Rx For Success
A Strategic Prescription For Sustaining Vision & Direction
While in Constant Change . . .
Presented By:
Harold “Woody” Woodburn
President, Immediate Impact
www.ImmediateImpact.org
woodburnw@aol.com
412-461-0301
PURPOSE
To provide you with a `working', daily philosophy that will enable you to perform more
effectively, and achieve your personal goals via decision making based on a strategic,
customer-oriented direction.
LEARNING OBJECTIVES
Using the information provided in this workshop, you will be able to:
1.
Briefly explain the (4) characteristics that individuals and organizations need to be
successful in the new millennium, and use these strategies to influence the actions of
others, including those interviewing you for a designated position.
2.
Describe how the terms "Apostle" and "Terrorist" apply to customer driven
organizations, and its application to “your” daily performance.
3.
Explain the "Law of Requisite Variety" by applying it to processes in your
organization and department.
4.
Explain how "Management Myopia" relates to "Quality of Life" and the 3 legged
stool, as well as describe how it can be used as a personal mission statement on and
off the job to enhance customer loyalty and your employability.
5.
Define the terms "efficient" and "effective" via a real world example.
6.
Describe how "Empowerment" and "Situational Leadership" are related, and
explain whether or not employees are empowered to do their jobs effectively via these
two concepts.
7.
Using the format and methodology provided, create customer service models at a
designated level – organizational, departmental, or individual.
2.
TOPIC OUTLINE
• CUSTOMER DRIVEN
 Raving Customers = Apostles & Terrorists
 Guidelines & Philosophy
• CONTINUOUSLY IMPROVING
 Measurement
 The Law of Requisite Variety
• COST EFFECTIVE
 The Bottom Line & Management Myopia
 Efficient and Effective
• FAST AND FLEXIBLE
 Change and Competition
 Empowerment & Situational Leadership
3.
THE FUTURE?
Once upon a time you could live in three tenses--the past, the present, and
the future. There was a time to consult history; there was a time to plan for
what lay ahead...
The present tense was spent managing the transfer of the past into the
future and imagining what the future might be...
Today, under the pressure of accelerating change, the past and future have
been fused into a single tense: The Present.
Price Pritchett - “Fast Growth”
4.
THE FUTURE?
•
•
•
•
Blue Cross is saying that in the future (next few years), they see a
need for only about 1/3 of the specialty care physicians, and
between 1/3 and 1/2 of the current patient beds in Allegheny County.
It is possible that 1 or 2 hospitals in the city could close their doors
or drastically reduce their operational levels.
Blue Cross has over 72% of the HMO market share and is increasing
in some areas.
". . .If I were a patient, I would prefer
to be here more than in any other
hospital in the city..."
Henry Mordoh, President
Shadyside Hospital
Department Head Meeting
December, 1994
5.
•CUSTOMER DRIVEN•
•
Your organization is “serious” about delivering “excellent” Customer Service.
TRUE
or
FALSE
•
In order to be customer driven, who do you have to please?
•
Who are your customers?
•
2 Basic types of customers:
•
Service(s) “Do Not Necessarily” =
•
Create storyteller(s) via "Moments of Truth" (MOT)
•
Philosophy & Guidelines are super critical and:
Service
1. Are they out there?
2. Are there standards?
3. Are they shopped?
4. Are people accountable?
6.
•CONTINUOUSLY IMPROVING•
•
Can you continuously improve “anything” if you are not
measuring it?
•
The importance of measurement can't be
overemphasized. If you can't measure it, you can't
understand it. If you can't understand it, you can't
control it. If you can't control it, you can't improve it.
J. Harrington "The Improvement Process"
•
The most successful organizations today measure all the
appropriate things; if you aren't measuring customer service,
it's not important.
7.
LAW OF REQUISITE VARIETY
( Problem Solving via a Scientific Methodology )
WHAT’S MISSING?
Since only specific problems can be solved, the only place where something positive can be
done about productivity or quality is at the _____________________ ________, which
is the source of the problem or where the activity takes place.
This also explains why top-down planning and decision making is most effective when it
is supplemented by bottom-up information..
8.
I x P = O ( Input x Process = Output);
$$$
To change the output of any process,
the input, the internal processes, or
both must change.
$$$
Extra Notes Page……..(take as many as possible….you can use these concepts tomorrow!!!)
10.
•COST EFFECTIVE•
 PROFITS (Revenues) MUST EXCEED EXPENSES
 MANAGEMENT MYOPIA:
 WHAT BUSINESS ARE YOU IN?
 EFFICIENT AND EFFECTIVE:
11.
•FAST AND FLEXIBLE•
"FROM 1946 TO 1975 YOU COULDN'T SCREW UP AN AMERICAN
COMPANY IF YOU TRIED..." (Tom Peters)
•
Competition and Change
•
Do most people like change? Why?
•
How can you help people to not fear change?
•
Empowerment (vs) Bicycle Leadership
12.
Situational Leadership
High
High S & Low D
High D & High S
Support
Coaching
Delegation
Direction
Supportive
Behavior
Low D & Low S
LOW
Directive Behavior
13.
High D & Low S
QUALITY...
... begins at the top and must be carried out by a well formulated plan.
... means all efforts must be directed toward the most important source in your
quality efforts: The Customer.
... is assured via Employee Training, Empowerment and Reward.
... uses tools and techniques such as SPC methods combined with a breakthrough
`mindset' to measure and assure success.
... is a race without a finish line, requiring on-going commitment.
COMMITMENT...
Every morning in Africa,
a gazelle wakes up.
It knows it must outrun
the fastest lion
or it will be killed.
Every morning in Africa,
a lion wakes up.
It knows it must run faster
than the slowest gazelle
or it will starve.
It doesn't matter whether
you're a lion or a gazelle
when the sun comes up,
you'd better be running.
Author Unknown
14.