Creating a Culture of Excellence Raising the Bar Creating a Culture of Excellence

The basic role of a manager? Human relations Finding the balance between the employee and the employer’s needs Motivation Coaching Soft skills Achieving Program Goals Planning Executing Controlling Results ? What else?

Why are managers important? “An employee’s relationship with his or her direct manager is THE most important single factor in employee engagement… Engaged employees are happier and more productive. Disengaged employees are frustrated and more disruptive.” Victor Lipman, excerpted from Forbes Magazine, http://www.forbes.com/sites/victorlipman/2012/09/10/10-reasons-why-companies- should-invest-more-in-management-training/#1cc2a43a475d

What We Would Like to Happen Strategy + vision + day-to-day operations (Mid-level managers) Strategic Vision of the Organization (CEO, Executive Director, Board of Directors, Leadership Team) Vision becomes operationalized (Program Staff) What We Would Like to Happen

What Actually Happens

From planning to execution Managers and leaders love to plan. Execution is another story! “Do you remember that last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities?” – McChesney, Covey, and Huling The 4 Disciplines of Execution ?Failures? Successes?Why?

What causes good plans to fail? Disconnections between the strata/no buy-in from front line staff Mid-level managers struggle to bridge the gap between the plan and the reality Competing priorities Poor communication Loss of momentum No accountability Unrealistic expectations

What causes good plans to succeed? From The 4 Disciplines of Execution: 1. Focus on the Wildly Important Goal (Do this by this date) 2. Acting on Lead Measures (Predictive, leads to the goal, influencable) 3. Keeping a Compelling Scoreboard 4. Creating a Cadence of Accountability ?What else?

Example from 211 VIRGINIA Wildly Important Goal: Increase the number of staff achieving Fully Engaged status from 21% to 75% by July 1, 2016

Operation Fully Engaged Inspired by AIRS Conference last year Employee recognition program Compiled the metrics already measuring for staff and created a minimum target and a “stretch goal” Metrics include: Average call monitoring score Follow-up Quality assurance calls Completion of training Working rate Unavailable time Timesheets on time! Refused calls (logged for technical issues)

Operation Fully Engaged Program recognizes staff on a monthly/quarterly/annual basis An email to the CEO recognizing all the Fully Engaged staff Work at home rotation earned ?What would your WIG be? What metrics would you choose?

Lead measures (tasks) If staff completes the tasks, they are guaranteed to be Fully Engaged and reach all the goals

Compelling Scorecard

WIG: 75% of staff are Fully Engaged Scorecard 2-1-1 VIRGINIA March 2016 Percent of Fully Engaged Staff 95% WIG: 75% of staff are Fully Engaged

Cadence of Accountability

Congratulations to our March Fully Engaged 2-1-1 staff!! Debbie Cotton Donna Dehart Rose Marie Dudley Shawn Leslie Taumeka McCord-Mosley Diane McDaniel Debbie McPeak OJ Newbill Angela Parker Eric Robinson Maria Schianodicola Cory Simmons Melissa Steineke Ann Stone Sharron Terry De Willis

Lessons Learned Positive reinforcement works better No one wants their name left off the list Friendly peer pressure is a motivating force Supervisors have to be committed to the extra work Staff checks in weekly with supervisors to monitor progress ?Does anyone else do anything similar? Does it work? Scorecards? Employee progress reports?

Impact of 4DX on Overall Staff Performance

Tracking tools Reports Survey Monkey Excel

For Apples to Apples Comparison 2-1-1 VIRGINIA has 22 FTEs Two direct supervisors 24/7 7 staff work remotely at various locations across the state, remainder work in one location inContact Total calls handled last year 170,808

Questions and Discussion