driving a performance culture adrian wilkinson 09/04/2015
TRANSCRIPT
Driving a Performance Culture
ADRIAN WILKINSON 09/04/2015
WHERE DOES MY DEVELOPMENT MANAGER FIT IN A TEAM?
Duty managers and to a certain extent estate managers are lone workers but need to recognise that they are an important and integral part of a team.
Corprate inc. HR, Finance, Payroll, Health & safety,
RHS resales
Leaseholder, residents & residents associations
Other duty managers (buddy system) & other
development staff
Area Manager team & regional managersLandlord
External agencies inc. firebrigade, local EHO, care agenices & social
services
Development Manager & Estate Manager
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WHERE DOES MY DEVELOPMENT MANAGER FIT IN A TEAM?
Duty managers and to a certain extent estate managers are lone workers but need to recognise that they are an important and integral part of a team.
Corprate inc. HR, Finance, Payroll, Health & safety,
RHS resales
Leaseholder, residents & residents associations
Other duty managers (buddy system) & other
development staff
Area Manager team & regional managersLandlord
External agencies inc. firebrigade, local EHO, care agenices & social
services
Development Manager & Estate ManagerPerformance of DMs & EMs affect all of these
teams
WHERE DOES MY DEVELOPMENT MANAGER FIT IN A TEAM?
Duty managers and to a certain extent estate managers are lone workers but need to recognise that they are an important and integral part of a team.
Corprate inc. HR, Finance, Payroll, Health & safety,
RHS resales
Leaseholder, residents & residents associations
Other duty managers (buddy system) & other
development staff
Area Manager team & regional managersLandlord
External agencies inc. firebrigade, local EHO, care agenices & social
services
Development Manager & Estate Manager
DMs & EMs are central to the team as they are the
customer first port of call
They are the liaison between customers, Area Managers
and company
Benefits of a High Performance Team
HIGH LEVEL OF PERSONAL SATISFACTION
More motivated workforce
HIGH LEVEL OF PERSONAL SATISFACTION
Less employment turnover
HIGH LEVEL OF PERSONAL SATISFACTION
Increased knowledge and
skillsHIGH LEVEL OF PERSONAL SATISFACTION
Less absenceHIGH LEVEL OF PERSONAL SATISFACTION
HIGH LEVEL OF CUSTOMER SATISFACTION
Positivity HIGH LEVEL OF CUSTOMER SATISFACTION
Company reputation
HIGH LEVEL OF CUSTOMER SATISFACTION
Company recommendation
HIGH LEVEL OF CUSTOMER SATISFACTION
Increased RHS instruction take up
HIGH LEVEL OF CUSTOMER SATISFACTION
HIGH OF DEVELOPMENT ATMOSPHERE
Happier and healthier residents
HIGH OF DEVELOPMENT ATMOSPHERE
Increased recommendation from residents,
friends and familyHIGH OF DEVELOPMENT ATMOSPHERE
Inviting, safe and warm environment
HIGH OF DEVELOPMENT ATMOSPHERE
Increased involvement in social
aspects of the development
HIGH OF DEVELOPMENT ATMOSPHERE
Less negativity toward residents
and companyHIGH OF DEVELOPMENT ATMOSPHERE
HIGH LEVEL OF BUSINESS EFFICIENCY
Improved communication
HIGH LEVEL OF BUSINESS EFFICIENCY
Improved understanding
HIGH LEVEL OF BUSINESS EFFICIENCY
Idea generating and open constructive
criticismHIGH LEVEL OF BUSINESS EFFICIENCY
Increased independent and lateral thinking
HIGH LEVEL OF BUSINESS EFFICIENCY
Improved confidence reducing external
demandsHIGH LEVEL OF BUSINESS EFFICIENCY
Pro-active NOT firefighting
HIGH LEVEL OF BUSINESS EFFICIENCY
A HIGH PERFORMING TEAM
Benefits of a High Performance Team
A HIGH PERFORMING TEAM
A HIGH PERFORMING TEAM
customers receiving
responses faster
A HIGH PERFORMING TEAM
customers receiving
responses faster
A HIGH PERFORMING TEAM
Team working off the same page for core principles and work
processes
A HIGH PERFORMING TEAM
Improves the customer experience
A HIGH PERFORMING TEAM
= more income and stability
to corporate objectives
A HIGH PERFORMING TEAM“after all is said and done, more is said than done
aesop
“
INFLUENCES ON PERFORMANCE
Management styles
INFLUENCES ON PERFORMANCE
CommunicationINFLUENCES ON PERFORMANCE
Support facilities INFLUENCES ON PERFORMANCE
NegativityINFLUENCES ON PERFORMANCE
Personal expectations
INFLUENCES ON PERFORMANCE
Time ManagementINFLUENCES ON PERFORMANCE
EXPLAIN A PERFORMANCE IMPROVEMENT
INTERVENTION AND HOW YOU WOULD MEASURE
THE OUTCOME.
