Presented at the Small College Enrollment Conference 2013 Kathy Baugher, Associate Provost and Dean of Enrollment Management Trevecca Nazarene University.

Slides:



Advertisements
Similar presentations
PINNACLE CONSULTING & COACHING / TABLE GROUP CONSULTING PARTNERS
Advertisements

Creating a Culture of Servic Phillip Rosebrook, JR, CR Business Mentors ELC Training Phillip Rosebrook, JR,
Twelve Cs for Team Building
THE HUMAN ASSET THE FUTURE RETURN ON TODAY’S INVESTMENT.
© 2006 Prentice Hall Leadership in Organizations 11-1 Chapter 11 Leadership in Teams and Decision Groups.
Gallup Q12 Definitions Notes to Managers
Vodafone People Strategy (VPS)
Service Excellence & Competencies 21 February 2014 VPHC, Pontiac Land Group, 21 February 2014.
2013 CollaboRATE Survey Results
Change Management: How To Achieve A Culture Of Safety
A Commitment to Excellence: SUNY Cortland Update on Strategic Planning.
SEPARATING FACTS FROM FADS MUST-HAVE MANAGEMENT PRACTICES THAT TRULY PRODUCE SUPERIOR RESULTS What Really Works Harvard Business Review - July 2003.
Maintaining Industrial Harmony at Work
Human Resources The core of any business April 2014.
Change Facilitation Management “ACCELERATING CHANGE” Randy Benson, RHQN Executive Director.
FEMA Disaster Workforce Transformation FEMA Disaster Workforce Transformation February 2012.
Promoting a Positive Organizational Culture Prof. Brian Blume, Ph.D University of Michigan, Flint School of Management.
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Organizational Culture Ch. 8A Management A Practical Introduction Angelo.
Innovation Leadership Training Day Five Innovation Leader Attributes February 20, 2009 All materials © NetCentrics 2008 unless otherwise noted.
Transformational Leadership
Change Management: How to Achieve a Culture of Safety.
National Food Service Management Institute
Human Resources in the Baldrige Award Criteria
Delivering Service Excellence Presented by: Tracey Johnson-MBA-ASI Barbados Chapter National Initiative for Service Excellence ASI Convention Mexico 2014.
Evaluating Your Rotary Club Culture How to Change Your Club Culture.
A Performance Management System
Team Building.
 APTMetrics, Inc. Tuning Up Your Performance Management Process Presented by: Robert E. Lewis, Ph.D. Christina Norris-Watts, Ph.D.
Copyright © 2014 The Culinary Institute of America. All rights reserved. Chapter 10 Remarkable Service Interactions.
Performance Management Delivering Performance Feedback.
Wescott Williams Date: 24 th June 2010 How are your peers using Employee Engagement initiatives to make a measurable difference to the bottom line of their.
Presented by: Karen Gauthier
KEEPING YOUR COMPETITIVE ADVANTAGE Make or Break Culture TM Dan Barnett CEO/ Owner, The Primavera Company International Speaker/ Consultant Chair, Vistage.
Leadership Execution Essentials. 2 Leaders are In Control Expectations & Feedback Consequences & Incentives Skills & Knowledge Tracking & Visibility Inspiring.
The Ranger Program: You Lead the Way Transition Guide.
Supporting and Sustaining Volunteers Nonprofit Learning Point September 23, 2015.
The Seven Principles of Leadership Rod Pollard Director of Environmental Services UH Case Medical Center.
The Denison Model.
8 8 Dessler Human Resource Management, 8th Edition Chapter Eight Managing Organizational Renewal © Prentice Hall, 2000.
Why the “Why” Matters: The Impact of Organizational Culture Presentation for: 2012 Fall Conference.
Ohio Housing Finance Agency – Strategic Priority Culture Initiative Ohio Housing Finance Agency Strategic Priority Culture Initiative.
Teambuilding For Supervisors. © Business & Legal Reports, Inc Session Objectives You will be able to: Recognize the value of team efforts Identify.
Creating a goal-driven environment - 3 Barbie E. Keiser University of Vilnius May 2007.
Recruiting: What Do You Do Now? What new consultants need from you. 1.
Accommodation & Hospitality Services STAFF BRIEFING – No 15 ISO Quality Management.
. Insight on Quality Customer Service.
EMPLOYEE ENGAGEMENT. What is Employee engagement The extent that an employee believes in the mission, purpose and values of an organization and demonstrates.
2008 ASTD Conference Leadership Survey Results See what ASTD Conference attendees think about the state of leadership talent. Final Results Thursday, June.
Managing Talent MANA 4328 Dr. Jeanne Michalski
Performance Management Petr Eliáš, NGO conference Vienna 2011.
1 1 Richland College The Role of Leadership and Culture in Richland College’s Baldrige Journey Michigan Community College Assn October 7, 2011 Stephen.
Leadership Development MANA 5350 Dr. Jeanne Michalski
By Gabriel Benavides And Jeremy Symes. WELCOME! We thank you for attending our program!  Today we will be covering: Values of customer service. Understanding.
Organizational Culture & Environment
What Leaders Do Five Practices Ten Commitments CredibilityCollaboration Strengthen Others The Secret To Success Application to Stages Model.
Inspiring Members to Leadership Kathleen Douglass.
Welcome.  A workforce that understands, supports and embraces mission, vision, goals, values and focus  Employees driven to contribute to the success.
Hey! Get a Membership and No One Gets Hurt Lisa Saneda Manager, Membership & Information Services.
The Leadership Development Series Sponsored by Student Activities.
Managing Talent – Maximizing Your Employee’s Potential 3 rd SACCO LEADERS’ FORUM Monique DunbarLorri Lochrie Communicating Arts Credit UnionCentral 1 Credit.
Chapter 8 Leading the Evolution Family Business, First Edition, by Ernesto J. Poza Copyright © 2004 South-Western/Thomson Learning.
Managing Performance.
Creating a Mentoring Culture: What Leaders Need to Know and Do
Human Resource Management, 8th Edition
Managing Organization Culture
From Performance Evals to Performance Management
NASSCOM India Leadership Forum 2008
NASSCOM India Leadership Forum 2008
People Lead: This is the visual representation of our model. This model supports and reinforces our definition of leadership - achieving results, with.
SDHR Forum Peter Kim VP, Culture and Counsel.
Presentation transcript:

