manage the team process u Report team progress to Lead Judge and Council u Assign Category Owners u Preview each team member’s work u Coach individual team members u Lead the consensus meeting u Establish plans and schedules for site visit with applicant representative

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt18 Assign Category Owners  Assess knowledge, skills, abilities and interests of team members  Use introductory s each team member sent out  Divide work load  Ask for volunteers  Assign both Category Owners and backups (depending on team size)  Communicate assignments to Team, Council and Lead Judges using Standard Message #3

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt19 Consensus Matrix  Review information from training  Use the Basic, Overall, Multiple Guidelines to determine the appropriate comments for consolidation  Have each Category Owner send the first item consolidated to the Team Leads and the Lead Judges for review, feedback, and coaching as needed

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt20 Lead the Consensus Meeting  Arrange for the facility, meals, equipment, parking, directions, security, etc.  Set the agenda and timeline to conclude by 5:00 PM with the last 2 hours as site visit training  Inform the Council and applicant representative of site & date to arrange site-visit training  Set & communicate expectations for Category/Item Owners  Facilitate timely progress through the agenda  Assign follow-up actions  Have Category Owners send revised consensus matrices to team members, Lead Judges, and the Council

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt21 Stage 2: Consensus Judges’ Responsibilities  Establish relationship with the Team Leads  Read the application  Review the team’s plans & schedules (provide feedback as needed)  Communicate performance expectations  Monitor team process & progress – coach team members as issues arise  Coach Team Leads as needed / requested  Review consensus report, draft key themes, and site visit issues and strategies and provide feedback as needed

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt22 A Word About the Baldrige Express  Use the same process as for the narrative  More emphasis on approach than deployment at the site visit

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt23 Site Visit Training & Planning  Two-hour training session begins at 3:00 PM  Includes applicant representative  Detailed review of people, process, products  Tentative site visit agenda  Share key site visit issues with applicant representative  Set expectations for team regarding completing Site Visit Issue Sheets  Send first Item SVI sheet to Team Leads  Provide feedback to team members  Share all SVI sheets with team members & Lead Judges

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 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt25 Stage 3: Site Visit Team Lead Role  Assign feedback report writer  Review Site Visit Issues with team members at night before site meeting  Co-lead opening meeting with Council representative  Communicate performance expectations  Manage the team process  Coach individual team members when needed  Lead team caucuses between interviews to identify which new issues may have arisen, which issues have been resolved, and which issues are still open  Make sure all site visit issues are addressed before the third day  Lead scoring  Prepare executive preview  Co-lead closing meeting with Council representative  Prepare feedback report and provide to Judges  Ensure that all team members know that they are to fill out and return 360° and MQA Process evaluations

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt26 Stage 3 – The Site Visit  Final preparation  Site Visit  Opening  Interviews  Caucuses  Executive Preview  Closing Meeting  Feedback Report and Scoring  Presentation to judges  Evaluation  Process Evaluation

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt27 Team Leads and Judges Ensure the Quality of the Feedback Report 1. Assign feedback editor 2. Review feedback report when complete  Do comments follow writing rules?  Are process and results comments appropriate?  Are spelling & grammar correct? – use the tools  Does report have a consistent voice/style?  Are all item references correct? Do they follow the correct item format (1.1a(1), 1.1a(1-3), 1.1a(1&3), 1.1a – NOT 1.1.a.1, 1.1a1, or 1.1a[1])?  Are Executive Summary and comments personalized? – avoid overuse of “the organization”  Are there any “it is not clear” comments?  Are comments and scores aligned?

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 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt29 Stage 4: Post-Site Visit Activities Team Lead Role  Aid the Council in scheduling Improvement Planning session with applicant rep  Participate in Improvement Planning  Present Judges’ Presentation to the Panel of Judges  Make sure that you are available to the Panel of Judges by some means throughout the entire Judging Day. Provide contact information on the title page of the Judges’ Presentation.  Communicate thanks and the award level your applicant received to the team. Remind the team to complete and send in 360° and MQA process evaluation forms.  Participate in private award recognition ceremony (optional)  Participate in public award recognition ceremony (optional)

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt30 Team Leads Participate in Improvement Planning  Identify vital few improvement strategies (It’s OK to be prescriptive.)  Discuss improvement planning agenda with Council staff/designate prior to the meeting  Lead feedback report discussion  Co-facilitate next steps improvement discussion  Thank the organization for participating

