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Page | 1 Page | 2 ManageHub Limited Edition Published by tsWB Strategies, Inc. Skokie, IL www.managehub.com Copyright © 2013, 2016 by tsWB Strategies, Inc., Skokie, IL No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, tsWB Strategies, Inc., (847) 675-8211, fax (800) 999- 9231, or online at http://www.managehub.com Trademarks: ManageHub, the ManageHub logo, Breakthrough Project, the Breakthrough Project logo, and related trade dress are of tsWB Strategies, Inc. and/or its affiliates in the United States and other countries, and may not be used without written permission. All other trademarks are the property of their respective owners. tsWB Strategies, Inc., is not associated with any product or vendor mentioned in this book other than ManageHub and the Breakthrough Project. . For general information on our other products and services, please contact our Organization Development Department in the U.S. at 800-999-9231. ISBN- 978-0-9899086-0-3 Manufactured in the United States of America LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: THE PUBLISHER AND THE AUTHOR MAKE NO REPRESENTATIONS OR WARRANTIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS OF THE CONTENTS OF THIS WORK AND SPECIFICALLY DISCLAIM ALL WARRANTIES, INCLUDING WITHOUT LIMITATION WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE. NO WARRANTY MAY BE CREATED OR EXTENDED BY SALES OR PROMOTIONAL MATERIALS. THE ADVICE AND STRATEGIES CONTAINED HEREIN MAY NOT BE SUITABLE FOR EVERY SITUATION. THIS WORK IS SOLD WITH THE UNDERSTANDING THAT THE PUBLISHER IS NOT ENGAGED IN RENDERING LEGAL, ACCOUNTING, OR OTHER PROFESSIONAL SERVICES. IF PROFESSIONAL ASSISTANCE IS REQUIRED, THE SERVICES OF A COMPETENT PROFESSIONAL PERSON SHOULD BE SOUGHT. NEITHER THE PUBLISHER NOR THE AUTHOR SHALL BE LIABLE FOR DAMAGES ARISING HEREFROM. THE FACT THAT AN ORGANIZATION OR WEBSITE IS REFERRED TO IN THIS WORK AS A CITATION AND/OR A POTENTIAL SOURCE OF FURTHER INFORMATION DOES NOT MEAN THAT THE AUTHOR OR THE PUBLISHER ENDORSES THE INFORMATION THE ORGANIZATION OR WEBSITE MAY PROVIDE OR RECOMMENDATIONS IT MAY MAKE. FURTHER, READERS SHOULD BE AWARE THAT INTERNET WEBSITES LISTED IN THIS WORK MAY HAVE CHANGED OR DISAPPEARED BETWEEN WHEN THIS WORK WAS WRITTEN AND WHEN IT IS READ. Page | 3 Table of Contents Chapter One: Commit to Building Your Organization’s Management Framework ...................... 6 Chapter Two: Reinvent Your Organization Culture ..................................................................... 13 Chapter Three: Systematize & Standardize Your Organization’s Processes .............................. 17 Chapter Four: Use ComLogs to Create Employee-Powered Continuous Improvement ............. 36 Chapter Five: Adopt a Policy of One-on-One Coaching and Mentorship .................................... 46 Chapter Six: Accountability Meetings ......................................................................................... 58 Chapter Seven: The ManageHub Deployment Model .................................................................. 64 End Notes ...................................................................................................................................... 76 Page | 4 Dear Reader, Quality management practices are widely viewed as the key to innovation, consistent quality, employee engagement, customer satisfaction, increased profitability, rapid growth and maximizing success. They offer entrepreneurs and organization leaders a mountain of wisdom to optimize and transform their companies. Yet, too few small organizationes climb the mountain. They are either unfamiliar with best practices or are unable to turn theory into practice. This is a detriment to their companies, whose success is unpredictable. It is also a detriment to their communities, who rely on small organizationes to fuel employment and GDP. Given the recent economic data, this is truer than ever. The mission of ManageHub is to help leaders and teams use best-management practices to dramatically improve their chances of success. To do this we want to create a worldwide best practice movement where organizations can find the tools they need to build solid, sustainable, scalable and salable companies that benefit their communities, their employees, and themselves. To date over 10,000 copies of the ManageHub Book have been downloaded. We are proud to release this special edition for the ManageHub Accelerator. Please create your free ManageHub account (www.ManageHub.com) and use it to create your organization’s management framework. How You Can Help: The heart and soul of our movement is our ManageHub Community. Our community includes Entrepreneurship Centers, Quality Award Programs, Small Organization Development Centers, organization coaches, consultants and advisers, organization journalists, bloggers and activists. Our community shares a passion for helping leaders and their employees understand and adopt best management practices. They are recommending the ManageHub Success Score Assessment, Book, Tools and Accelerator. We ask you to join us by helping spread the word and/or by becoming a leader of your local ManageHub Community of Excellence. If we work together, we can change the world… one organization and organization at a time. Looking Forward, Michael Kramer, CPA www.managehub.com www.managehubaccelerator.com Page | 5 Chapter One: Commit to Building Your Organization’s Management Framework What are Best Management Practices? For the last sixty years, the greatest organization minds have been exploring, theorizing and fine-tuning a body of knowledge collectively known as “best management practices.” You may be familiar with best-practices through the work of thought leaders like W. Edwards Demingi and Joseph Juranii. You may have read classic management books like “The Goaliii,” “Good to Greativ” and “E-Mythv.” You may have even attempted best- practice approaches like Baldrige Performance Excellence Programvi, EFQMvii (The European Foundation for Quality Management), TQMviii (Total Quality Management), Page | 6 Kaizenix, Six-Sigmax, ISOxi (International Standards Organization), or CMMIxii (Capabilities Maturity Model Integration). The more you learn about best management practices the more you realize that they share common themes and requirements. Their most fundamental shared requirement is that you create your organization’s management framework. A management framework automates your organization’s management processes in the same way accounting software automates bookkeeping, or a CRM automates customer relations. With consistent use, your management framework helps your organization become very efficient, quality focused, and continually improving. Your framework helps your employees become empowered, self-motivated, and self-managed. It also, helps your organization’s culture become more innovative, focused, and collaborative. In his best-selling book, “Good-to-Great,” Jim Collins refers to the concept of a management framework as a “consistent system.” The Baldrige Performance Excellence Program, and EFQM call it a “leadership framework.” Other quality management approaches like ISO, Six Sigma, and CMMI fill in the gaps. They emphasize key concepts like process standardization, employee engagement, and continual improvement. They may emphasize different aspects of quality-management, but they all require an overarching, automated management framework. Why Do You Need a Management Framework? To understand the importance of creating your organization’s management framework, consider what makes a great organization, GREAT! From a customer’s point of view, a great organization is efficient. Its quality is consistent. Customers are treated like royalty. It is clean, organized, and focused. It is creative, innovative and imaginative. Its employees are happy, and it is very profitable. From a leader’s point of view, a great organization implements a set of internal systems that it uses to manage all its moving parts. Successfully managing these systems allows the organization to maximize its success: Processes: Systematized, standardized, and continually improved. Leadership: Ensure people, processes, and strategies are aligned and operating consistently and with excellence. Knowledge Management: Information gets to the right people at the right time. Strategy: Organization objectives are organically created, communicated and updated. Communication/Collaboration: Stakeholders have an equal voice and an equal opportunity to make a difference. Employees: Hire, onboard, and groom your best people for advancement. Page | 7 Culture: Promotes quality, innovation, and open communication, and active engagement. Values: Communicates a set of behaviors that all employees are required to consistently demonstrate. Project Management: One, organization-wide system to implement internal, strategic improvement initiatives. Results: Key performance indicators measure, and report results in real-time. Most organizations invest significant time and money building management systems related to some, if not all of the above elements. For example, they may employ an elaborate strategic planning process. They may have a project management system. They may use a knowledgebase or wiki. They may have a host of stand-alone communication systems ranging from emails to blogs. Their latest addition may be a collaboration system. Even when utilizing all of the above tools, leaders wonder why they still suffer from the same set of frustrating management problems: Dissatisfied customers Inconsistent quality Disgruntled employees Lost knowledge Miscommunication Misaligned strategies Derailed projects Politicking Employee resistance to improvement Inefficient operations Inability to break through Disorganization Recurring problems Lack of transparency Lack of accountability Lack of innovation Inability to scale Stress The problem is that most of the management tools (project management tools, knowledge systems, strategic planning systems, etc.) exist in silos. They may be state-of-the-art, but they do not work together to create an automated “management framework.” Page | 8 To illustrate the relationship between the required management elements, draw a line between each related item: For example, you would need to draw a line from the Process Management circle to all of the following related circles: Knowledge: Processes need well documented policies, procedures, training methods and forms. Employees: Process teams must actively document and improve their processes. Communication: Employees need ways to share their ideas for improving processes. Culture: Employees must be willing to document and improve their processes. Values: The Organization needs to promote the discipline of process standardization and improvement. Results: Process teams need ways to measure performance and improvement. Project Management: Employees need ways to manage projects dedicated to process improvement. Strategy: Each process needs a clearly defined improvement objective. Leadership: Senior leaders must support and monitor process excellence. Collaboration: Process-teams need ways to collaborate with internal and external resources to improve their processes. Page | 9 As you continue connecting circles you notice that every management element is connected to each other. Once complete your illustration look like the following: This exercise illustrates why most organizations struggle to implement best management practices. It seems impossible to create an integrated system that can effectively manage all of the necessary relationships. The difficulty of applying basic management theory is acknowledged by most best- practice approaches. For example, the Baldrige Performance Excellence Program, and EFQM describe their models as “non-prescriptive.” This means that, although they provide you with a comprehensive theoretical “framework,” it is up to you to create the internal management systems needed to bring their frameworks to life. Other popular best management practices methods like Six Sigma, ISO, and CMMI require extensive and expensive training. They are so complex that they are out of the reach of most organizations. ManageHub changes this. Page | 10 anageHub is a Ready-to-Use Management Framework ManageHub is an internet-based social-enterprise application that makes it easy to create your organization’s management framework. Simply create your organization’s private account at www.managehub.com and load in its unique characteristics: departments, processes, people, strategies, projects, and knowhow. Then, watch your organization come to life. ManageHub features an innovative social interface that makes your management framework “sticky.” The interface includes everyone’s favorite social elements like newsfeeds, face-grids, blogs, search, collaborative workspaces, and built-in auto- responders that send users email reminders and updates. It then leverages these features to interconnect the required management elements, (depicted in the circle graphics above), to give users one click access to their departments, processes, employees, strategies, projects, communications, and knowledge. The result is a ready-made management framework that you and your employees can use to create a culture of innovation, collaboration, and continuous improvement. Page | 11 Use ManageHub to get very organized. Use it to plan and implement your organization’s strategies. Use it to document your organization’s knowhow. Use it to free your employees from their “job traps” so they can grow with your organization as it grows. Use it to expand your organization, open new markets, and create new products. Use it to eliminate waste, reduce errors, and create an efficient, lean-operating organization. Use it to reduce the need for meetings, conference calls, and email. Use it to improve product quality, consistency and customer satisfaction. Use it to free yourself from working 24-7- 365 so you can focus on increasing innovation, growth, profitability… and, enjoy your life! Above all, use your new ManageHub framework to create a common management language for your organization. Instead of the chaos of every manager and every team having their own way of managing, you and your employees will have one, universal organization-way of managing. This simplified and standardized management approach allows participants