1. Not Yet Using the Baldrige Excellence Framework? Five Ways Forward

    July 25, 2019 by BPIR.com Limited

    Article contributed originally posted by Christine Schaefer on Blogrige

    Here you are, on the website of the national Baldrige Performance Excellence Program—source of the regularly updated, widely validated leadership-and-management-strengthening tool known as the Baldrige Excellence Framework (which includes the Criteria for Performance Excellence).

    Are you already using this comprehensive self-assessment guide to strengthen your organization’s performance?

    If not, would you like to benefit from improvements and innovation in your approaches to leadership, strategy, customers, knowledge management and performance measurement, workforce, operations—and get better results in all these areas?

    Begin Using the Baldrige Excellence Framework
    Try one, more, or all of the following five ways to begin to use the Baldrige framework to advance your organization’s long-term success:

    1. As a foundational step toward completing a Baldrige self-assessment, read and respond to the questions of the Organizational Profile, the prefatory section of the Criteria for Performance Excellence. You can download this resource (PDF file) for free.
    2. Begin thinking about your organization’s responses to the Baldrige Excellence Builder—which contains the higher-level questions from the full Criteria for Performance Excellence. You can download the free PDF or order packets of ten copies (for example, for your organization leadership team).
    3. Read accounts of how organizations in different sectors and industries have used the Baldrige framework, learning tips and role-model practices of Baldrige Award recipients. You’ll find many of these stories here on Blogrige. Are you getting these blogs delivered right to your inbox on Tuesdays and Thursdays? Besides reading them on the home page of the Baldrige website, you can subscribe for free to receive these blogs by email.
    4. Attend the Baldrige Program’s annual best-practice-sharing conference, the Quest for Excellence® conference, held every spring. There you will hear high-performing organizations (recent Baldrige Award recipients) tell the stories of how they improved their performance using the Baldrige framework, and presenters will answer your specific questions. Learn more details about the next conference and register.
    5. Participate in Baldrige examiner training. You don’t have to be a Baldrige examiner to sign up for the Baldrige Examiner Training Experience (BETE). Non-examiner participants in this training can learn how to evaluate an organization using the Baldrige framework and assessment process in a classroom alongside current Baldrige examiners. The annual three-day training sessions are traditionally held in May in Gaithersburg (MD).
    6. These are certainly not the only ways to learn more about using the Baldrige framework. You can also read Baldrige case studies in your sector and application summaries of Baldrige Award recipients to see how they have responded to the Criteria for Performance Excellence. And get involved with your local/regional Baldrige-based training and award program to begin improving your organization with Baldrige Criteria-based assessments, training, and tools.

      Baldrige Award recipients, Baldrige examiners, and other seasoned Baldrige framework users: What other ways do you recommend that organizations get started?


  2. South African Quality Institutes latest news

    June 26, 2019 by BPIR.com Limited

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    SAQI201906

    • Quality, Improvement and Sustainable Development, by Paul Simpson
    • Boosting performance through ethics quality, By Steve Simmonds
    • Getting Board Appointments Wrong With Devastating Consequences For The Organisation, by Terrance M. Booysen
    • Quality in Schools – As curious as Leonardo da Vinci, by Dr Richard Hayward

    Click here to download this newsletter.

     

     

     

     

     

     

     


  3. Book release: Be a Frontline H.E.R.O.

    June 25, 2019 by BPIR.com Limited
    For a review copy of the bookor an interview with the author, please contact Dr. Cyndi (Crother) Laurin, at +1-480-717-9612 or Cyndi@guidetogreatness.com.
     
     
     
     
     
     
     
     
     
     
     
     
     
     
    Moving the Frontline Forward: Engaging Your Employees to Provide an Optimal Customer Outcome through Improving the Overall Manager Experience

    Do you know someone who was very good at their job, and as a result was promoted into management without any people training? Maybe you’ve promoted an employee into management assuming they could hack it. Despite our best intentions, truth of the matter is most managers are not equipped to handle the people piece. The author of Be a Frontline HERO – a new book providing simple and accessible frontline management tools – tells a story we can all relate to that managers can incorporate in the same day and see immediate results.

    While innovative products and efficient processes are still the primary focus of most leaders, we know what really keeps a company competitive is its people. For over twenty years, the Gallup poll identifies approximately two-thirds of the workforce as not engaged in their work. Best said by Gallup’s CEO, Jim Clifton, in the State of the American Workplace Report:

    “The single biggest decision you make in your job – bigger than all the rest – is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits – nothing.”