IDENTIFY THE PROBLEM?
Exactly what is the problem?IDENTIFY THE PROBLEM?
Does it need an immediate answer?IDENTIFY THE PROBLEM?
Can it be solved by the owner of the
problem?IDENTIFY THE PROBLEM?
Who is the best person to help
resolve the problem?IDENTIFY THE PROBLEM?
What action is needed to resolve
the problem?IDENTIFY THE PROBLEM?
How do you monitor corrective
action?IDENTIFY THE PROBLEM?
THE HUMAN ELEMENT
People make mistakes for many
reasonsTHE HUMAN ELEMENT
They are under stress, personal or
businessTHE HUMAN ELEMENT
They feel insecure in their job due to
lack of training and or support
THE HUMAN ELEMENT
They are not motivated, wrong
person in the wrong job
THE HUMAN ELEMENT
They are unskilled in identifying hazards; minimising risks; setting priorities
THE HUMAN ELEMENT
CASE SCENARIO 1 Receive a written complaint from a resident that DM is always late and not available during times supposed to be on duty.1. Exactly what is the problem Discuss with DM at earliest opportunity to ascertain whether there is a problem – is it occurring; is it personal with resident; is it personal with DM. 2. Does it need an immediate answerIn discussion with DM decide best course of action to respond to resident (DM knows the resident better than you). 3. Can it be solved by the DMEstablish whether DM can solve the problem himself /herself and with resident. If not 4. Who Can HelpArea Manager responsibility - respond to resident either in writing or through a meeting between parties. If disciplinary – advise HR of early stage informal discipline in case it escalates to formal.5. Action – If happening – can an adjustment be made temporarily or permanentlyIf after investigation it is a problem between resident and DM try to identify the root cause and discuss with resident.6. Monitoring Corrective Action – a) monitor through timely phone calls that DM is on site when should be. b) review in a month’s time with both DM and resident. c) refer it at annual PDR.7. Outcome – hopefully a contented resident and a DM knowing his/her responsibilities and not being afraid to advise Area Manager if personal.
CASE SCENARIO 2 On a site visit you identify that invoices are not being timely submitted to Finance and DM is not undertaking budget monitoring.
1. Exactly what is the problem Having identified the problem through support documentation, or lack of it - is it a lack of training or ability; time or inclination?2. Does it need an immediate answerYes as it has an impact on other team members and potential on maintaining contractors goodwill.3. Can it be solved by the DMIf training required – no. If inclination yes.4. Who Can HelpArea Manager or in-house trainer or buddy colleague. HR for in-house training.5. Action – Need to review level of training required asap. Spend time with DM to show by example and establish training needs. Reinforcement of importance and impact.6. Monitoring Corrective Action – through site visits and reports from Finance; PDR.7. Outcome –Improved efficiency in remitting invoices and budget monitoring.
‘catch a man fish, feed him for a dayTeach a man to fish, feed him for life’