2012
Leadership
Conference
Understanding Quality Through
Metrics
Kathi Sill, Assistant District Director, Midlands (SC)
Eric Thompson, Southeast Regional VP, Broward (FL)
“IN GOD WE TRUST;
ALL OTHERS, BRING DATA”
W. EDWARDS DEMING
STRATEGIC PLAN- NSO
STRATEGIC PLATFORM
WHAT
1. Increase # of entrepreneurs using
SCORE
Client Market Share
Marketing Outreach
Workshop Client Conversion
Referrals & Community Involvement
2. Make SCORE easily and widely
available to entrepreneurs
Total Services
Number of Workshops
New Members
3. Provide Products & Services to
consistently create and sustain successful
outcomes
Quality Service
Client Outcomes
Long Term Clients
4. Be one strong nationwide organization
Volunteer Engagement
Alignment (Methodology/Continuing
Education/Collaboration)
Resource Awareness
5. Secure sufficient, sustainable funding
Funding
“YOU GET WHAT YOU MEASURE.
MEASURE THE WRONG THING AND YOU
GET THE WRONG BEHAVIOR”
JOHN H. LINGLE
QUALITATIVE VS QUANTITATIVE
QUALITATIVE
• Deals with descriptions.
• Data can be observed but
not measured.
• Colors, textures, smells,
tastes, appearance, beauty, etc.
• Qualitative → Quality
QUANTITATIVE
• Deals with numbers.
• Data which can be measured.
• Length, height, area, volume,
weight, speed, time,
temperature, humidity, sound
levels, cost, members, ages,
etc.
• Quantitative → Quantity
“GOAL SETTING HAS TRADITIONALLY
BEEN BASED ON PAST PERFORMANCE.
THIS PRACTICE HAS TENDED TO
PERPETUATE THE SINS OF THE PAST”
JOSEPH M. JURAN
GOAL SETTING
TEST
NO
YES
Specific
Grow our chapter
Increase mentoring hours by
50% YOY
Measurable
Offer more workshops
Achieve minimum of 25 paid
attendees at each 48 scheduled
workshops
Achievable
100% of clients add
employees in 30 days
Client engagement increased by
25% YOY
Realistic
Provides services to every
potential entrepreneur in
my state in 45 days
Improve marking share
coverage among small
businesses with 0-5 employees
by 5% by 9/30/13
Time
Targeted
Every member is “highly
engaged”
Achieve 40% improved member
engagement level by 9/30/12
Goal setting: qualitative or quantitative?
• Top leaders use the qualitative to assess the overall
state and health of the organization and the
quantitative to measure the “proof.”
• A key process input metric is a leading indicator that
helps the leader predict the results that will be posted.
• The trick is identifying the best predictors.Which levers
should you pull to achieve the quantitative and
qualitative results you want?
“IF YOU CAN’T DESCRIBE WHAT YOU
ARE DOING AS A PROCESS,YOU DON’T
KNOW WHAT YOU ARE DOING”
W. EDWARDS DEMING
Management Scorecard: Quantitative
Net Promoter: engaged clients are more likely to:
• succeed (aka create jobs and profit)
• refer prospects (aka grow market share and clients)
Member Engagement: engaged mentors are more
likely to:
• deliver a quality experience for their clients (aka Net
Promoter)
• refer new members (aka SCORE widely accessible)
Management Scorecard: Quantitative
KPI:
• Quality Referral Sources introducing SCORE to new prospects
(produces new clients)
• % of Available Appointment Times Filled (demand for services =
client pipeline)
• % of Appointments Kept (demand for services)
• Portfolio Mix (in business vs startup = speed to achieve client
outcomes)
Management Scorecard: Quantitative
•
•
•
•
Client Services
Volunteer Hours
Workshops Held
Email vs Face to Face
Net Promoter Surveys
• Sent after first completed session with client.
• First piece of data inferring quality of client service
delivery.
• Integral to our client growth – “We are a word of
mouth marketing organization!”
*Refer to page 2 of the handout for a full list of questions.
Net Promoter Surveys – “What If…”
Observation
• A low score in “my mentor listened and
understood my needs”
• I will return to see this mentor again
(why?)
• My mentor was able to assist me
Net Promoter Surveys – “What If…”
Leader Response/Mitigation
• Broad or isolated issue?
Targeted skill building and observation to measure
improvement
• Replicate best practices of top performers;
peer coaching for broad and measurable
improvements
• The art of combining education with assistance
While we are educating the client, have we also connected
the dots to answer their questions/needs?
Client Outcomes Survey
Client Engagement
• % engaged
• % disengaged
Successful Client Outcomes
• New Business
• Jobs Created
• Revenue Growth
Client Attribution
• Was SCORE helpful in successful outcome?
A Chapter of Experience
Some metrics and non metrics used in the
building of a chapter (0017)
Outcome v Performance Metrics
Outcome
Performance
• Jobs Created
• Simple Steps
• Businesses Started
• Workshops
• Businesses Saved
• Turnarounds
• Businesses Prevented ????
• NPS feedback
• The Cake !!!
• The Recipe !!!
Some Critical Metrics
•
•
•
•
•
•
•
Bank Account
Active Members
New Projects
Recruits per week
Workshop registrations
Saturday Registrations
Mentoring Requests
Some Soft Metrics
•
•
•
•
•
•
•
•
91 & 83
The Remuda
Caliber of recruits
Presenter requests
Meeting attendance
Pings
Radio requests
Speaking Invitations
Do they fit the Mission & Principles?
Provide significant help to starting and growing
the business community in Broward County
The 4 Principles
1. Get ahead of the curve
2. Focus on growing & growing businesses
3. We are a business run by volunteers
4. Partner for the multiplier effect
Everything that can be counted does not necessarily count
Everything that counts cannot necessarily be counted
Albert Einstein
Questions?