1. Performance Excellence
A Short Introduction to
Performance Excellence

2. About Ron Pollock Professional Recruitment and Retention Committee
Retired 2010, Director of Career Services, School of Information, The University of Texas at Austin
Retired, U.S. Army, 1999
Positions with: J.C. Penney Company, Savin Corporation, Comal Broadcasting, Texas Veterans Commission, EER Systems Inc.
MLIS, The University of Texas at Austin
Texas Library Association, Past Chair:
Professional Recruitment and Retention Committee
Continuing Education and Development Committee
Current Involvement:
Planning Committee & Subject Matter Expert, Williamson County Institute for Excellence in Nonprofits
Advisory Board, Judge, Trainer: University of Texas Center for Performance Excellence
Scholarship Committee Member: University of Texas Alumni Association

3. Why are we here?
I hope this session will provide ideas that will lead to a better understanding of how to lead and manage the library in the most efficient, cost-effective manner possible.

4. Learning Outcomes
Become familiar an approach to performance excellence.
Understand:
Why performance excellence applies to all sizes of organizations
How to maximize increasingly rare resources.
How planning for the future determines what you do today
How to look at your library as a “work system” approach
How assessments (internal/external) can lead to improved performance.

5. What is Performance Excellence?
The term “performance excellence” refers to an integrated approach to organizational management that results in
delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability
improvement of overall organizational effectiveness and capabilities
organizational and personal learning

6. Begin with the End in Mind
“. . . based on the principle that all things are created twice. There’s a mental or first creation, and a physical or second creation to all things. . .” “You work with ideas. You work with your mind until you get a clear image of what you want to build. Then you reduce it to blueprint and develop construction plans. . .” “You have to make sure that blueprint, the first creation, is really what you want, that you’ve thought everything through. Then you put it into bricks and mortar. Each day you go to the construction shed and pull out the blueprint to get marching orders for the day. You begin with the end in mind.”
Covey, Stephen R. The 7 Habits of Highly Effective People, Page 99.

7. What does this mean to you?

8. Building Blocks of Performance Excellence
Organizational Assessment B.
Framework for Performance Excellence A.
Shared Organizational Core Values

9. About Core Values
"It's not hard to make decisions when you know what your values are."
Roy Disney ( ): Walt Disney's elder brother and the financier of his efforts
"Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny."
Mahatma Gandhi ( ): Indian political and spiritual leader

10. A. Organizational Core Values
A. Shared Organizational Core Values
A. Organizational Core Values
Visionary leadership
Customer-driven excellence
Organizational and personal learning
Valuing workforce members and partners
Agility
Focus on the future
Managing for innovation
Management by fact
Societal responsibility
Focus on results and creating value
Systems perspective

11. B. Framework for Performance Excellence
The Baldrige Criteria for Performance Excellence provide a framework for the effective management of an organization, as well as for understanding organizational strengths and opportunities for improvement needed for planning efforts.

12. The Framework for Performance Excellence
Organizational Profile: Environment, Relationships, & Strategic Situation
Leadership Triad
Results Triad 2
Strategic Planning 5
Workforce Focus 1
Leadership 7
Results 3
Customer Focus 6
Operations Focus 4
Measurement, Analysis, and Knowledge Management

13. The Organizational Profile
Provides a snapshot of the organization
The key influences on how to operate
The key challenges it faces
Describes the organization’s
Operating environment
Key relationships with customers, suppliers, partners, stakeholders
Competitive environment
Key strategic challenges and advantages
System for performance improvement

14. 1. Organizational Description
What are your key organizational characteristics?
Describe your organization’s operating environment and your key relationships with customers, suppliers, partners, and stakeholders.
Organizational Environment
Product offerings
Vision and mission
Workforce profile
Assets
Regulatory requirements
Organizational Relationships
Organizational structure
Customers and stakeholders
Suppliers and partners

15. 2. Organizational Situation
What is your organization’s strategic situation?
Describe your organization’s competitive environment, your key strategic challenges and advantages, and your system for performance improvement.
Competitive Environment
Competitive Position
Competitiveness Changes
Comparative Data

16. What value do you see in creating an Organizational Profile?
Table Discussion
What value do you see in creating an Organizational Profile?
10 minutes for table discussion
5 minutes for reporting results

17. 1. Leadership
LEADERSHIP describes the personal actions of senior leaders that guide and sustain high performance organizations. They also establish the organization’s governance system and establish the standards for fulfilling the organization’s legal, ethical, and moral responsibilities that support their key communities.

