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

2. 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?

3. 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, should-invest-more-in-management-training/#1cc2a43a475d

4. 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

5. What Actually Happens

6. 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?

7. 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

8. 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?

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

10. 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)

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

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

13. Compelling Scorecard

14. 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

15. Cadence of Accountability

16. Congratulations to our March
Fully Engaged 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

17. 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?

18. Impact of 4DX on Overall Staff Performance

19. Tracking tools
Reports
Survey Monkey
Excel

20. 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

21. Questions and Discussion