to easily move from team to team, and support any manager, in any department, process, project, group, and committee. Adopting a common management language yields significant benefits including increased organizational flexibility, resilience, and collaboration. It reduces politicking, improves team performance, and increases employee satisfaction. It also helps create generations of leaders where all participants learn how to manage people, processes, and strategies at the department, process, and employee levels. Their leadership skills can develop organically, as they move from managing project-tasks, to managing project- teams, to managing process-areas, and ultimately, to managing departments. As your leadership framework matures, you can adopt a policy of hiring employees at the bottom and promoting them to the top. This will further engage and reward employees. It also creates an efficient and low cost workforce that is highly scalable. The remainder of this book provides you and your employees with an easy onramp to creating your organizations leadership framework, and creating your organization’s common management language. It is a practical approach that includes step-by-step instructions on how to use ManageHub to speed your organization’s transformation project. Chapter Two: Culture – How to win your employees’ hearts, minds and cooperation by adopting an employee-centric culture. Chapter Three: Process – How to engage your employees to document and improve the work they perform. Chapter Four: Continuous Improvement – How to encourage your employees to share their ideas for improving your organization. Chapter Five: Coaching – How to establish an ongoing conversation with employees that sets expectations, mentors and supports their active participation. Page | 12 Chapter Six: Team Meetings – How to hold your employees accountable for their commitments. Page | 13 Chapter Two: Reinvent Your Organization’s Culture An essential element of your organization transformation initiative is to optimize your organization’s culture. Your organization’s culture is its spiritual essence. It sets the standard for how people work together to achieve your organization’s mission. Your organization’s culture is defined by its values. Values are like your organization’s moral code. Values are usually defined by emotion-charged words like: Integrity Loyalty Quality Innovation Passion Accountability Delighting customers Teamwork Page | 14 Many organizations spend considerable time, effort, (and money) compiling their list of values. However, once identified, the exercise is often finished, filed, and forgotten. Leaders fail to translate their organizational values into a set of expected employee behaviors. To help solve this problem, ManageHub requires your organization to adopt the following minimum set of basic, non-negotiable values-based behaviors: Promote consistent product/service quality and customer satisfaction Actively document process knowhow Report and help resolve issues and ideas for improving your organization Participate in strategic performance improvement projects Actively learn new processes Help coach, mentor and cross-train other employees in performing their processes Actively participate on process and collaboration-teams The above behaviors are designed to achieve key organization values related to quality, innovation, teamwork, collaboration, continuous learning, and continuous improvement. They also target the specific employee-behaviors that are required to bring your organization’s management framework to life. (The importance of each behavior is explained in more detail in subsequent chapters of this book.) anageHub Makes it Easy for Employees to Perform Their Expected “Non-Negotiable” Behaviors ManageHub helps your employees perform your organization’s expected behaviors. All they need to do is log on to your organization’s private ManageHub account to begin contributing knowledge and ideas, and participating in improvement projects and collaboration conversations. The following ManageHub tools and workspaces are particularly helpful in creating your organization’s tradition of ongoing employee engagement. However, keep in mind, your employees need your coaching and oversight to ensure that they are used. Knowledgebase: Encourage employees to use ManageHub’s knowledgebase to document and improve process knowhow. Suggestion System: Encourage employees to use ManageHub’s discussion workspaces to report issues, ask questions, and share their ideas for improving quality, consistency, and customer satisfaction. Project Management: Encourage employees to use ManageHub’s built in project management system to implement strategic improvement initiatives. Page | 15 Employee Workspaces: Use ManageHub’s Employee Workspace to create an individual learning plan for every participant. Process, Department and Group Workspaces: Encourage employees to participate on multiple process and collaboration-teams. Monitor the participation of individual employees by reviewing their dedicated ManageHub workspace. Every employee workspace lists all the activity generated by the related employee. The more knowledge they contribute; the more ideas and issues they share; the more projects they manage… the more valuable they are to your organization. Teach employees how to review their own workspaces to monitor their progress. Your objective is to help them become self-managed, self-motivated, and fully engaged participants. Page | 16 Your Role Leading Culture Change For real culture change to occur your organization’s leadership must adopt the right intentions. Your leaders’ feelings and motivations set the tone in your organization. Your organization transformation initiative will fail if your leaders do not live by your new values and principles. Leaders need to demonstrate personal commitment to quality, customer satisfaction and excellence. Leaders must encourage, and when necessary, enforce use of your ManageHub framework. Your employees will be watching to see if your leaders’ words have meaning. Cultural transformation does not happen overnight. It takes time. Leaders will need to constantly reinforce your organization’s reasons for adopting its new culture. Use one-on- one coaching, and team meetings to discuss the benefits of each expected behavior. Leaders will need to repeat their coaching conversations over and over again until employee behaviors become second nature. (Both coaching and employee team meetings are discussed in later chapters of this book.) Page | 17 Chapter Three: Systematize & Standardize Your Organization’s Processes As you win your employees’ hearts, and minds you will likely want to focus their attention on systematizing, standardizing and improving your organization’s day-to-day processes. The best way to do this is to organize your people into self-managed process- teams. Empowering your employees to manage the work they perform benefits your organization on many levels: Encourages all employees to become active participants documenting and improving their areas of responsibility. Provides frontline employees with recognition, responsibility and prestige. Speeds the optimization of your organization by spreading the responsibility to many people. Improves the accuracy and efficiency of your organization’s standardized procedures by having processes documented by the people who know them best. Helps eliminate bottlenecks and job traps. Page | 18 Teaches frontline employees important leadership skills. Supports policies of job sharing, cross training and continual learning. Enables promoting employees from within your organization. Optimizing your organization’s processes is a key prerequisite to breaking through to its next level of success. Your objective is to ensure that processes can be performed consistently and are not dependent on specific people, (including you), preforming specific work. This makes your organization resilient, flexible and able to grow quickly without sacrificing quality or customer satisfaction. Business Model Map A good starting point is to create your organization’s Business Model Map. A Business Model Map depicts the relationship between your organization’s departments, processes and employees. Processes are associated with their managing departments. Employees are associated with their assigned process areas. This simple structure allows you and your employees to understand how your organization operates. Your Organization’s Business Model Map provides many advantages over a traditional Organizational Chart. Org-charts represent the spiritual foundations of most dysfunctional cultures. They focus on job-titles instead of process-areas. They emphasize lines of authority over personal responsibility. They favor middle-managers at the expense of frontline employees. They encourage anti-social behaviors like managing upwards, power grabbing, politicking, and maneuvering for greater influence. They institutionalize information filtering which makes it difficult for frontline employees to freely communicate their valuable ideas for improving your organization. They are not a tactical, strategic tool. On the other hand, your Business Model Maps favors a flat organizational hierarchy. It focuses on processes not job-titles. It empowers frontline employees to manage and improve their own areas of responsibility. It provides the insights you need to configure your departments, processes and employees to achieve optimal performance. It is also a valuable strategic planning tool that helps you identify operational gaps, and create an aligned set of department and process improvement objectives. Your organization’s Business Model Map uses the following simple outline structure to depict the relationships between departments, processes and employees: Department o Process Area Employee (Manager) Employee (Staff) o Process Area Page | 19 Employee (Manager) Employee (Staff) Departments: The purpose of a department is to categorize related work activities. Categorizing related work activities make them easier to manage. For example, most startup companies do not have many processes to manage. As a result, they typically have a very simple department structure. As an organization grows the number of process areas explode. Leaders and employees begin to naturally organize related processes into departments. The typical textbook-set of departments include: Finance/Accounting Sales & Marketing Department Human Resources (HR) Information Technology (IT) Research & Development (R and D) Customer Service Department Operations Department The above text-book department names are often too formal for smaller organizations. A better approach is to choose names that you and your employees casually use to refer to your departments. This helps make your Business Model Map feel real. For example a medical facility may have department names like Clinical, Lab, and Billing. A manufacturing organization may have department names like Engineering, Machine Shop, Quality Control, and Warehouse. Processes: The definition of the word “process” is often a source of confusion. A process is an individual work activity. Processes are not job-titles or job-descriptions. They are not projects or objectives. They answer the question, “What do you do at work?” Each process should relate to only one delegable work-activity. Each process name should include a verb (action word.) Examples of processes include: Reconcile bank statements Input daily raw material cost updates Produce monthly customer newsletter Conduct new employee orientation Perform monthly software updates Change air conditioner filters. Process Team: Once your processes are organized into departments you need to identify the employees who perform them. Employees generally serve on multiple process teams. This is especially true in smaller organizations where every employee is expected to wear multiple hats. Designate one employee to serve as manager for each process. Choose the employee who is the most knowledgeable and experienced in performing the process. Page | 20 Download Your Business Model Map Template: Use the following spreadsheet template to create your organization’s Business Model Map. The spreadsheet helps you gather all of the required information. It also doubles as a valuable strategic planning tool. A Business Model Map spreadsheet template can be downloaded from your ManageHub Accelerator Member Homepage. Use the first row of the spreadsheet to indicate your organization’s mission and vision. Then set up the spreadsheet with the following column headings: Department Process Manager/Staff Standardized In Process (of being standardized) Not Standardized Strategic/Improvement Objectives Next, complete the spreadsheet by identifying all of your organization’s departments and related processes. Indicate the names of the process managers and team members associated with every process. Indicate if the process is standardized by placing an “X” in the appropriate column. Also, indicate one or more strategic improvement objectives related to each department and process. When completed, your Business Model Map is a powerful management tool. Use your Business Model Map to: Setup departments, processes, and users in your private ManageHub.com account Assign responsibility to frontline employees Page | 21 Identify operational gaps that need to be filled Configure your organization for maximum efficiency Help your employees understand how all the moving parts of your organization work together and how they fit into the bigger picture Communicate your organization’s strategic plan Review your organization’s department and process objectives to make sure they are complementary and aligned Share your Business Model Map with your employees. Use it to engage them in an ongoing dialogue. Use it to gather their insights and to make better strategic decisions. Use Your Business Model Map to Setup angeHub Your Business Model map is a handy reference when setting up your organization’s private ManageHub.com account. It neatly identifies all of your organization’s departments, processes, and people in exactly the format you need to speed setup. Step One: Complete your Organization Model Map. Step Two: Log on to your organization’s ManageHub.com Account. Step Three: Click on the related icon , , or to create a ManageHub workspace for every department, process, and user indicated on your