    Nearly the same percentage of people leaves their job, or plan to leave, as a direct result of the quality of the relationship with their direct supervisor. In August 2018, Randstad US released research determining the primary reasons workers chose to leave, most all of them were related to “…intangible benefits and day-to-day experiences at work…”. In October 2018, Inc.com noted the Randstad US article and summed it by saying, “Why people quit really boils down to one word…Disrespect.”

    Why does all of this matter? According to Dr. Cyndi Laurin, author of Be a Frontline HERO: A Parable to Propel your Job and Life (June 2019, ISBN 978-1098586089). “If employees are walking out the door because of bad management, they’re clearly not engaged in the work at hand, making an optimal customer outcome nearly impossible.” She goes on to say, “If we can right the ship with regard to improving the manager experience, workers will be more likely to engage, and at the end of the day, the customer wins.”

    And don’t think for a moment that this is all touchy-feely, Kumbaya work. There is a direct correlation between culture and the bottom line. If the company is bleeding out due to high turnover, poor quality, unhappy employees, and an ineffective culture, customers are going to feel the pain as well and take their business elsewhere.

    So here’s the real issue: How do you give your most valuable asset (your managers) the resources they need to quickly become effective without spending tons of money on training and months of time to see results? Reading Be a Frontline HERO is a great place to start. It tells the story of the main character, Emily, finding herself promoted to manager at a local pizzeria. While excited about the new challenge, she quickly realizes she’s in way over her head. Giving and soliciting regular feedback with her former peers, trying to establish standards and set expectations, and “faking it until she makes it” leaves her feeling both overwhelmed and exhausted.

    On the brink of quitting, an unlikely customer makes Emily an offer she can’t refuse. Five easy tools with very specific language to follow, and Emily learns how to provide meaningful feedback, how to get her team on the same page in less than ten minutes, and how to prioritize which issues to tackle right away and which to block for later. With her new H.E.R.O. tool belt, Emily is well on her way to becoming an effective manager.

    Here is some context supporting the book’s insights on how to provide an optimal customer outcome through improving the overall manager experience:

    • Management is the practice of observation and providing clear, regular feedback. The old (yet still prevalent) command-and-control style of management is antithetical to creating a culture where employees can engage in work that allows the customer to experience an optimal outcome. Without a system to manage others, people tend to default to how they were parented. Parenting your employees is not managing them. Three of the five tools in Be a Frontline HERO (Position to Notice, Keep it Up, and Adjust) provide both reinforcing and corrective language to support desired behaviors.
    • Many employees only receive feedback when they are doing something wrong (hence, it feels like being parented). Dr. Laurin shared, “Over the past 25 years, I have found that many employees want to be trusted and valued and told when they are doing something right as well as how to correct doing something that isn’t moving the business forward.” Behavioral research supports offering three opportunities for supporting desired behaviors to every one opportunity to adjust undesired behaviors.
    • When asked, you would be surprised at how few employees actually know how their work aligns to the overall business objectives. “Without that connection, it’s hard to engage in meaningful work,” says Dr. Laurin. “Be a Frontline HERO includes a tool to get your team on the same page in under ten minutes and stay on track throughout the day (Position to Notice, a.k.a. Walkabout).”
    • One of the most challenging aspects of managing is being able to decipher what issues need to be resolved immediately, and which ones can safely wait until a later time. As a frontline manager, issues with employees, customers, and inventory can be difficult to prioritize without a tool or system. One of the tools addresses this exact challenge and offers simple steps to ensure effective management of time (Block or Tackle).

    This brings us to the true appeal of Be a Frontline HERO. Written as a narrative, the book is a quick and easy yet powerful read, and the content can be implemented immediately. It’s not only a highly effective for new frontline leaders but can serve as a valuable model for experienced leaders as well. It’s an interesting and fun read about a scenario that anyone can relate to.

    “I believe the time is now to move frontline leadership forward,” says Dr. Laurin. “Many of us get promoted into a leadership role at some point or another without any guidance on how to manage people, and unless you are lucky enough to work for a company that invests in practical management guidance and support, Be a Frontline HERO can provide five simple tools that you can literally start using in the same day and see immediate results.”

    About the Author:
    Cyndi (Crother) Laurin, Ph.D. is the author of bestselling Catch! A Fishmonger’s Guide to Greatness (2005) and The Rudolph Factor: Finding the Bright Lights that Drive Innovation in Your Business (2009). She is a sought after keynote speaker, Chief Training Officer for AMP Services, and is also the Director for the undergraduate Business Administration Programs at Benedictine University Mesa. More information about her can be found at www.Linkedin.com/in/cyndilaurin.


