Include People in the Process
There are times where there are no easy choices or decisions. Yet, when we collaborate with others, we can help ease the weight and also discover victories worth celebrating. Listen as Superintendent, Dr. Tim Dilg, shares how their district is accomplishing more by working together.
What Makes Customers Loyal?
To be an organization that generates and retains loyal customers, we place a high value on service. As a result, we listen to customer feedback and analyze that information for opportunities for improvement. We can’t improve what we can’t understand, therefore we listen.
Innovation Isn't Always What You Think It Is
Innovation is a topic we hear a lot about in the workplace, but it’s often misunderstood. Being innovative means more than just coming up with cool things to do. Innovation doesn’t have to be big and different, and it’s not something only geniuses do. In this episode, listen as Dr. JoAnn Sternke discusses with our host how true creativity and innovation can emerge as we focus on adding value.
Ever hear about "initiative overload"?
When we fail to monitor the many initiatives and actions, we risk spending time and energy on things that no longer matter and are no longer aligned to our organization’s goals. It is important for every organization and team to set aside time to determine Where’s the Noise?
Are We Surveying Too Much?
Superintendent Greg Gibson has a great question for Dr. Janet Pilcher during this video, "Do we run the risk of survey burnout with doing so many surveys?" Watch as they explore what causes survey burnout, and what you can do as the leader to prevent it.
Commit to Cycles for Continuous Improvement
To continuously improve, organizations and teams need to implement cycles of examining data and planning for future actions. In this video, Jerim Desjarlais, Elementary School Principal discusses how his school has created a transparent system using data to ensure students are getting the support they need.
Address Employee Needs & Ideas
When an employee reveals a needed resource, barrier to a process, or an idea for improvement, leaders have the responsibility to act on that information. Following-up and following-through after conversations or receiving feedback from employees builds trust and increases engagement and productivity. For this leadership challenge, determine follow-up actions to take as the leader after each leader connection scenario.
3 Things to Consider About Giving and Receiving Feedback
Receiving feedback is an emotional experience. It’s often difficult to take in. Whether the feedback is positive or negative, we humans are quick to respond emotionally, sometimes overreacting, even to the point of denying the accuracy of our data. How can we strengthen the use of feedback to help us improve?
How will feedback help me improve?
In this video, Robin explains after feedback is collected, its important to review the results and analyze the differences in the way we are actually perceived and the way we think we are being perceived. Learning more about our strengths and weaknesses provides us room to develop into better professionals and coworkers.
Looking for a standard?
Most leaders want to be the best in class. Knowing what that means requires the use of benchmarks. In this video, research director, Julie Kunselman, explains what it means to benchmark and where to find benchmarks that will drive your organization to higher levels of success.
When it's high-impact, include many voices.
Focus groups are a useful way to gather information from a variety of individuals at the same time. In this video, Superintendent Rob Clayton explains why focus groups were engaged to provide input on the district's strategic plan. He describes the benefit of including multiple voices.
Listen to the silent majority
Even the most mature leader can let survey results get to them. In this coaching clip, KK Owen explains how top box allows us to focus on what our most loyal respondents tell us we're doing well. She also tells us how these data drive productive conversations about improvement.
Plan to improve
The purpose of an Improvement Action Plan is to map the prioritized actions after gaining input from our teams. The plan is aligned to the organization's overall strategic priorities and contains details about short-term actions to achieve annual goals. Use this template to draft and share your Improvement Action Plan.
Breaking down the big picture
When employees know how to define organizational success and how they fit into the big picture, they become more engaged in helping the organization achieve success. This process begins with defining outcomes and metrics at the organization level, which are then reflected in 90 day action plans.
Get help prioritizing feedback.
Stakeholder feedback can support our selection of prioritized, manageable next steps that will make the most difference to those we serve and drive the results we aim to achieve. These tips provide leaders with options for soliciting perceptions on urgency and impact of next steps.
What do I focus on?
Data helps us know where to focus our efforts. In this video, an executive leader explains how her team used data to make the best use of time and talent. She describes the importance of starting with data, engaging multiple voices, and using the feedback to make decisions.
How do I know which actions to prioritize?
Asking for feedback provides a model of leading with humility and striking a learner stance. The quantity and content of feedback can be overwhelming. It's important to use feedback to prioritize effective actions and build a trusting relationship and strong culture.
Create ownership in standards of excellence.
Standards of service excellence guide the way teams work together and with the community. In this video, three principals in Warren County Public Schools describe how they engaged stakeholders to define the district's Actions of Excellence, gather feedback on the standards, and roll them out to all staff.
Focus on moving to the highest level
While survey item means and overall means are calculated and provide important information to monitor growth, top box shows the percentage of respondents who select the highest response category. Interpretation of these results from a survey offers the opportunity to focus on creating a best place to work and serve environment.
Are your customers telling you how to serve them?
External customers want to feel valued and to trust you are providing the quality service based on their needs and wants. High performing leaders recognize the need to build feedback loops with external customers to inform service quality, improvement, and decisions that may affect service performance.