Organization Model Map worksheet. Alternatively you can click on the magic wand icon to access a setup wizard. Page | 22 Step Four: Complete the popup setup form. Once saved your department, process, or user will appear in the related tabbed section of your link box. (Some browsers may require you to refresh your screen before the link(s) will appear. Step Five: Repeat Steps Three and Four until your entire organization model structure is created. To view your organizational-structure report, click on the full-screen icon located in the “Browse” section of the “ManageHubs” link box. Page | 23 Process Management Worksheet (Optional) So far, you should have completed your Business Model Map and set up your department, process, and user workspaces in your organization’s ManageHub.com account. Now, begin populating your ManageHub process workspaces. To get started it may be helpful to create one Process Management Worksheet for every process identified on your organization’s Business Model Map. Use the Process Management Worksheets to: Teach employees how to be effective process managers and team participants. (In smaller organizations it is likely that most employees will serve both roles.) Encourage employees to adopt your organization’s values-based behaviors. Populate your ManageHub process-team workspaces. To complete the Process Management Worksheet, indicate the process name, department, manager name and team members. Next, indicate a process description and improvement objective. Then list all of the ideas and issues related to improving the process. The source of these ideas and issues can be your Business Model Map, process team members, or other employees. Next, use the worksheet to indicate any related improvement projects that your teams will implement to resolve reported issues. Page | 24 The Process Management Worksheet is a valuable teaching tool. Use it to train process managers to be good managers. Use it to set expectations and focus your process teams’ effort on achieving the following key objectives: Systematization: The process is automated using software, checklists, lot sheets, etc. Standardization: The process is documented with step-by-step procedures. Training Methods: The process procedures are good enough to support independent learning. Cross-Training/Job-Sharing: The process team is actively training multiple employees. Bottleneck: The process team is ensuring the process is not a current or future bottleneck. Employee Engagement: All process team members are actively helping document and improve the process. A Process Management Worksheet can be downloaded from your ManageHub Accelerator Member Homepage. Use Your Process Management Worksheets to Populate Your Organization’s angeHub Process Workspaces ManageHub.com’s online workspaces automate process-team collaboration. They make it easy for you to monitor your teams’ progress and hold employees accountable for documenting and improving the work they perform. The online workspaces also help structure meaningful coaching conversations and team meetings. Every online workspace includes a dedicated activity feed that provides you with a chronological change-history. Tabbed sections organize all related knowledge, projects, and discussions. To populate your online ManageHub process workspaces: Step One (optional): Complete one Process Management Worksheet for every process identified on you organization’s Business Model Map. The worksheets are a handy source-document that speeds setup. Step Two (If not already created): Click on the icon, located at the top of your ManageHub link box on your home page, to create one management workspace for every process. (Skip this step if the process was already created.) Step Three (if necessary): Click on the icon located in the upper right hand corner of each process workspace to add or edit the process name, manager, managing department, process description, strategic objective, or to approve new members. Page | 25 Step Four: Refer to your Process Management Worksheets to populate each process workspace with all the knowledge (policies, procedures, training methods), improvement projects, ideas, and problems related to each process. Click on the icon located at the top of each tabbed section to add content. Step Five: Manage the process by monitoring the workspace’s activity-feed and reviewing the tabbed workspace sections. Make sure your process teams are actively engaged systematizing, standardizing, and improving their processes. If they are not collaborating successfully, you will need to increase the frequency of one-on-one coaching and team meetings. Use Your angeHub Online Process Workspaces to Structure Coaching Conversations and Team Meetings Perform a systematic review of your organization’s online ManageHub process Page | 26 workspaces, including their headers and tabbed sections, to guide a consistent coaching conversation or team meeting. Process Header: Review the process description and objective (located under the header pull down.) Make sure process team members understand them. Ask members if they can be improved? Show members how they can click on the “Suggest” link provided to report an idea for improving the process’s strategic improvement objective.” Process Facegrid: Review the workspace’s facegrid. Are all the members actively participating on your process team? Are they functioning as a collaboration community? If not, they require additional coaching, training, and monitoring. Does the process team include enough members to avoid current or potential bottlenecks? Is the process team actively recruiting and training new members? Knowledge Tab: Review the knowledgebase entries associated with the process workspace. Do they include all of the policies, step-by-step procedures, training methods, videos, schematics, flowcharts, or any other information that helps define the process’s current standard of excellence? Are the listed knowledgebase entries sufficient to train a new process-team member with a minimum of direct support? Remind process team members that your organization’s objective is to minimize “job traps” that prevent promoting from within. If members resist sharing their knowledge, remind them that if they are not replaceable they are not promotable. Be sure to acknowledge and praise members who contributed valuable new knowledge. Issues Tab: Review the issues associated with the process workspace. Is each issue being actively discussed? If not, ask team members, (individually, or as a group), if they have any insights or solutions to contribute to related discussion workspaces. Determine if any of the issues should be marked as resolved. Determine if any of the issues should be converted into a project or to-do assignment. Are there any important newly posted issues that should be discussed? Ask participants if they have any ideas or issues that they have not shared. If they have ideas, have them create a workspace using their logon credentials so that they receive proper credit. Remind participants that idea and issue discussion workspaces fuel your organization’s continuous improvement cycle. Be sure to acknowledge and praise members who contributed (or help implement/resolve) valuable new ideas and/or issues. Projects Tab: Review the projects associated with each process workspace. Are employees meeting their task due-dates? Are the projects on budget? Are all process-team members participating on, or managing, one or more projects? Ask project managers to report on their progress by reviewing the header and tabbed sections of the project’s workspace. Are there any project issues that need resolution? Remind process team members that managing improvement projects Page | 27 helps them develop critical leadership skills that prepare them for promotion. Be sure to acknowledge and praise members who participate on successful improvement projects. To-Do Tab: To-Dos are one-task assignments. They are a great way to keep track of one-off (non-project) tasks assigned to individual team members during meetings. Review the To-Dos associated with the process workspace. Ask To-Do managers to report on their progress. Be sure to acknowledge and praise members who successfully completed their assigned To-Do assignments. Groups Tab: Groups are collaboration workspaces. They can be used to manage your organization’s strategic themes, Special Interest Groups (SIGs), client engagements, cross-department or cross-organizational collaboration. Groups can be associated with a process team workspace. This can be useful when the process team is responsible for managing the group’s collaboration. The Group workspace can be populated with knowledgebase entries, discussion (issue/idea) workspaces, projects, to-do’s, and uploaded documents, and links. Group members are either invited or are approved. It is sometimes helpful to review a Group’s activity during a coaching conversation or a team meeting. However, keep in mind that many Groups are private. This means that their activity is not known to all participants. Process Managers Role & Responsibilities The Process Manager is often the senior-most knowledge holder of the related work- activity. Process Managers are responsible for engaging their teams to optimize their assigned work activity. The Process Manager is responsible for managing collaboration related to: 1. Systematizing, standardizing and documenting the process. This includes creating and updating the process’s policies, procedures, training methods, forms, checklists and other documents. 2. Managing the process’s continual improvement cycle. This includes responding to the ideas, suggestions and feedback communicated via your ManageHub Issue and Idea discussion workspaces (See Chapter Four.) 3. Managing process team collaboration and participation. When possible, the Process Manager’s objective is to create a team of at least three or more employees who are cross trained and actively engaged in helping improve the process. You should treat Process Managers as one of the most valued and honored position in your organization. They represent the future leaders of your organization. They serve as Page | 28 frontline ambassadors for creating your organization’s culture of excellence. Acknowledge their hard work. Have them report on their progress during your organization’s regular team accountability meetings by referring to the related ManageHub process workspace to structure their presentation. Make sure your Process Managers understand that efficient and effective processes are the key to making your organization more scalable and better prepared for rapid growth. Reinforce that your objective is to reduce your organization’s dependence on specific employees performing specific work. Explain that optimizing your organization’s processes benefits your employees by eliminating their job traps, and freeing them for promotion. Explain that you want to create generations of leaders who can grow with your growing organization. Provide your Process Managers (and teams) with the professional support they need to be successful. Hire outside resources when necessary. Your objective is to create a highly engaged group of dependable, loyal and aligned frontline employees who will help you systematize, standardize and continuously improve your organization, one process at a time. The more employees you can engage as Process Managers, and on process teams, the faster you can optimize and transform you organization. Systematize Every Process A primary responsibility of every process team is to systematize and standardize the work-activity that they manage. To systematize a process means it is automated or controlled by software, machinery, lot sheets, checklists, forms or some other structured approach. The purpose of systematizing a process is to minimize the variation in its performance so that common errors and mistakes do not occur. It is also important, that quality assurance be built into every system. This means that the process is tracked and audited as it is being performed. This helps confirm that mistakes and defects do not creep into your automated process. If a problem does occur, the system should include provisions for reporting and resolving the issue so that it does not recur. Forms and checklists are often an inexpensive and effective way to systematize a process. They add structure and guide your employee’s performance of repetitive tasks. They provide a completeness check that reminds employees to perform key steps that could be missed. They also provide an important source-document for future review. When a problem or error occurs, you can easily modify the form, add a step, or add an audit point to ensure that the issue does not recur in the future. A word of caution: Some employees will perceive the concept of “systems” negatively. They incorrectly believe that systems are too structured, or will stifle their creativity. The Page | 29 opposite is true. Effective systems help improve the creative-dynamic in your organization. Instead of experiencing the constant stress and aggravation of spinning their wheels and putting out the same fires, your systems help ensure that the fires never start. The structure of your systems frees everyone’s time to focus on innovating, creating, improving, and building your organization. Standardize Every Process To standardize a process means it is documented with step-by-step operating procedures. The procedures should be so clear and complete that they ensure the process can be performed consistently, and without mistakes, by any qualified, well-trained and approved employee. The purpose of standardizing your processes is to establish your organization’s current benchmark of excellence. Well documented processes represent your organization’s internal best practices that all employees are expected to adopt. They should work hand- in-hand with related automated systems to reduce variation in the way the process is performed. The more your organization can reduce the variation in the way its processes are performed, the more your employees can increase consistency, productivity, overall quality, and customer satisfaction. SOPs and PALs: Many organizations create a formal set of Standardized Operating Procedures (SOPs). These procedures are usually bound in a set of binders, or are stored electronically in a folder on their organization’s hard drive. Quality-professionals