Transcript T-7 Creating a Cultu.. - CHILD SUPPORT DIRECTORS

CREATING A CULTURE OF SUCCESS
Blending Hierarchy, Performance
Expectations, and Reinforcement
Tamara Thomas, Stanislaus County
Jennifer Johnson, Stanislaus County
Agenda
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Introduction and Overview
Role Definitions/Expectations
Comparisons of Roles
Communication Between Roles
Critical Thinking
Feedback and Discussion
Stanislaus Department of
Child Support Services
Board of Supervisors
State DCSS Director
CEO
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Director
Executive Staff
Management
Supervisory Staff
Line Staff
WHY KEY ON THE ROLE DEFINITIONS?
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Needed a Framework that Could be Shared Out
Correct Deficits in Performance
Clear any Ambiguity
Set Appropriate Expectations
Wanted Accountability for the Culture Change
Manager III-Executive Staff
What Do They Do?
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Communication and Conflict Resolution
Assignments
Project Management
Expectations
Learning Objectives and Evaluation
Manager III-Executive Staff
What Does It Look Like?
Manager III Performance
Areas
20%
20%
Expectations
Learning
Objectives
Communication
15%
20%
25%
Assignments
Project
Management
Manager II-Management Staff
What Do They Do?
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Project Management
Assignments
Communication and Mediation
Learning Objectives and Evaluation
Operational
Manager II-Management Staff
What Does It Look Like?
Manager II Performance
Areas
15%
35%
10%
Operational
Learning
Objectives
Communication
Assignments
20%
20%
Project
Management
Role Categories Defined
■ Communication
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No Avoidance
Have One on Ones
Transparency
Instill Trust
Clear and Concise
Confirm Understanding
Controlled Body Language
Remove Communication Barriers
Role Categories Defined
■ Expectations
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Set realistic milestones
Have controlled judgments
Question and challenge processes
Go out and find something that needs
fixing
Be problem solvers
Stretch the limits
Role Categories Defined
■ Assignments
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Research (CSDA, County, State)
Surveys
CSE data
State Reports
State Workgroups
County Workgroups
County Trainings
RFP’s,
Director and Assistant Dir needs
Role Categories Defined
■ Project Management
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Process Improvement
County Directives (Coop, Injury
Management, Trainings, Automation)
New Technologies
State Coordination (COAP, SLMS)
Building Maintenance (HVAC)
Conversions
Building Moves
BOS Priority Teams
Role Categories Defined
■ Learning Objectives and Evaluation
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Observe
Investigate
Fact Find
Measure
Report
Data Analysis
Role Categories Defined
■ Operational
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Responsible Over Supervisor Decisions
Maintain Overall Unit Strategy
Quarterly Reporting
Day to Day Activities
Discipline of Employees
Provide Resources
Guidance and Authority
Staffing Rotations and Structure
Role Categories Defined
■ Personnel/Staff Development
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Informal Discipline
Corrective Action Plans
Mentoring
Training
Maintaining Documentation
Informal Coaching
Evaluation
Opportunities
Mid Level Supervisors-First Line Sups
What Do They Do?
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Operational
Communication
Personnel/Staff Development
Assignments, Process Improvement
Learning Objectives
Mid Level Supervisors
What Does It Look Like?
Mid Level Supervisor
Performance
Areas
10%
5%
Operational
Personnel & Staff
Development
Communication
15%
55%
15%
Assignments,
Process
Improvements
Learning
Objectives
Role Categories Defined
■ Operational
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Work in Complex Environments
Troubleshoot with Staff
Handle Case Complaints
Schedule Daily Work Schedules
Maintain Coverage
Monitor Quality Assurance
Answer Staff Concerns
Approve Timecards
Keeps the Wheels of the Organization
Moving
Role Categories Defined
■ Communication
✷ No Avoidance
✷ One on One Employee Conferencing
✷ Written Expectations
✷ Staff Meetings
✷ Emails
✷ Accepting & Providing Feedback
✷ Transparency
✷ Instill Trust
✷ Clear and Concise
✷ Confirm Understanding
✷ Controlled Body Language
✷ Remove Communication Barriers
Role Categories Defined
■ Assignments/Process Improvements
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Surveys
State Reports and State Workgroups
County Workgroups
County Trainings
Assist Manager II/III with Special Projects
Participating in QUIC processes
Recommend Changes to Attorney Work
Product
Role Categories Defined
■ Learning Objectives
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Observe
Investigate
Fact Find
Measure
Report
Data Analysis
Non-Supervisory Staff-Line Staff
What Does It Look Like?
Non-Supervisory Performance
Areas
Technical/Operational
10%
5%
Duties
Learning Objectives
10%
Communication
10%
65%
Assignments
Customer Service
Role Categories Defined
■ Operational/Technical Skill
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Responsible for Day to Day Activities of
Classification
Work under the Unit Strategy
Interface with Customers
Perform the Mission of the LCSA under the
laws and regulations governing the child
support program
Comply with all county and department
Policies and Procedures
Role Categories Defined
■ Communication
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No Avoidance
Staff Meetings
Emails
Accepting & Providing Feedback
Transparency
Bridge Gaps Between Units
Clear and Concise
Confirm Understanding
Controlled Body Language
Remove Communication Barriers
Role Categories Defined
■ Assignments/Process Improvements
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Surveys
State Reports and State Workgroups
County Workgroups
County Trainings
Participating in QUIC processes
Special Case Handlings at request of
Supervisor/Manager/Executive
Cleanup Efforts/Special Projects
Role Categories Defined
■ Learning Objectives and Evaluation
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Observe
Investigate
Fact Find
Measure
Report
Data Analysis
Role Categories Defined
■ Customer Service
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Complex Requests
Interviews
Special Requests
Complaint Cases
Assistance to other County Partners
Walk Ins
Assistance to other Units
Critical Thinking Skills
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Problem Analysis
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Do I truly understand?