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt31 Team Leads Report to the Panel of Judges  Review the presentation template on site with the team  Prepare presentation immediately after completing feedback report  Send presentation to the Council for distribution to the Panel of Judges  Present to the Judges  Answer questions raised by the Judges  Be available for follow up questions

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt32 Judges’ Presentation - Key Factors Slide One:  Location  Products and services  Employee Profile Slide Two:  Strategic Challenges

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt33 Judges’ Presentation – Key Themes: Process Strengths  What are the most important strengths or outstanding practices (of potential value to other organizations) identified in the process categories?  Include 3-5 bullets, which should align with the Executive Summary in the feedback report, on the above

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt34 Judges’ Presentation – Key Themes: Process OFIs  What are the most significant opportunities, concerns, or vulnerabilities identified in the process categories?  Include 3-5 bullets, which should align with the Executive Summary in the feedback report, on the above

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt35 Judges’ Presentation – Key Themes: Results Strengths and OFIs  What are the most important strengths or outstanding practices (of potential value to other organizations) and significant opportunities, concerns or vulnerabilities identified in the results category?  Include 3-5 bullets, which should align with the Executive Summary in the feedback report, on the above.

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt36 Judges’ Presentation – Significant Differences Within the Team  This slide in the Judges’ Presentation is optional. Use it only if the team disagreed. If you do not have anything to add to this slide, go ahead and delete it.

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt37 Judges’ Presentation - Commitment The extent to which leaders are willing to invest time, resources and energy in making the journey. An example of low commitment: leaders spend little time talking about quality or planning for improvements – few resources are made available for improving quality systems and approaches An example of high commitment: leaders consistently encourage efforts to improve the organization – leaders plan for high levels of performance – leaders allocate resources to the effort

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt38 Judges’ Presentation - Sustainability The extent to which the organization is likely to continue making progress on its journey An example of low sustainability: The quality journey may be seen as just a management fad – “something the boss wants us to do”. If the leader of the quality effort were to disappear from the scene, the journey would stop An example of high sustainability: “Managing quality is everyone’s job. We need to excel as an organization in order to survive and prosper. It’s not just the boss’ thing.” If there were a change in senior leadership, progress would continue.

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt39 Judges’ Presentation - Momentum The direction and rate of progress on the quality journey. An example of low momentum: There may be slow or no progress overall from year to year, although some pockets of rapid or steady growth may exist. The organization may be little aware of its opportunities for improvement or how to close the gaps. Perhaps, improvements in the past may have been lost and are no longer apparent. An example of high momentum: Innovation and improvement in business practice is frequent and pervasive. Baldrige scores may have been rising each year through multiple cycle of self-assessment and improvements.

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt40 Guidelines for Judges’ Presentation  Be prepared – create the presentation AS SOON AS the team completes the Feedback Report  Follow the presentation template  Assist in understanding the comments of the report  Stick to the time limit  Use clear, concise, objective responses to questions  Do not advocate for the applicant

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt41 The Lead Judges Present the Organization and Deliberate  Introduce Team Leads and team members prior to their presentation  Thank Team Leads after their presentation  Team Leads leave  Facilitate Judges’ deliberation  Summarize presentation  Provide additional information as necessary  Identify follow up questions for Team Leaders  Suggest an award level

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt42 MQA Process Time Frame Letter of Intent Arrives: Day 1 Stage 0: Preparation: Days 2-60 Stage 1: Independent Review: Days Stage 2: Consensus and Site Visit Planning: Days Stage 3: Site Visit: Days Finalize Feedback Report: Days Stage 4: Post-Site Visit Activities: Scheduled after the feedback report is received

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt43 Team Leads and Judges Are Invited to Help Recognize the Organization  Participate in the private recognition ceremony as defined by the organization.  Attend the Council’s public recognition ceremony.

 2004 Minnesota Council for Quality 2004 Team Leader Judge Trainingb.ppt44 Today’s Objectives: Are You Ready? Team Leads are able to:  Lead a team from formation through site visit  Ensure quality of the feedback report  Participate in improvement planning  Report to the judges  Help recognize the organization Judges are able to:  Mentor team/Team Leads from team formation through consensus  Review site visit issues  Edit the feedback report  Present the organization to the Panel of Judges and participate in the judges’ deliberations  Help recognize the organization

 2004 Minnesota Council for Quality Thank you for your participation.