sometimes refer to these procedure-sets as a Process Asset Library (PAL). SOPs or PALs are created for all the right reasons. Leaders realize the value of documenting the knowhow of operating their companies. However, the problem is that most standardization projects are treated as periodic exercises. Improvement is not built- in. As a result, organizational flexibility and innovation is not achieved. ManageHub improves upon the typical process standardization approach by providing your organization with a collaborative PAL. It works by organizing your organization into process teams. Every process team is provided with a dedicated online workspace where members can work together to standardize and improve their process. Your objective in using ManageHub should be to transform process standardization and improvement from a periodic exercise into an ongoing, living activity. When performed correctly, the benefits should extend well beyond creating a set of neatly organized processes. Your organization should experience: Increased product/service quality and consistency (even in geographically distributed teams because, when using ManageHub, all related employees are Page | 30 members of the related online process workspace and apply the same standard-of- practice.) Improved productivity Significant cost savings Increased innovation Increased customer satisfaction Increased organizational flexibility, resilience and responsiveness Engaged employee who know what is expected of them Employees who know how to lead The following screenshots explain how process-team workspaces are organized into a PAL listed under the Process Tab of each department workspace. Page | 31 Engage your process-teams: Documenting most of your organization’s processes should be quite easy. In addition to written, step-by-step procedures, teams can upload screen capture videos to the ManageHub knowledgebase and associate them with their process workspace. Videos are a great way to explain how to perform step-by-step procedures like completing an online data entry form. Employees can use a smart phone to record a video of an employee performing the process. They can include the relevant pages from a software manual. They should include anything and everything that makes it easy to train an employee to perform the process with a minimum of hand-holding. You may need to hire an experienced business coach or process consultant to help guide, monitor or support teams who are managing complex, critical, or broken processes. Remind employees that process documentation and improvement is not an occasional exercise that is finished, filed and forgotten. It is an ongoing, continuous journey that is never completed. It usually takes three or more iterations for the process documentation to come into clear focus. Once the documentation is effective, it should become the benchmark for performing the process. Anytime a problem, waste or inefficiency creeps into the process, the team should report the issue using your ManageHub Idea or Issue discussion workspaces . These online workspaces make it easy for your employees to discuss ways to modify their systems and procedures to eliminate the possibility of the issue recurring in the future. This active engagement by process teams becomes the cornerstone of your organization’s continuous improvement quality culture. (Using ManageHub to automate your organization’s continuous improvement cycle is discussed in the next chapter.) Process Standardization Format: In larger organizations, standardized procedures are often formal documents that are supported by related schematics, process flowcharts, training materials, and/or other reference materials. Although this type of detail may not be necessary in your organization, it is a good idea to standardize the way your process teams standardize. You can do this by adopting a organization-wide standardization template that all process teams use to format their step-by-step procedures. Adopting a standardized format makes it easier for employees to cross train in multiple roles. It also helps prepare your organization for quality certifications like ISO 9001®. A Standardization Format can be downloaded from your ManageHub Accelerator Member Homepage. anageHub Knowledgebase: ManageHub includes a collaborative knowledge management system to speed your organization’s standardization project. The ManageHub knowledgebase includes a built-in word processor to capture, store, and continuously update your organization’s valuable know-how. You can also upload a document, or attach a link to a file stored on an external, cloud-based source. Use the ManageHub Knowledgebase to organize your process’s policies, procedures and training Page | 32 methods. Also, use it to reference documents that corroborate performance of the process or any other related documents like meeting minutes, and client related files. To create a new knowledge entry, simple click on the link on your home page. To associate a link or document with a specific process, click on the icon that is located at the top of the “Knowledge” tab of the related process workspace. Page | 33 anageHub Projects: ManageHub includes an interactive project management system that is designed to manage internal (strategic) improvement initiatives. The system features a built-in issues resolution engine that project participants can use to identify and resolve project related problems. The system also includes automated email alerts with reply back capabilities. You can even duplicate existing projects to speed the setup of recurring initiatives. To create a project click on the icon on your home screen. You can also create a project by clicking on the icon that is located at the top of the “Projects” tab of all ManageHub workspaces. Then complete the pop up setup screen. Be sure to use the drop down list to associate your new project with its managing Department, Process, and/or Group. Once created, a link to the project will appear on all related Department, Process and/or Group workspaces. Among the first projects you should create are process systemization and standardization initiatives. Consider creating one project to manage the optimization of every process. Page | 34 Page | 35 A Strategy for Startups and Solo-Entrepreneurs: If you manage a very small organization, or are a solo-entrepreneur, you will likely need to serve as Process Manager for most, if not all, of your processes. Systematizing, standardizing and improving so many processes may require many late nights that test your commitment and determination. However, do not be discouraged. Start by completing your Business Model Map and setting up your department and process workspaces on your organization’s private ManageHub account. Seeing the big picture will help you stay focused, and prioritize a list of processes that you will optimize first. Start by systematizing and standardizing processes that you would like to immediately delegate to part-time employees or virtual assistants. Next, tackle elements of your day- to-day operations that do not require your direct involvement, creativity, or expertise. Finally, develop systems and standards that allow you delegate more and more of your work to well trained and supervised employees. Your goal should be to create a set of processes that allows your daily work to be performed by employees (or contractors), and you to serve in more of an oversight and quality-control role. This helps prepare your organization for rapid growth, unexpected opportunities, and unforeseen events, like a personal health crisis. It also helps prepare your organization for eventual sale. After all, the value of your organization is diminished when it is overly dependent on you or a key employee. 1. Systematizing and standardizing your organization’s processes is a prerequisite for building a sustainable, scalable and saleable organization. 2. Effective process management is just as relevant for solo entrepreneurs. 3. Use your Business Model Map to organize your organization into process teams, assign responsibility, and align your organization’s strategies. 4. Refer to your Business Model Map to setup your organization’s department, process, and employee workspaces on your ManageHub platform. 5. To stay organized, consider using the Process Management Worksheet to teach employees how to be effective process managers. 6. Refer to your Process Management Worksheets to populate each ManageHub process team workspace with its description, strategic objective, knowledge, improvement projects, and issues. Page | 36 Chapter Four: Use Discussion Workspaces to Create an Employee-Powered Continuous Improvement Cycle The third required element in designing your organization’s transformation is to initiate an ongoing continuous improvement cycle. This requires you to open direct lines of communication between your employees and process teams. You want to create a culture where employees feel comfortable sharing ideas, suggestions and problems directly with relevant process teams. You also want to empower process teams to vet and resolve issues related to their areas of responsibility and expertise. Page | 37 Your objective is to fully leverage the knowledge, ideas and insights of your employees to improve product quality, consistency, customer satisfaction and eliminate waste. Empowering employees to drive the right information to the right people helps create a highly flexible organization that is able to outmaneuver its competition. Leaders are responsible for keeping the continuous improvement momentum going: Encourage employees to report their issues and ideas Use ManageHub to monitor significant issues and ideas from the moment they are reported to their resolution Facilitate collaboration when needed Credit and reward employees for both reporting and resolving issues and ideas Managing communication is the key to ensuring that a steady stream of employee issues and ideas fuels your organization’s continuous improvement cycle. anageHub Discussion (Issues, Ideas, and Questions) Workspaces ManageHub discussion workspaces are like an online suggestion box for your organization. They empower every employee with the ability to share their ideas for improving your organization directly with the people who are most likely able to take quick action. With one click on the icon on their ManageHub home screen, a user can report a customer complaint, suggest a way to reduce waste, improve productivity, increase quality, open a new market, report competitive intelligence, or share an innovative idea. Once reported, your entire organization can work together to resolve the issue. Use discussion workspaces instead of email and meetings: Discussion workspaces are used to manage collaboration related to the reported issue, idea, or question. The workspace contains all related user comments and attachments. This enables participants to review the entire conversation thread at their convenience, whenever needed. It also allows new participants to join an active conversation without the need for a distracting “catch-up” phone call or meeting. Participants simply access the workspace and review the past comments, links, and attachments. Another advantage is that the conversation is maintained as part of your organization’s historical archive. Resolved issues, ideas, and questions can be searched and reviewed by subsequent teams when needed. Page | 38 Page | 39 Collaboration must be facilitated: Department and process-team managers should frequently review all unresolved discussions listed under the Issues Tab of their related ManageHub workspaces. Managers must ensure employees are actively discussing and resolving reported issues and ideas. When necessary, managers must prompt employees to collaborate and hold them accountable for resolving the issues and ideas. Credit employees for reporting and resolving issues: Managers must regularly recognize both the employees who report valuable issues and the process teams who resolve them. Public and private praise helps encourage employees to model your organization’s values-based ManageHub behaviors. It celebrates your new organization culture of innovation and continuous improvement. It also highlights the critical role that all employees play in fueling your organization’s continuous improvement cycle. Reminder: Be sure to associate the discussion workspaces with their managing department, process, and/or group: When creating any new workspace, (whether a discussion, project or knowledge entry), be sure to associate it with its managing department, process, and/or collaboration-group. Once the workspace is saved, ManageHub will automatically alert related department, process, and/or group users with a system-generated email. The emails provide embedded links that invite recipients to contribute to the ManageHub discussion. If they prefer, recipients can simply reply to the automated email with their comment and it will be automatically posted back to the related discussion workspace for all participants to see. ManageHub will also alert users with clickable-listings on all related department, process, group, and user activity-feeds. The cross-linked interconnection of project, knowledge, and discussion workspaces with their related department, process, employee, and collaboration-group workspaces makes it very easy for you and your team to manage improvement throughout your organization. Please Note: Use the same protocol to associate all Project, and Knowledgebase entries with their managing department and process team. The drop-down link-lists are found on all popup setup screens. Page | 40 Page | 41 Use anageHub to Create Your Organization’s Continuous Improvement Cycle ManageHub automates your organization’s continuous improvement cycle. To illustrate how it works, consider the following scenario: A front line employee is frustrated because she is wasting valuable time looking up warehouse location codes that could be easily added to pick lists generated by the organization’s sales order software. Correcting this issue would improve productivity, speed order processing and reduce cost. The employee used email to report her suggestion to multiple supervisors over the years. Promises were made, but no action was taken. Now consider the quick resolution that is possible when using ManageHub to automate continuous improvement. ManageHub facilitates communication between employees and process teams who are empowered to optimize and improve their procedures: 1. The employee reports her suggestion by creating a ManageHub discussion workspace and associating it with the responsible department and process team. 2. The process team discusses the issue in the online workspace. Several resources from the IT department are included in the collaboration. The decision is made to add the warehouse location code to the product database and add it to the pick lists generated during order taking. 