18. About Leadership
“Management is doing things right; leadership is doing the right things.” Peter Drucker (1909 – 2005): Business consultant, author “Example is leadership.” Albert Schweitzer (1875 – 1965): Theologian “Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you're in control, they're in control.” Tom Landry (1924 – 2000): Football coach

20. Leadership Activities
Set and deploy the organization’s vision and values
Promote legal, regulatory, and ethical behavior
Create a sustainable organization
Environment focused on performance improvement
Positive workforce culture and workforce learning
Develop/enhance future leaders, leadership skills, organizational learning, succession planning
Communicate with and engage the workforce
Focus on actions to accomplish organization’s objectives
Establish a governance system with performance evaluation
Incorporate societal responsibilities and community support into the organization’s strategy and operations

21. Table Discussion: Compare Leadership Styles
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10 minutes for table discussion
5 minutes for reporting results
Free Leadership Cartoons,

22. 2. Strategic Planning
STRATEGIC PLANNING is a vital activity for long-term organizational sustainability. It address strategic and action planning, provides guidelines for the allocation of valuable resources, establishes how accomplishments are measured and sustained, and establishes how to change plans if circumstances require change.

24. Strategic Planning Activities
Establish a strategic planning process:
Collect and analyze relevant data and information
Address strategic challenges
Leverage strategic advantages
Establish key strategic objectives and related goals
Convert strategic objectives into action plans
Establish organization’s action plans
Address resource allocation and workforce requirements
Describe how action plans are deployed
Identify key action plan performance measures or indicators
Project their organization’s future performance relative to key comparisons on their performance measures or indicators.

25. Strategic Planning Process
Gather Information
Analyze Information
Develop Strategic Objectives
Develop Goals for Each Objective
Develop Action Plans for Each Goal
Measure Results
Vision
Strengths
3 – 6 Objectives
1-4 Goals
Time Frame
Timely
Mission
Weaknesses
Success Metrics
Fact Based
Organizational Profile
Opportunities
Person Responsible
Establish Trends
Stakeholder Feedback
Threats
Regulatory & Legal Issues
Parent Org Strategic Plan
Feedback

26. Relationships Vision Strategic Objectives Goals Action Plans

27. 3. Customer Focus
CUSTOMER FOCUS is the foundation for long-term success. Organizations must engage their customers by listening to “the voice of the customer,” building customer relationships, and using customer information to improve and identify opportunities for innovation.

28. About Customer Focus
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin (1809 – 1899): British naturalist “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.” Peter Drucker (1909 – 2005): Business consultant, author “To understand the man, you must first walk a mile in his moccasin.” North American Indian Proverb “Customers don’t expect you to be perfect. They do expect you to fix things when they go wrong.” Donald Porter, former V.P. British Airways “The more you engage with customers the clearer things become and the easier it is to determine what you should be doing.” John Russell, former V.P. Harley Davidson

30. Customer Focus Activities
Listen to current, past, potential, and competitors’ customers to gain actionable satisfaction and dissatisfaction information
Identify and innovate product offerings that meet or exceed customer expectations
Establish effective communication mechanisms that enable customers to:
Seek and receive information
Provide feedback on products and services
Provide information for segmenting customers for current and future products/services
Build and manage customer relationships

31. Table Discussion
How do the first three criteria interact to promote performance excellence?
10 minutes for table discussion
5 minutes for reporting results

32. 4. Measurement, Analysis & Knowledge Management
Effective MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT provides the “brain center” for effective management of information within the organization. Its processes produce the key information needed for effectively measuring, analyzing, and improving performance and managing organizational knowledge to drive improvement and competitiveness.

33. Measurement, Analysis and Knowledge Management Activities
Establish processes to determine how the organization will select, collect, align, and integrate data
Measure, analyze, review, and improve performance through the use of data and information at all levels and in all parts of the organization.
Build and manage knowledge assets by ensuring accuracy, integrity and reliability, timeliness, and security and confidentiality.
Ensure needed data, information, software, and hardware are available to the workforce, suppliers, partners, collaborators, and customers.
Ensure the hardware and software are reliable, secure, and user friendly

34. 10-Minute Class Discussion
How important is Measurement, Analysis and Knowledge Management to achieving performance excellence?