What don’t I know?
Is there more than what I’m seeing?
Does it make sense?
Why is it different?
Seek reasons for outcomes.
What are the cause and effects of what I’m
reporting, or seeing?
• Does the information need to be shared?
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Judgment
Decisiveness
Take the Next Logical Step
Communication Between Roles
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Acting at all times in the best interest of the
organization
Concentrate on values, not feelings
Maintaining honesty
Identifying solutions, not just problems
Have a plan to transform your professional
relationships into decided upon agreements
Its NOT personal!!
Communication Goals
■ Use Critical Thinking Skills when you
communicate
■ Solve the communication problem
■ Strengthen the work relationship
How?
■ Make Time to Discuss
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Deal with a situation when you first become
aware of a problem or concern
Communicate your need to meet and
discuss
Suggest a time and place
Know what you want to say
Use a courteous tone
Assess the situation and be prepared to
communicate the issue in 30 seconds or
less
How?
■ What does it look like?
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“There is something I would like to discuss.”
“Can we talk for few minutes in private?”
“Do you have few minutes right now?”
How?
■ Explore Differences
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Assume positive intent
Be open to other view points and don’t
assume you know it all.
Ask to hear the other side.
Explain the situation, need or concern from
your perspective
Invite the other person’s perspective
Acknowledge the similarities and differences
that exist
How?
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“This is important because…”
“What is your perspective?”
“The way I look at it is…”
“This affects the work in the following ways…”
“What other solutions would you recommend?”
How?
■ Encourage Respect
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Encourage respect even when you don’t
agree or understand why a person acted the
way he/she did.
Demonstrate consideration for the other
person.
Use respectful communication styles.
Stay in the present and focus on the future
versus rehashing the past.
Share similar stories.
How?
■ What does it look like?
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“I see your side.”
“I really appreciate the way you…”
“I respect your time, I know that you are
busy too…”
“I’m trying to avoid repeating…”
“Have you ever…”
How?
■ Take Responsibility
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Take responsibility to take action
Model the behavior you want to see
State what you need and your willingness to
help the other person with what he/she
needs
Reach agreement
End on a positive note
Follow up
How?
■ What does it look like?
✷ “How about we agree to…”
✷ “Let’s try this…”
✷ “I’m glad we talked…”
✷ “Can we schedule regular status
meetings?”
✷ “What can I do to make it easier on you in
the future?”
✷ “My intent is to improve our organization
and I need your input to make sure I’m on
the right path…”
The Need for Reinforcement
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Executive Assessment and Observation
Changing Resources
New Assignments
Incidents of Underperformance
Budgetary Changes resulted in a lack of
opportunities for development
■ Retirements Created Deficits in Skill
■ Territorial Walls
Changes are Everywhere
■ There are many shifts occurring at Federal and State
levels which have been impacting County level work for
some time.
■ These shifts have created a demand for significant
change in the typical business practices.
■ Several County agencies are responding proactively to
these imminent changes.
■ DCSS being one of them.
What does this change really mean for us?
more cost
effective
higher
performing
Three elements that come under scrutiny during any type of
change process
Funding
Goal
Effectiveness
Departmental
Performance
Two Themes Related to Departmental
Performance:
■ Improvement in soft people skills for all staff.
■ Improving general management skills.
Validate the Manager Experience
■ The experience of being a manager is often the most
trying one of a persons career.
■ Rarely is there adequate training.
■ Typically promoted because of their technical expertise –
not because of their managerial expertise.
■ Managers suddenly have a wide range of policies and
other regulations to apply to their subordinates.
Successful Manager Traits
■ Time Management
■ Breaking Silo Thinking
■ Grounding
■ Delegation
■ Communication – Directives
■ Responding to Problems
■ Power of Proposals
■ To-do list
■ Recognizing Accomplishments
■ Touch Points
■ Leave & Re-focus
Managers are to be significantly more
active in this process
Improving
soft people
skills (ours
and theirs)
positively
effecting
departmental
performance
Improving
our general
management
skills
Breaking Silo Thinking
Unit
tasks
Unit
tasks
DCSS
Goal
What Are You Doing For To Yourself
Relations
Me
Relations
Me
Work
Work
Ahh…That’s Better
Work
Relations
Me
Work
Me
Relations
Leave & Re-focus
■ ‘My work day is over – what ever was left or forgotten can
be taken care of when I return’
■ So now – ‘where am I going’
■ ‘Who am I going to’
■ ‘What are the main tasks to be done there’
■ ‘What are the relationships I need to nourish’
■ ‘What might that nourishment look like’
■ It is a long and slow process but the expected
outcome is a change in organizational culture!
more cost
effective
higher
performing
Organizational Hope
■ Hope has been heralded as a primary
catalyst for human creativity, community
and transformation.
■ As places where people come together
every day to plan out shared futures,
organizations serve as primary forums for
hope.
Organizational Hope
■ Building a Culture of Hope has a high
influence on the success of organizations
■ What are some ways we can instill hope
with each other as the organization deals
with lacking resources, reduced funding,
and customer impacts?
Organizational Hope
■ People who hope take the stance that any
reality whether events from the past, a
difficult situation in the present, or an
uncertain future—is always completely
open to fresh interpretations and the
discovery of possibilities.
Discussion and Questions
Closing Remarks