3. The process team converts the discussion workspace into a ManageHub project to manage the steps necessary to implement the change. 4. The Order Taking process-team updates related procedures and training materials stored in the organization’s ManageHub Knowledgebase. The updates were automatically communicated to all affected employees in their ManageHub Newsfeed. Page | 42 Using ManageHub, the issue was resolved quickly because front line employees from multiple departments were empowered to communicate, collaborate and resolve problems that related to their areas of responsibility. The above scenario illustrates how (1) culture, (2) effective process management, and (3) open communication work together to optimize your organization. It is simple, and organic. It institutionalizes a culture of excellence. It leverages your employee’s insights and creativity. It helps make your organization flexible and resilient. Page | 43 Page | 44 You will likely need to dedicate 5-10% of your employees’ time to improving your organization. Consider it the cost of your freedom from stress and frustration. It is also a cost that should result in a significant return on investment. Your organization will finally have a way to capture your employee’s ideas for saving money, making money, minimizing waste, and increasing quality, consistency and customer satisfaction. Use ManageHub to document the projected and actual ROI (return on investment) of all discussion workspaces. As the leader of your organization, it is your job is to manage the communication and collaboration. You are the catalyst, the change agent, and the conductor of all the moving parts. The next two chapters offer two techniques that you can use to engage your employees and encourage their active participation: Chapter Five: Adopt a Culture of One-on-One Coaching and Mentorship Chapter Six: Schedule Regular Accountability Meetings 1. Your employees are the eyes and ears of your organization. They know what is working and what is broken. It only makes sense to create a organization-wide culture that encourages open communication and collaboration. 2. Use ManageHub discussion workspces to initiate a self-sustaining, employee- driven, continuous improvement cycle. 3. The key is to empower and engage your process teams to manage the improvement related to their area of responsibility. Page | 45 Chapter Five: Adopt a Policy of One-on-One Coaching and Mentorship An organization-wide program of coaching and mentorship is vital to creating a positive employee culture. When done correctly, it establishes two-way communication. It institutionalizes accountability and transparency. It increases performance of your non- negotiable employee behaviors, as listed in Chapter Two. It develops leadership skills. It also improves employee loyalty and retention. Coaching sessions should occur frequently, at least once a week, during the startup phase of your ManageHub implementation. These initial sessions should focus on: Page | 46 Explaining why you are reinventing your organization’s culture. Answering questions, offering reassurance, and resolving resistance. Identifying employees who are enthusiastic early adopters. Providing ManageHub training. Encouraging employees to be active participants. You can reduce the frequency of coaching sessions to once a month as your employees begin to consistently perform your organization’s non-negotiable behaviors, and meet your performance expectations. These monthly sessions should focus more on assessing your employee’s progress, level of engagement, and setting learning objectives. However, you may need to increase the frequency of coaching sessions if you notice your employee slipping back into old behaviors. Step-by-Step anageHub Coaching Session Instructions Use your employee’s personal ManageHub workspace to structure a consistent coaching conversation. Your objective is to encourage individuals to become self-motivated, self- managed, high-performing, and high-value employees. Reviewing their ManageHub user workspace has the added benefit of demonstrating how the employee can use ManageHub to “coach” themselves. Step 1 – Renew your relationship if it needs healing: Every work environment is complicated by an assortment of unique personalities. Even a usually harmonious working-relationship can become strained. Use your coaching/mentoring sessions to clear the air. If necessary, hire an experienced, business coach or consultant to help mediate a problem, or to help you and your employee mend fences. Step 2 – Affirm your organization’s commitment to achieving excellent product/service quality and customer satisfaction: Set the tone for your coaching conversation by reinforcing your organization’s commitment to excellence. Discuss the benefits of maintaining clean and efficient operations. Remind your employees that your organization’s objective is to produce consistent high quality products and services that deliver an exceptional customer experience. For many organizations, excellence is already built into their DNA. Others will need to use coaching conversations, and team meetings to constantly reinforce this new and non-negotiable cultural imperative. Step 3 – Explain your motivation for implementing the ManageHub strategy: Change is hard for many employees to accept. Their first reaction is often to resist. Use your coaching sessions to win their support. Explain your good intentions. Share relevant principles with your employees. It is important that your employees understand that you want them to grow with your organization as it grows. Page | 47 Use your coaching sessions to explain that the fundamental logic of the ManageHub Approach is to organize your people into self-managed process teams who are responsible for systematizing, standardizing, and continually improving the work they perform. Explain how this employee-centric approach creates a flat organizational structure where every employee is a leader over their own work. Explain the connection between continual learning, eliminating bottlenecks, and minimizing job traps. Help your employees understand that documenting their own processes is the key to their being promoted. Explain that your ultimate objective is to create generations of leaders where you can hire new employees at the bottom and promote existing employees to the top. Finally, caution your employee that all the above benefits are just good intentions without their active participation. Hopefully, your employees will sense your sincere desire to help them grow with your organization. Hopefully, they will appreciate developing a trusting relationship with a supervisor/mentor-coach that is guiding them to greater opportunity. Hopefully, they will return the favor with loyalty, dedication, and by optimizing their processes. Step 4 – Communicate your organization’s set of expected behaviors: The success of your organization optimization project depends on your employees understanding and adopting your set of non-negotiable ManageHub Behaviors. Discuss the rationale and benefits of each behavior. Explain how they can use ManageHub to preform each behavior: Promote consistent product/service quality and customer satisfaction Actively document process knowhow Report and help resolve issues and ideas for improving your organization Participate in strategic performance improvement projects Actively learn new processes Help coach, mentor and cross-train other employees in performing their processes Actively participate on process and collaboration-teams Reviewing the behaviors helps set clear expectations for future performance. It also, sets the stage for the remainder of your coaching session. Refer to relevant behaviors as you review related sections of the employee’s ManageHub workspace. Encourage your employee to use ManageHub to perform the behaviors. Step 5 – Log onto your employee’s ManageHub account: Ask your employee if they are comfortable using ManageHub tools and workspaces. If not, your coaching session is a perfect opportunity to provide one-on-one training and support. Show your employee how to access their personal ManageHub workspace. Show them how to click on the home screen icons to create a knowledge entry, project, or Page | 48 discussion workspaces. Show them how they can also click on the icon at the top of all tabbed workspace sections to create a new entry. Step 6 – Review Your Employee’s Workspace Header: Does your employee need help uploading their headshot photo? Have they added their contact information? Update these setting by hovering your mouse over the employee’s name on their home screen. Then click on the “Employee Setup” link located in the drop down list. From the Employee Setup screen you can: Update contact information. Page | 49 Setup email preferences. Integrate project and to-to tasks into your Google Calendar. Upload your headshot photo. Page | 50 Step 7 – Review the Employee’s Activity Feed: The content of your employee’s activity feed is good first indication of their level of engagement. Scan the entries to determine if your employee created any new Discussion, Projects, or Knowledgebase workspace since your last coaching session. If so, be sure to review the items and praise your employee for their contributions. Also, be sure to scan the entries to determine if your employee is actively collaborating in existing issue or idea discussion workspaces. It is important to use the coaching sessions to encourage your employees to participate in any discussions that they can help resolve. Page | 51 Step 8 – Review the Employee’s Bio Tab: Is the employee’s biography section completed? Does it provide enough information? The employee’s Bio section should indicate an overview of their current responsibilities and past positions. Include descriptions of unique skills and experiences. Explain to your employee that the bio section is searchable by fellow users who are looking for employees with specific abilities. Show your employee how to click on the icon to add or modify information. Step 9 – Review the Processes Tab: The Processes Tab lists your employee’s processes. If they are a Process Manager, their photos will appear next to related links. The more processes the employee knows how to perform (and manages) the more valuable they are to your organization. Ask your employee if the list of processes is accurate and complete. If not, review your organization’s master list of processes and add the employee to additional team(s). If a process is not listed in the department’s process library, click on the icon to add the process. Once you have determined that the employee’s process list is complete, review each process workspace. Ask your employee if they are actively participating on the process team(s). Ask them if they are contributing knowledge and improvement suggestions. If not, use your coaching session to determine why they are not participating. Provide them with the training and support they need to become actively engaged. If your employee is a Process Manager review the knowledgebase entries associated with the process workspace. Do they include all of the policies, step-by-step procedures, training methods, videos, schematics, flowcharts, and/or any other information that is needed to define the process’s current standard of excellence? Are the listed knowledgebase entries sufficient to train a new process-team member with a minimum of direct support? Explain that it is your organization’s objective to minimize “job traps” that prevent promoting employees from within. If your employee is resisting sharing knowledge, remind them that if they are not replaceable they are not promotable. Be sure to acknowledge and praise employees who contributed valuable new knowledge. Step 10 – Review the Knowledge Tab: The Knowledge Tab lists all the knowledgebase entries created by the employee. The more knowledge the employee shares the more valuable they are to your organization. Click on their knowledge links. Assess the quality of their contributions. Show your employee how to contributed knowledge by hovering their mouse over the icon at the top of the Knowledge Tab of the related Process Workspace. Adding links and files directly to the related Process Workspace ensures the knowledge will be properly associated, accessible and searchable by process team members. Remind your employee that systematizing and standardizing the day-to-day processes of Page | 52 your organization is a fundamental prerequisite to breaking through. It creates a sustainable organization that is flexible and resilient. It establishes a benchmark (or standard) of excellence that can be continually improved. Keep in mind that many employees will resist sharing their knowhow. They may horde their knowledge to increase their sense of “job security.” Use your coaching sessions to help your employee think differently. Explain to them that, “If they are not replaceable they are not promotable.” Explain to them that if they are the only employee that can perform a specific process they are likely to be stuck in a “job trap.” Demonstrate your good intentions by creating a continual learning plan for the employee where they train to perform a new process while training others to perform their current processes. Your employee many need reassurance. They may have fears of being fired or losing influence. Let them know that it is your organization’s intention to multiply the opportunity of every employee that helps your organization grow. Step 11 – Review the Issues Tab: The Issues Tab lists all the discussion workspaces (issues, ideas, and questions) created by your employee. Discussion workspaces are used to share ideas and to report issues. The more issues and ideas the employee shares the more valuable they are to your organization. Click on their the Issue and Idea links. Assess the value of their contributions. If