Presented at the Small College Enrollment Conference 2013 Kathy Baugher, Associate Provost and Dean of Enrollment Management Trevecca Nazarene University Nashville, TN

In a strong culture with consistent values for everyone, people are motivated to operate in a way that supports the status quo and it applies to everyone, no matter what the position. By approaching service in this way, people develop a stronger investment in the organization because they personally experience great service and know how it feels.

In a service culture there is clarity about the core values of the organization, its mission, and the expectations. People are taught what service looks like from their first day of work. Its one thing to say we provide great service. Its another to define behaviorally for employees what that looks like.

A service culture has to begin at the very top, because thats where people look when things begin to fall apart. Leaders must be strongly committed and willing to actively and publicly live this commitment.

A strong service culture has to include providing feedback – both positive and critical – as a way of supporting and creating success. This means encouraging people to be creative about ways to strengthen and improve the culture. Constant evaluation keeps things fresh.

Invite feedback through surveys and suggestion boxes. Form focus groups that consist of a cross-section of members. Make follow-up calls to find out about peoples experiences. Be responsive to complaints and suggestions – the more personal the better Remain curious at all times. Listen closely to what people are saying and also what they arent saying. Track the number of services people are and are NOT using.

1. Involve employees in conversations about what service expectations should look like. Be sure to include internal and external expectations so everyone gets to participate.

The Student s Basic Needs To be understood To be feel important To be respected To feel welcome To feel appreciated To feel comfortable

2. Decide together what values are important in the way people work together, support each other, and work through hard conversations.

3. Provide training around topics like these: Dealing with difficult members Sharpening communications skills Thinking creatively so you can turn a potential no into a yes Time management skills to prioritize your work so it is in sync with a service culture

4. Give employees feedback on service delivery. Provide coaching on areas that need improvement. Use positive strokes to keep employees feeling good about delivering service.

5. Develop recognition/reward programs that really challenge people. Recognize people who raise the bar to encourage others to follow suit. Recognize both internal and external service.

6.Keep talking about service. Especially if turnover is high, its crucial to keep the conversation alive. Dont assume people will just naturally pick up on your service culture. Articulate your service expectations from the beginning. Encourage people to share what they are learning about service, so that you can keep your approach fresh and stimulating.

7. Be open to change. What worked last year might be old hat now, so what can you do differently that will delight your customers?

8. Management must make the measurement of service quality and feedback from the customer a basic part of everyone's work experience. This information must be available and understood by everyone, no matter what their level. The entire organization must become obsessed with what the customer wants.

9. Create ways to communicate excellent examples of customer service both within and outside the company. Institute celebrations, recognition ceremonies, logos, and symbols of the customer service culture and its values.

10. Encourage a sense of responsibility for group performance. Help employees see how their performance affects others. Emphasize the importance of "internal customer service."

Develop your organizational definition of service Define the groups that need to be engaged in the definition and their teachable point of view and commitment Describe the current and desired future culture

Who is the customer and what do they value What behaviors do you expect to see evidenced if a culture of service is present Does the customer value these behaviors

Develop metrics to measure these behaviors What business processes or systems need to change or realign to create a culture of service Develop a plan of action to change or realign business processes

What governance or board practices need to change to sustain a culture of service How do performance reviews need to change to align with a culture of service What are the next steps and how do we create a culture that continuously improves

Kathy Baugher Trevecca Nazarene University Nashville TN