35. 5. Workforce Focus
WORKFORCE FOCUS is the ability of the organization to assess workforce capability and capacity needs and build an environment that is conducive to high performance. It also focuses on how the organization develops the workforce to utilize its full potential in alignment with the organization’s mission, strategy, and action plans.

36. About Workforce Focus
“If you engage people on a vital, important level, they will respond.” Edward Bond, English Playwright “The secret of my success is a two word answer: Know people.” “The growth and development of people is the highest calling of leadership.” Harvey S. Firestone (1868 – 1938): American Businessman I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies. Larry Bossidy, American Businessman “The conventional definition of management is getting work done through people, but real management is developing people through work.” Agha Hasan Abedi, Pakistani Businessman

38. Workforce Focus Activities
Assess workforce capability and capacity needs, including skills, competencies, and staffing levels
Recruit, hire, and retain new members while ensuring diversity of ideas, cultures, and thinking of customers
Organize the workforce to accomplish the work of the organization and prepare the workforce for change
Maintain a safe, secure, and supportive work climate
Engage, compensate, and/or reward the workforce to achieve high performance
Assess workforce engagement and use the results to achieve higher performance
Develop the workforce, including leaders, to achieve high performance.

39. 6. Operations Focus
OPERATIONS FOCUS addresses how the organization designs, manages, and improves work systems and work processes to deliver customer value and achieve organizational success and sustainability. It also addresses readiness for emergencies.

41. Remember
You have to know your processes – as performed on a daily basis – before you can improve them.
Identify the process to be examined
Flowchart the process as it is, not as it should be
Make a diagram of how the work flows
Verify the work
Correct immediately an obvious problems identified
“Almost all quality improvement comes via simplification of design, manufacturing... layout, processes, and procedures.” Tom Peters, American Businessman

42. Operations Focus Activities
Design, manage, and improve work systems to
deliver customer value
prepare for potential emergencies
achieve organizational success and sustainability
Design, manage, and improve key work processes to
Develop an emergency plan for disasters or emergencies that includes:
Prevention
Management
Continuity of operations
Recovery

43. How do the first three categories Impact Categories 5 and 6?
Table Discussion
How do the first three categories Impact Categories 5 and 6?
10 minutes for table discussion
5 minutes for reporting results

44. 7. Results
RESULTS provide real-time information for evaluation and improvement of processes and products aligned with the overall organizational strategy. It encompasses an objective evaluation and customers’ evaluation of the organization’s product offerings, as well of the evaluation of key processes and process improvement activities: customer focused results; workforce results; governance, leadership system and societal responsibility results; and overall financial and market performance.

45. Results Activities Measure Product and Process outcomes
Customer-focused product and process results
Operational process effectiveness results
Strategy implementation results
Measure Customer-Focused outcomes
Customer satisfaction
Customer engagement
Measure Workforce-Focused outcomes
Capacity and capability
Workforce climate
Workforce engagement
Workforce development

46. Results Activities Continued
Measure Leadership, Governance, Societal Responsibility outcomes
Leadership
Governance
Law and Regulation
Ethics
Society
Measure Financial and Market outcomes
Financial performance
Marketplace performance

47. Tools to Indicate Trends
Bar Graphs
Line Graphs

48. How it all works together
Core values and concepts provide the foundation
Which are imbedded in
Systematic Processes Categories 1 – 6
Yielding
Performance Results Categories 7

49. Class Discussion
How can this approach help you provide better and more cost effective services while increasing the value of your services to the communities you serve?

50. C. Organizational Assessment
C. Assessment
Why conduct an assessment?
Identify successes and opportunities for improvement
Jump-start a change initiative or energize current initiatives
Energize the workforce
Focus the organization on common goals
Assess your organization’s performance against other organizations
Align your resources with your strategic objectives
Deliver world-class results

51. Assessment Resources
Malcolm Baldrige Performance Excellence Program Self Assessment Information
2012 Criteria for Performance Excellence (Business/Nonprofit)

52. Questions?

53. Phone: 512-663-6870 E-Mail: ron.pollock@alumni.utexas.net