your employee has not created any discussion workspaces find out why. They many have learned not to share their ideas. Perhaps in the past their suggestions were dismissed, ignored, or not acted upon. In some cases their ideas may have been stolen by a manger, or they may not have been given proper credit. In other cases, the employee may never have been asked for their opinion. They may feel unvalued. Use your coaching sessions to help your employee understand that it is your intention to create a culture of innovation and active employee participation. Explain how ManageHub relies on employee ideas to fuel your organization’s continuous improvement cycle. Encourage your employees to use ManageHub to share their issues and ideas that can reduce waste, increase efficiency, or resolve recurring customer complaints. Ensure them that they will receive credit. Show them how ManageHub logs all their contributions and reports them under the Issues Tab in their personal employee workspace. Ask your employees if they have any ideas or issues to share. If they do, click on the icon on their home screen, or the icon at the top of any “Issue” workspace section. Remind your employee to associate their discussion workspace with the appropriate department and process teams. This will ensure it will appear as a link under the Issues Tab of all related ManageHub workspaces. Step 12 – Review the Projects Tab: The Projects Tab lists all the Projects that the employee manages or performs one or more tasks. If they manage a project, their photo will appear alongside the related project link. The more Projects the employee Page | 53 participates on the more valuable they are to your organization. Be sure to acknowledge and praise employees who participate on successful improvement projects. Click on their Project links. Assess the quality of their contributions. Is the employee meeting their task due-dates? Are they helping resolve project issues? If the employee is a project manager, ask them to report on their progress. Review the header section (including the pull down) and tabbed sections in the project’s workspace. Are their projects healthy? Are their projects on budget? Are there any project issues that need resolution? If your employee is not actively participating on project teams remind them that there is a lot of work to be done -- too much for a handful of employees to complete alone. The most important project is your organization-wide initiative is to systematize, standardize, and continually improve every critical operational and supporting process. Use your coaching conversations to encourage your employees to manage or participate on project teams. Explain that managing projects is an ideal opportunity to learn important management skills. Step 13 – Review the To-Do Tab: To-Dos are one step assignments. They are a great way to keep track of the one-off tasks assigned to individual team members during meetings. Use them to hold employees accountable to their commitments. The To-Do Tab lists all the assignments that the employee is responsible for performing. The more To-Do assignments the employee manages the more valuable they are to your organization. Click on their To-Do links. Assess the quality, timeliness, and value of their work. Ask your employee to report on the progress of open items. Be sure to acknowledge and praise members who completed their To-Do assignments. Step 14 – Review the Groups Tab: Groups are collaboration workspaces. They can be used to manage Special Interest Groups (SIGs), client engagements, cross department or cross organizational collaboration. Group workspaces can be populated with knowledgebase entries, discussion (issues, ideas, and questions), projects, to-do’s, and uploaded documents, and links. Group members are either invited or must be approved. It is sometimes helpful to review a Group’s activity during a coaching conversation. However, keep in mind that many Groups are private. This means that their activity is not known to all participants. Step 15 – Create a Continuous Learning Plan: Use your coaching sessions to create a continuous learning plan for every employee. The learning plan should contain three elements: 1. Processes currently being performed (ManageHub automatically lists these under the “Processes” Tab of the employee’s workspace). Page | 54 2. Processes and capabilities employee are currently learning. (Click on the to edit the list in order of importance.) 3. Processes and Capabilities to be learned in the future (Click on the icon to edit the list in order of priority) As you create and review an employee’s learning plan, explain the connection between continual learning, creating a scalable organization, eliminating bottlenecks, and freeing them from their “job traps.” Keep in mind that some employees, especially old-time employees, will not be interested in learning new processes or skills. This is acceptable under two conditions: (1) You have enough employees cross-trained in other processes to avoid current or potential bottlenecks. (2) The employee is an active participant on their process teams where they help to systematize, standardize, and continuously improve the process by reporting and helping to resovle issues and ideas. Page | 55 As you help your employee create or modify their learning plan, remind them that it is not enough for an employee to learn new processes. They must also help train their fellow employees to perform their current processes. This helps create a dynamic learning culture that is not dependent on specific people performing specific work. It frees employee from potential job traps. It also creates a scaleable organization that is prepared for rapid growth. Ask your employee if they are actively cross-training process- team members to perform their work. 1. Use employee coaching to establish a relationship with every employee. 2. Use coaching sessions to make sure every employee understands and adopts your organization’s non-negotiable ManageHub behaviors. 3. Use the employee’s ManageHub workspace to structure a consistent coaching conversation with every employee, to measure their progress, and to hold them accountable. Page | 56 Chapter Six: Team Accountability Meetings Schedule frequent team meetings for all the employees who are participating in your ManageHub improvement initiative. The meetings serve three important purposes: 1. Build a positive culture. 2. Hold employees accountable. 3. Encourage use of ManageHub to perform your organization’s non-negotiable employee behaviors. Holding regularly scheduled team meetings is like the heartbeat for your organization. They synchronize everybody to the same rhythm. They help maintain constant, paced momentum. They force everyone to pause and assess their progress. Page | 57 The best meetings are short, focused structured and mandatory. The typical meeting length should be 30 minutes or less. Keeping your meetings short is important to avoid push-back from your employees. The meetings should be structured using MangeHub so that everyone knows what to expect. The meetings also need to be mandatory, (except for excused absences like vacations, unscheduled customer meetings, etc.), because you need everyone engaged, informed and involved. To be effective, you should conduct your general meetings about once a week. Participants can meet in-person, online, or via conference calls. The meetings should use the following format: Step 1 – Culture Building: Use your meetings to build a positive employee culture. Affirm your organization’s commitment to performance excellence. Make sure participants understand the logic and benefits of performing your non- negotiable employee behaviors. Explain that the logic of the ManageHub Approach is to organize your people into self-managed process-teams where employees document and improve their work- activities with proper support and oversight. Encourage employees to share their knowledge using the ManageHub knowledgebase. Explain how using ManageHub discussion workspaces to report their ideas and issues fuels your organization’s continuous improvement cycle. Communicate your expectation that everyone actively participate on their process-teams. It may also be helpful in your initial meetings to conduct group ManageHub training. Step 2 – Process Manger Reports: Strategically select a handful of Process Managers to report on their teams’ progress in documenting and improving their areas of responsibility. They should use their ManageHub Process Workspace to guide their presentation. (See Chapter Three for a step-by-step meeting plan.) Choose managers of teams who have done a great job. Spend a moment to celebrate their success. Acknowledge their hard work. Make them a role model. You can also choose managers of teams who are making significant headway systematizing and standardizing a particularly difficult process. Give them encouragement. Thank them. Keep the meeting very positive and supportive. Never use the meeting to brainstorm solutions. Encourage use of ManageHub discussion workspaces instead. If a process team is failing, do not use the meeting to offer support. This can pull your meeting in the wrong direction and fill the air with negative energy. Instead, provide one-on-one coaching between meetings. Page | 58 Step 3 – Project Manager Reports: Strategically select a handful of Project Managers to report on their teams’ progress. They should use their ManageHub Project Workspace to guide their presentation. Discuss completed milestones (tasks) and report progress on resolving project issues. Choose projects that are strategically significant, and those that are on track to achieve their objectives. Spend a moment to celebrate their success. Acknowledge the project-teams’ hard work. Make them a role model. Also, highlight important projects that are just launching. Give them encouragement. Thank them. Step 4 – Issues/Ideas Reports: Next, select a few ManageHub Issue and Idea discussion workspaces to discuss. Choose issues and ideas that can produce the most value. Thank the employee who reported the issue or idea. Provide encouragement to the process-team who is responsible for resolving the issue. Let them know how much you appreciate their contributions. Use the meeting to follow up on past issues and idea that are still open. When helpful, encourage employees to collaborate on unresolved and inactive discussion workspaces. Encourage your employees to use discussion workspaces to report their issues and ideas for saving money, minimizing waste, resolving recurring problems and customer complaints, improving efficiency, opening new markets, creating new products, increasing quality, and improving customer satisfaction. Explain how reported issues and ideas fuel your organization’s continuous improvement cycle. Step 5 – Other Organization Business (Optional): Once the basic ManageHub portion of your meeting is completed you can discuss other organization business. You can review financial results, report on sales opportunities, consider new strategic plans, etc. The above, simple meeting format, benefits your organization in the following ways: Helps create employee-driven culture-change by focusing attention on engaged, empowered and active participants. Holds employees accountable to their commitments by requiring them to report their progress. Encourages communication, collaboration, innovation, and transparency. Credits employees with the ideas they communicate, the projects they manage, and the knowledge they share. Promotes friendly peer competition. (Everyone wants to look good during the meetings.) Creates “generations of leaders” as employees learn how to manage teams and meetings. Speeds onboarding of new employees as they experience and adopt the meeting format. Ensures meetings are consistent and effective regardless of who leads them. Page | 59 The meeting’s format establishes your best practice culture. Benefits build over time as employees hear the same messaging repeated over and over again. They begin to internalize the importance of reporting their ideas and optimizing their processes. Strategy Profile Worksheet Use the Strategy Profile Worksheet to plan your organization’s weekly Accountability Meetings. If you are a solo-entrepreneur, the scorecard doubles as a living strategic-plan. Use it to hold yourself accountable to your own organization optimization objectives, and leadership responsibilities. You can also use it to structure meetings with your business coach, or to report progress to your peer mastermind group. A Strategy Profile template can be downloaded from your ManageHub Accelerator Member Homepage. The Strategy Profile consists of the following sections: Mission Statement: Your Organization’s mission statement describes the reason you created your organization. For example the mission statement of ManageHub.com is: To dramatically improve the success rate of organizations by providing them with an easy onramp to adopting Baldrige-based best-management practices. Strategy Profile Page | 60 Writing a one sentence mission statement is best. It should be easy to remember and it should be inspiring. It should hint at your organization’s value proposition. It should also be used to guide your strategic planning and decision making process. Vision Statement: Your Organization’s vision statement describes a utopic dream of what can be accomplished if you are able to achieve your mission. For example the vision statement of ManageHub.com is: Create a Baldrige-based best practice movement where the innovation and growth of participating organizations results in prosperity for their owners, employees, local communities, and national economies. Again, one sentence vision statements are the best. They provide a long strategic view. They should be used to ensure that your strategic choices remain centered, focused and true to your beliefs. Values Alignment/Leadership Scorecard: Your primary leadership responsibility is to establish and enforcing use of your organization’s management framework. Your objective is to create the ultimate organization culture of engaged employees who are committed to maximizing quality, customer satisfaction, and performance excellence. The following are a list of leadership behaviors that you must perform to meet your obligation. They are based upon the cultural guidelines and other concepts introduced in earlier chapters of this book: You actively promote a culture of quality, customer satisfaction and performance excellence. You enforce use of your ManageHub leadership framework. You actively coach/mentor your employees to embrace best practices. You and your employees meet weekly to report progress and hold each other accountable. You ensure that process teams are actively standardizing their work-activities. Employees are actively using the ManageHub discussion workspaces to report their issues and ideas for improving your organization. Employees are actively managing and participating in improvement initiatives. You created Continual Learning Plans for every employee. Your organization is becoming a meritocracy. You actively promote job sharing and cross training. You are actively eliminating current or potential bottlenecks. Your organization is transforming into a flat, frontline, employee driven organization. You are eliminating dependence on specific employees performing specific work. You are creating generations of leaders. Page | 61 When possible, you hire new employees at the bottom and promote existing employees to the top. Your organization is sustainable, scalable and saleable. You engage outside resources when needed to coach, train, and support your employees. Strategic Themes: Use the strategic themes section of your Strategy Profile to list the broad organization-wide objectives that your organization is trying to accomplish. Examples include: Operational excellence: Engage frontline employees to systematizing/standardizing every organization processes. Product innovation Geographic expansion Customer retention/acquisition Employee engagement Quality culture It is difficult to manage more than three strategic themes simultaneously. Strike the right balance. You do not want to overwhelm or underwhelm your employees. Be sure that your department and process objectives are aligned with one or more of your strategic themes. 