Session 8
Engaging Feedback Mechanisms
Creating a Balanced Scorecard
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Session 8 – Develop Feedback Mechanisms and Designing and Implementing a Balanced Scorecard
- Review Feedback Mechanisms from Session 2
- Discuss how to engage employees by using feedback
- Learn the high impact teaming process and use the idea evaluator
- Define a Balanced Scorecard
- Determine the key measurements for your organization
- Review the steps for building a scorecard
- Create a plan to implement a balanced scorecard in your organization
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High Impact Teaming Process
Tools to Determine Current State
SWOT
SWOT analysis is a powerful model for many different situations. The SWOT tool is not just for business and marketing. Here are some examples of what a SWOT analysis can be used to assess:
- A company (its position in the market, commercial viability, etc)
- A method of sales distribution
- A product or brand
- A business idea
- A strategic option, such as entering a new market or launching a new product
- A opportunity to make an acquisition
- A potential partnership
- Changing a supplier
- Outsourcing a service, activity or resource
- Project planning and project management
- An investment opportunity
- Personal financial planning
- Personal career development - direction, choice, change, etc.
- Education and qualifications planning and decision-making
- Life-change - downshifting, relocation,
Whatever the application, be sure to describe the subject (or purpose or question) for the SWOT analysis clearly so you remain focused on the central issue. This is especially crucial when others are involved in the process. People contributing to the analysis and seeing the finished SWOT analysis must be able to understand properly the purpose of the SWOT assessment and the implications arising.
Strengths / WeaknessesOpportunities / Threats
SWOT Analysis Guide
Strengths- Advantages of proposition?
- Capabilities?
- Competitive advantages?
- USP's (unique selling points)?
- Resources, Assets, People?
- Experience, knowledge, data?
- Financial reserves, likely returns?
- Marketing - reach, distribution, awareness?
- Innovative aspects?
- Location and geographical?
- Price, value, quality?
- Accreditations, qualifications, certifications?
- Processes, systems, IT, communications?
- Cultural, attitudinal, behavioral?
- Management cover, succession?
- Disadvantages of proposition?
- Gaps in capabilities?
- Lack of competitive strength?
- Reputation, presence and reach?
- Financials?
- Own known vulnerabilities?
- Timescales, deadlines and pressures?
- Cashflow, start-up cash-drain?
- Continuity, supply chain robustness?
- Effects on core activities, distraction?
- Reliability of data, plan predictability?
- Morale, commitment, leadership?
- Accreditations, etc?
- Processes and systems, etc?
- Management cover, succession?
Opportunities
- Market developments?
- Competitors' vulnerabilities?
- Industry or lifestyle trends?
- Technology development and innovation?
- Global influences?
- New markets, vertical, horizontal?
- Niche target markets?
- Geographical, export, import?
- Market need for new USP's?
- Market response to tactics, e.g., surprise?
- Major contracts, tenders?
- Business and product development?
- Information and research?
- Partnerships, agencies, distribution?
- Market volume demand trends?
- Seasonal, weather, fashion influences?
- Political effects?
- Legislative effects?
- Environmental effects?
- IT developments?
- Competitor intentions - various?
- Market demand?
- New technologies, services, ideas?
- Vital contracts and partners?
- Obstacles faced?
- Insurmountable weaknesses?
- Employment market?
- Financial and credit pressures?
- Economy - home, abroad?
- Seasonality, weather effects?
- Political effects?
Tuckman’s Team Development Model
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Team Development
Forming / Storming / Norming / PerformingMember behavior / Characterized by...
- Anxiety
- Search for structure
- Silence
- Reactive to leader
- Superficial
- Overly polite
- Increased testing of norms
- Fight or flight behavior
- Attacks on the leader
- Polarization of the team
- Power struggles
- Hostility/silence
- Fails to commit to action plans
- Effort to get along
- Constructive conflict
- Realistic norms and guidelines
- Functional relationships
- Acceptance of each other and leader
- Caring, trusting, and enjoyment
- Cohesiveness
- Conflict management
- Active listening
- Shared leadership
- Creative problem solving
- Here and now focus
Reaction to Leadership /
- Accepted / tested by members
- Tentative
- Power struggles
- Jockeying for position/control
- General support
- Differences acknowledged
- Leadership distributed among members by expertise
Decision making /
- Dominated by active members
- Fragmented
- Deadlocks
- To team leader by default, or
- Most powerful or loudest
- Based on individual expertise
- Often by leader in consultation with team member
- By consensus
- Whatever it takes collectively or individually
Climate /
- Cautious
- Feeling suppressed
- Low conflict
- Few outbursts
- Subgrouping
- Overt/covert criticism
- Disagreements between subgroups
- Dealing with differences
- Opening up true feelings
- Straight confrontation
- Shared responsibility
- Open expression
- Disagreements resolved promptly
Task functions & major issues / Get the team started, establish identity...