  4. BPIR.com Newsletter: June 2019

    June 17, 2019 by BPIR.com Limited

    Image

    Twitter

    Facebook

    Image

    Best Practice Report: Leadership: Vision, Mission, and Values


    This our first Best Practice Report of the Business Excellence Series consisting of more than 30 reports. Each report focuses on a criteria item of internationally recognised Business Excellence Models. Together all the reports will provide a blueprint of how to become a world-class organisation. The first report of six on leadership provides best practices on "Vision, Mission, and Values".

    Vision is where an organisation wants to go: it describes the targeted successful state for an organisation. An organisational vision should be challenging and inspirational to its employees and stakeholders. A vision statement usually presents an ideal in the longer rather than in the shorter term. Mission is what an organisation is here to deliver. It is the reason for its existence and supports the attainment of the vision. Values are the guiding principles of the organisation. It gives employees a moral compass, a set of ideals, and a standard of behaviour expected in the organisation. Together, the vision, mission, and values communicate an organisation’s philosophy. They set the direction and the purpose, and show what the organisation cares about in its journey towards fulfilling its vision.

     

    Featured Events

     

    Latest News

    • Best Practices Identified Along the Way…. read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders: IPM’s C. Richard Panico…. read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders: Donor Alliance’s Sue Dunn…. read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders: Alamo Colleges District’s Mike Flores…. read more

     

    Image

    Leadership practices at a municipally owned electric utility


    To build an effective workforce environment and engage employees, Bristol Tennessee Essential Services (BTES) a US electric utility, empowered employees to make decisions to improve its products and services, in part by testing ideas and improving work processes. The company established a `storytelling” technique and stories were told to train employees, promote ethical behaviour and build understanding of BTES practices. BTES involved employees in developing its mission statement and vision statement, and the Continuous Improvement Team, revamped processes to recruit and hire employees who could work for the company for the long term. BTES achieved a retention rate of 100%, far exceeding the national industry average of 82% and industry benchmark of 91%. 75% of employees had perfect attendance, compared to a national industry average of about 20%. BTES was a 2017 Baldrige National Quality Award recipient.

     

    Image

    Leadership system at an award winning faith-based healthcare provider


    The mission, vision and values of Adventist Health Castle (AHC), a US healthcare provider, drove its leadership system. The system incorporated concepts from the Baldrige Excellence Framework and depended on an integrated strategy and leadership structure of five key teams – the Patient Experience Team, the Playbook Team, the People Team, the Operations Council, and the Improvement Council – all of which reported to the President`s Council. AHC`s Strategic Planning Playbook was aligned with that of its parent organization Adventist Health and was cascaded to all AHC leaders through measurable goals to which they are held accountable through use of an evaluation management tool. The strategy was also cascaded to staff members, through practices such as regular leadership rounding and `Top 5 Boards` that are displayed in staff-only areas to highlight the latest goals as daily reminders. AHC was a 2017 Baldrige Award recipient.

    Do you know that there are around 2700 Competitor Analysis available in BPIR.com? And increasing…

    BPIR Tip of the Month – Competitor analysis

    Image

    Find out how your competitors or world industry leaders have been performing. Identify particular organisation by name, industry, country, or employee base and read from the publications we have available about what has worked for them and how they have performed.

     


  5. Best Practice Report: Leadership: Vision, Mission, and Values

    June 7, 2019 by BPIR.com Limited

    Vision is where an organisation wants to go: it describes the targeted successful state for an organisation. An organisational vision should be challenging and inspirational to its employees and stakeholders. A vision statement usually presents an ideal in the longer rather than in the shorter term.Mission is what an organisation is here to deliver. It is the reason for its existence and supports the attainment of the vision. The mission is usually measured by how well an organisation is achieving its objectives and goals.

    Values are the guiding principles of the organisation. It gives employees a moral compass, a set of ideals, and a standard of behaviour expected in the organisation. Some organisations use a code of conduct or ethics to put these values into practice.

    Together, the vision, mission, and values communicate an organisation’s philosophy. They set the direction and the purpose, and show what the organisation cares about in its journey towards fulfilling its vision.
     
     
     
     
    In This Report:

    1. What are “vision, mission, and values”?
    2. Which organisations have received recognition for having vision, mission, and values statements that are strong and inspirational?
    3. How have organisations reached high levels of success through their vision, mission, and values?
    4. What research has been undertaken into vision, mission, and values?
    5. What tools and methods are used to achieve high levels of success in vision, mission, and values?
    6. How can the success of vision, mission, and values be measured?
    7. What do business leaders say about vision, mission, and values?
    8. Conclusion.

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.