1. Use team meetings to reinforce your organization’s best-practice culture. 2. Use your meetings to encourage open communication and collaborations. 3. Have project managers and process team manager’s report on their progress. 4. Use your meetings to credit employees’ effort and to celebrate their successes. 5. Discuss the best employee ideas for improving your organization. 6. Meetings should be short, structured using, and positive. 7. The best way to structure the meetings is to use ManageHub. It not only organizes the meeting into a convenient, familiar format, but it also teaches employees how to lead their own teams and themselves. 8. Use the Strategy Profile to plan your organization’s weekly Accountability Meetings, an executive coaching session, or to report your organization’s progress to your Mastermind Group. Page | 62 Chapter Seven: The ManageHub Deployment Model As much as you want to transform your organization you may worry that it is too difficult to optimize your organization. You are overwhelmed. You do not have any time to spare. Key employees are a source of endless problems. Retrofitting your organization with the infrastructure it needs will add unwelcome complexity to an already chaotic situation. However, what are your options? Should you do nothing? Many leaders avoid adopting best management practices until it is too late. Some are replaced by newer, more innovative competitors. Some close their doors when an owner suddenly becomes ill. These organizations fail for the wrong reasons. Page | 63 Other leaders have moments of clarity and determination. They launch their organization’s optimization project but fail to follow through. They buckle under employee pressure. They become distracted by yet another crisis. They may hire the wrong consultant or coach who takes them in the wrong direction. It is better not to start a transformation project than to start and not finish. Abandoning your organization’s transformation project sends the wrong message to your employees. It tells resisters that they are still firmly in control. They are happy when you fail. It makes them bolder and meaner. You can see it in their “I told you so” smirks. It tells rank-and-file employees that you lack the determination you need to lead your organization to breakthrough success. Everyone becomes disillusioned, including you. Abandoning your improvement project mid-course also makes future attempts at optimizing your organization more difficult. Employees lose confidence that any transformation approach can help. They roll their eyes at the mention of hiring another consultant or adopting the latest improvement craze. They see it as a big waste of time. Use anageHub to Engineer a Stealthy Transformation Project Instead of promoting a grand initiative with lofty goals, consider engineering a quiet, grassroots revolution that flies under the radar of naysayers and troublemakers. Keep your lofty objectives to yourself. Gradually build momentum and support with tangible results instead of some distant, future promise of transformation. Make your “revolution” so simple and rooted in common sense that it barely needs an explanation. Follow the steps outlined in this book. Start by reinventing your organization’s culture to appeal to your frontline employees. They have the most to gain from your organization’s transformation initiative. They represent your future power base. They are looking for a way up. They are more likely to perceive working in your organization as an opportunity. They offer you strength in numbers. Next, systematically systematize and standardize your organization’s day-to-day processes. Optimizing your organization’s processes is the key prerequisite to building a sustainable and scalable organization. Do this by organizing your frontline employees into ManageHub process teams. Your employees already perform their roles independently or in small groups, so formalizing existing relationships into teams should feel very natural. Create one team for every work activity in your organization. Most employees will participate on multiple teams. Make the teams responsible for documenting and improving their own work. Give them the authority and support they need to systematize and standardize every aspect of your organization’s day-to-day operations. Also, provide necessary oversight. Page | 64 At the same time, use ManageHub to automate a simple continuous improvement cycle. Encourage every employee to use ManageHub discussion workspaces to report their issues and ideas directly to the process teams who can take immediate steps to improve quality, consistency, efficiency and minimize waste. You want to eliminate filtering by middle managers who may not understand the value of the information. Your goal is to have a continuous stream of employee suggestions powering a continuous cycle of improvement and optimization. Bring your organization’s continuous improvement cycle to life by initiating an ongoing conversation with your employees through individual one-on-one coaching and group accountability meetings. This simple approach creates stealthy organization-transformation. It gives you the freedom you need to adjust the speed of your deployment while staying fully committed to achieving your objective of performance excellence. It leverages the untapped skills, abilities, talents and insights of your most valuable and underutilized resource: Your frontline employees. It makes improving your organization an ongoing, organic, natural process rather than something that is forced. It allows you to build unstoppable momentum that is only possible if you have a fully functioning management framework. The anageHub Quality Model: Incremental Deployment with the Potential for Exponential Impact The ManageHub Quality Model offers your organization a stealthy, employee-powered deployment approach. It can be used to improve any size or type of organization. It can also be used to optimize a department within a larger organization. The ManageHub Quality Model starts by defining your organization’s capability requirements. These requirements mirror the set of non-negotiable behaviors outlined in Chapter Two of this book. Next, the quality model requires you to identify a step-by-step implementation plan beginning with a proof of concept test. The test is accomplished by applying the capability requirements to one or more processes. Your organization advances levels by successfully applying the capability requirements to the indicated percentage of processes managed by the related department(s). To implement the ManageHub Quality Model, you must organize your departments into process teams, as explained in Chapter Three of this book. One member of every process team must be designated to be the process manager. The process manager is responsible for facilitating collaboration among process team members. Department managers oversee process teams and provide internal or external support, as needed. In most organizations, employees serve in multiple departments, and on multiple process teams as both members and/or managers. Page | 65 Step 1 -- Define Your Organization’s Capability Requirements: Customize the Capability Requirements section for your organization. The Capabilities Requirements section of the ManageHub Quality Model reflect the essential elements of the most popular and respected management frameworks including Baldrige, ISO, TQM, CMMI, and EFQM. They also reflect the non-negotiable behaviors outlined in Chapter Two of this book. The Requirements are organized into three perspectives (Process, Employee and Leader). These three perspectives communicate a set of interrelated behaviors that are expected from all stakeholders: Process: Operational processes are documented by policies, procedures, and training methods. Improvement objective(s) are established for every process. Action plans (projects/assignment) are implemented to achieve improvement objectives. Process teams collaborate to resolve process related issues. Page | 66 Quality audits (customer surveys, self-assessments, etc.) confirm that process teams are performing according to organization standards. Process teams manage a program of continual improvement for the work they perform. Employee: Employees actively participate in documenting and improving the processes they perform. Employees actively report and help resolve process issues. Employees have a training plan that documents their ability to perform processes independently or with supervision. Leadership: Leaders enforce use of the organization’s leadership framework. Leaders promote a “best practices culture” centered on quality, customer satisfaction and performance excellence. Leaders encourage employees to report and resolve issues. Leaders promote inter-organization communication and collaboration. The Capability Requirements can be managed using the ManageHub software platform. Step 2 -- Organize your people into process teams: Setup your organization’s departments, processes, and people on the ManageHub software platform. Day-to-day processes are the building blocks of your organization. If your organization’s processes are efficient and continually improving, then your organization will likely be high performing. The problem in most organizations is that their employees are not formally empowered to document and continually improve the work that they perform. Typical problems include: Process know-how is siloed (and even hoarded) by process owners who do not share their expertise. Participants are not able to report and resolve issues that impact quality, consistency, and customer satisfaction. As a result, the organization spends valuable resources “putting out the same fires.” The ManageHub Quality model is designed to institutionalize a tradition of process documentation and continuous improvement. Processes are managed by teams. Each team works together to ensure that their process is: Page | 67 Systematized: Automated using software, checklists, machinery, log sheets, or some other method that ensures consistent quality of all output. Standardized: Employ written and/or video procedures and training-instructions to facilitate onboarding of new process team members with a minimum of direct instruction. The documentation should ensure uninterrupted operation of the process even in the event of key-member turnover. Cross Trained: Multiple employees are capable of performing the process. This reduces dependency on specific people performing specific work. This helps ensure the process is sustainable and scalable. It also frees team members for promotion as the organization grows and evolves. Free of Bottlenecks: Ensure the process is able to meet current, projected, and even unexpected or short-term increases in demand. Optimized/Continuously Improved: Process teams report and resolve issues that cause inefficiency, waste, customer complaints, etc. Page | 68 Step 3: Proof of Concept Test: Begin your ManageHub implementation with a low- pressure test. The success of any organization-improvement initiative rests on the shoulders of its leaders. They must embrace the idea of creating a best-practice culture. They must clearly communicate their commitment to their team(s). They must establish clear expectations. They must stand firm against employee resistance. Level Zero of the ManageHub Quality Model provides leaders with an opportunity to adjust to their new role as Capability Requirements champion-and-chief. They will need to be a teacher, evangelist, promoter, and enforcer. Level Zero also offers your organization an opportunity to experience its learning-curve with a minimum of scrutiny and pressure. Perform the test by choosing one to five process teams. It is preferable to choose teams from your Level 1 department but it is not required. It is more important to choose teams that are most aligned with the behaviors outlined in the Capability Requirements. One of your objectives is to create a core group of frontline employees who can help you mentor and support the onboarding of additional process teams. You also want to choose processes that require improvement, so that your organization can experience a measurable ROI. Once you have assembled your teams: Meet to discuss the Capability Requirements. Make sure every participant understands the purpose of each requirement. Also, make sure they understand the interconnected behaviors, dependencies, and relationships between the Process, Employee, and Leader requirements. Encourage every participant to report any problems and ideas they have for improving their process including increasing quality, consistency, customer satisfaction, and eliminating waste. These issues should be reported using ManageHub discussion workspaces. (If possible log onto ManageHub and share issues and ideas together.) Encourage every participant to help resolve identified issues by logging onto ManageHub and collaborating within the related discussion workspaces. If needed, create one or more projects or to-do/assignments to resolve the issues. Instruct team members to identify an improvement objective for their process team. (Log onto ManageHub and update the process improvement objective together.) Task each team to systematize (automate) and standardize their process. They should be instructed to upload procedures, training methods, schematics, Page | 69 templates, and any other documents directly under the Knowledge Tab of the related process workspace. If needed, offer the process teams the assistance of internal or external resources such as a trusted consultants, advisors, Six Sigma specialists, or ISO consultants. The consultants should guide and support the teams but not do their work. Instruct the process team to assign members tasks by using the ManageHub project management system and to-do assignment system. Remind all participants that implementing the ManageHub Quality Model is a team effort. The burden of implementation should be fairy distributed among all members. The role of the process manager is to encourage member participation and to report progress. It is not to do all the work. Organization improvement does not happen in a vacuum. It requires changing attitudes and creating a culture of collaborating and innovation. Some team members will require significant encouragement and mentoring. It is the leader’s responsibility to support the process managers. When needed, step in and facilitate the process team’s collaboration. Team members who are not active participants need to be mentored, coached, and if necessary, removed. Page | 70 Step 4: Implement Levels 1-5: Continue your ManageHub implementation by engaging additional process teams. Ask experienced members of optimized process teams to mentor and support newly formed teams. There is no set time limit associated with any of the ManageHub Quality Model levels. This provides your organization with the flexibility it needs to organize employees into process teams, familiarize the teams with the Capability Requirements, and offer needed training and support. Your intentions should be to move through the model with a minimum of stress, and delay. It may take time to build momentum. This is especially true while implementing the first few levels of the model. Slower progress is also common in large or highly dysfunctional organizations. However, as you successfully engage more and more process teams you should be able to rely on a growing number of internal champions to help mentor and support the onboarding of new participants/teams. As a result, your organization’s deployment momentum should build exponentially. The ManageHub Quality Model offers significant advantages over traditional deployment plans that attempt to implement non-holistic change: Shortens the organization’s learning curve and minimizes risks. Allows leaders to set reasonable expectations. Encourages employee participation. Allows internal and external resources to concentrate needed support. Helps the organization experience a measurable and replicable ROI. Offers the flexibility of adjusting the speed of deployment depending upon changing priorities or circumstances. Turns a growing number of employees into champions who can mentor and support additional process teams. As a result, succeeding levels move faster and faster, through the adoption. Institutionalizes a culture of collaboration, innovation, and continuous improvement. A key to success is for you, and all managers, to actively use the ManageHub software. Log on to monitor progress, and contribute ideas and issues. Encourage users to turn good ideas into projects. Also, start special interest groups and post blog articles that celebrate the success of your organization. Remember, the purpose of your ManageHub software platform is to create your organization’s management framework. It should be used to automate your management process. It creates your “organization-way” of communicating, collaborating, sharing knowledge, resolving problems, managing projects, and eliminating waste. With consistent use, your ManageHub platform will become a virtual representation of your organization. You will be able to manage the big-picture, and drill down to manage the details Page | 71 With proper use, you should see your organization’s culture become more focused, innovative, and collaborative. Your people will become more engaged, self-managed, and self-motivated. Your processes will become better organized, and documented. Your organization will become more sustainable, scalable and, successful. Rules of the Road The earlier, in your organization’s lifecycle, that you adopt your organization-wide management framework the easier it will be to manage, innovate, achieve your objectives and grow. As you are about to take your first steps on your organization improvement journey, use the following rules to guide you: Keep it simple: Most quality improvement methodologies are overly complex and costly to implement. Many rely on statistical analysis and require extensive and expensive training. Your best approach is likely to apply the Pareto Principle, which is also known as the 80/20 rule. This rule states that you derive eighty percent of benefit from the first twenty percent of your effort. Your first big benefit comes from creating a team of employees who are aligned with your organization’s values of systematizing and standardizing processes, and who share your commitment to quality, customer satisfaction and performance excellence. Your second big benefit comes from empowering frontline process teams to manage the systemization, standardization and continual improvement of their own areas of responsibility. Your third big benefit comes from creating a self-sustaining continual improvement cycle that is powered by ideas generated from your frontline employees. Focus on ROI: Your organization transformation initiative should result in a significant return on investment (ROI). An immediate return should come from optimizing and improving your day-to-day processes. Your employees reported issues and ideas should provide a rich source of ideas that save money, make money, eliminate waste and streamline your organization’s operational workflow. Every dollar you save adds a dollar to your organization’s bottom line. This means that even if you do not add any new revenues in the next 12 months you can still boost profitability by transforming your organization into a lean operating entity. Ultimately, your greatest ROI will come from rapid growth that is made possible by having scalable infrastructure. Page | 72 Make your ROI measurable by assigning a dollar value to every process improvement project, every strategic initiative and every suggested issue and idea. Be a leader: You will likely encounter many obstacles. There will be moments when you want to give up and bend to the demands of powerful employees who resist you at every turn. You will likely experience unexpected crises that will push your improvement initiative to the back burner. You need to stay steadfast, committed, determined and focused if you hope to win big. This is your moment of opportunity. Applying Baldrige- based best-management practices offers you a credible, respected, and validated approach. Avoid multiple approaches: A critical mistake that many leaders make is to simultaneously implement multiple organization-improvement approaches. These leaders are so enthusiastic about breaking through to their next level of success that they attempt every fad and engage every guru. This can result in conflicting messaging that overwhelms both you and your employees. A better approach is to choose one, holistic methodology that deploys tried-and-true best practices. Stay stealthy: Make your organization’s improvement process ongoing, organic and natural. Best management practices should fit your organization like a glove. They should feel right. You do not need to make big, bold announcements that can set you up for failure and embarrassment. It is often best to keep your big, transformational objectives to yourself and simply engage your employees in building a quiet revolution. Enforce use of ManageHub: To be effective, your leadership framework must be used by all participants. This means that all of your stakeholders, from senior leaders to front line employees, must have access. It also means that all leadership activity must be managed using your new management system. If employees are allowed to sidestep using your management framework, silos will reemerge and your desired outcomes will be lost. If, on the other hand, participants actively use your new management framework, your organization (no matter if it is large or small) will have a powerful, “team language” that everyone can use to create strategies, manage projects, share information, document knowledge, assess progress, and improve communication and collaboration. Seek the help of qualified professionals as needed: You are amazing, talented and passionate but you do not know everything. You will likely need the support of Page | 73 experienced professionals who can help you and your employees systematize and standardize your organization. You will also likely benefit from personal, one-on-one leadership and strategic coaching. You may not want to spend the money, but it is important to hold yourself accountable and to test the veracity of your decision making process. Consider it an investment in your future. 1. The problem for most organizations who are suffering from growing or slowing pains is that they do not have the organizational infrastructure they need to accommodate rapid growth while maintaining consistent product quality and customer satisfaction. As a result they lose as many customers out their back door as they gain in the front door. That is because an organization can only grow to the point where all customers receive consistent quality products and services. 2. Establish a organization-wide management framework that institutionalizes a Baldrige-based best-practice culture. 3. ManageHub is designed to be an easy, first step, onramp for building your organization’s Baldrige-based management framework. Page | 74 End Notes Visit the ManageHub Accelerator Website: https://www.managehubaccelerator.com/ Create your organization’s free ManageHub Account: https://managehub.com i W. Edwards Deming, 1900-1993, Statistician, Author, Professor, introduced the Plan-Do-Check-Act Cycle ii Joseph Juran, 1904-2008, The “father” of quality. Added a management dimension to statistical improvement. iii The Goal: A Process of Ongoing Improvement, Eliyahu M. Goldratt, Jeff Cox, North River Press; 2nd Rev edition (1992) iv Good to Great, James C. Collins, Harper Collins, Inc., New York (2001) v The E Myth, Michael E. Gerber, Harper Organization, (1988) vi Baldrige Performance Excellence Program, NIST, 100 Bureau Drive, M/S 1020, Gaithersburg, MD 20899-1020 vii EFQM, 2 Avenue des Olympiades, 5th floor, 1140 Brussels, Belgium viiiTQM: http://asq.org/learn-about-quality/total-quality-management/overview/deming-points.html ix Kaizen means “good change” in Japanese. It is a continuous improvement methodology popularized after WWII. Page | 75 x Six Sigma is a statistical process improvement approach based on the work of Joseph Juran and popularized by Motorola and General Electric. A key tenant of Six Sigma is to remove variation from a process. xi ISO, International Organization for Standardization ISO Central Secretariat 1, ch. de la Voie-Creuse CP 56 CH-1211 Geneva 20, Switzerland xii CMMI Institute, 11 Stanwix Street, Suite 1150, Pittsburgh, PA 15222, U.S. and natural. Best management practices should fit your organization like a glove. They should feel right. You do not need to make big, bold announcements that can set you up for failure and embarrassment. It is often best to keep your big, transformational objectives to yourself and simply engage your employees in building a quiet revolution. Enforce use of ManageHub: To be effective, your leadership framework must be used by all participants. This means that all of your stakeholders, from senior leaders to front line employees, must have access. It also means that all leadership activity must be managed using your new management system. If employees are allowed to sidestep using your management framework, silos will reemerge and your desired outcomes will be lost. If, on the other hand, participants actively use your new management framework, your organization (no matter if it is large or small) will have a powerful, “team language” that everyone can use to create strategies, manage projects, share information, document knowledge, assess progress, and improve communication and collaboration. Seek the help of qualified professionals as needed: You are amazing, talented and passionate but you do not know everything. You will likely need the support of Page | 73 experienced professionals who can help you and your employees systematize and standardize your organization. You will also likely benefit from personal, one-on-one leadership and strategic coaching. You may not want to spend the money, but it is important to hold yourself accountable and to test the veracity of your decision making process. Consider it an investment in your future. 1. The problem for most organizations who are suffering from growing or slowing pains is that they do not have the organizational infrastructure they need to accommodate rapid growth while maintaining consistent product quality and customer satisfaction. As a result they lose as many customers out their back door as they gain in the front door. That is because an organization can only grow to the point where all customers receive consistent quality products and services. 2. Establish a organization-wide management framework that institutionalizes a Baldrige-based best-practice culture. 3. ManageHub is designed to