- Develop common purpose
- Orientation
- Provide structure
- Build trust
- Manage transitions
- Openly confront issues
- Increased participation
- Testing of group norms
- Increasing independence from leader
- Team responsibility
- Cooperation and participation
- Decision making
- Confronting problems
- Shared leadership
- Quality and excellence
- Team assessments
- Monitor accomplishments
- Critique process, assess interactions
- Avoid ‘groupthink’
- Satisfy members’ personal needs
Leadership roles / Reduce the uncertainty...
- Set goals, clarify purpose
- Draw out questions
- Let members get to know each other
- Model expected behavior
- Examine own response to conflict
- Reinforce positive conflict resolution efforts
- Acknowledge conflict as essential for change
- Do not become more authoritarian
- Develop goals
- Use consensus
- Redirect questions
- Develop positive listening skills
- Maintain technical and interpersonal skills
- Provide feedback on group’s effectiveness
- Assist in gaining more meaning from meetings
Based on the group development model developed by Bruce Tuckman
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Great Ten Leadership Team Evaluation Guidelines
Once you’ve decided to use the Leadership Team Evaluation with your team, these guidelines will help you to address it successfully with your group:
- Review the Leadership Team Evaluation document.
- Change the values on question 3 to your values
- Determine that the statements and descriptions meet your company and team needs
- These questions have been created with engagement in mind; use caution if changing questions
- The rating scale should remain 1 – 10
- Comment boxes are not included purposely – the results of this survey are meant as a conversation starter. Comments will come during the subsequent discussion.
- During a team meeting, preface the exercise by stating:
I’d like to do an evaluation of where we think our leadership team stands as a whole by doing a quick survey. Please complete this survey as honestly as possible – all answers will remain anonymous and we will only see the cumulative results. Once you are done, please put the survey in this envelope.
- Hand out the blank evaluations to everyone (including yourself) and provide whatever
- Give the surveys to someone to tally on the Excel spreadsheet and continue with the meeting
- Data should be tallied and double checked for accuracy
- Print the report on the ‘Report’ tab (enough for one per team member)
- Discuss results, identifying lows and highs, and encouraging comments. An action plan could result from this discussion
Instructions for Using the Excel File
- Enter the Leadership Team name and current date
- Take the first survey and enter the scores of each question vertically in the cells on the spreadsheet under ‘Survey #1’. See example on Excel spreadsheet.
- Repeat for each survey
- Double check entries
- Click the ‘Report’ tab and print the report (best in color), one for each participant
- Put reports in an envelope and return to the team leader
- Destroy original surveys
Leadership Team Evaluation
Read the 10 statements and corresponding notes. Rate our Leadership Team on each statement using a scale of 1 – 10 (see Rating Key below).
Results will be tabulated and displayed as a benchmark.
1 / Our Leadership Team makes decisions unselfishly, for the greater good of the company- We don’t make decisions in our own self interest
2 / Our Leadership Team is seen by its employees as aligned on mission, strategy, goals, and priorities
- We focus and align in one consistent direction
- We behave in a way that supports this focus
3 / Our Leadership Team ‘walks the talk’; we live the values the organization stands for
Our mutual commitments and values:
- Integrity
- Respect
- Balance
- Open Communications
- Flexibility
- Safety
- Innovation
4 / Our Leadership Team automatically and consistently ‘assumes the best intentions’ in one another
- We do not assume ‘motives’, especially when we disagree
- All team members assume that teammates want what is best for the organization
- It is okay to have different opinions, but the team can engage in an open and respectful discussion
Leadership Team Evaluation (continued)
5 / Our Leadership Team openly discusses issues in meetings- We have open, respectful, but yet challenging conversations in meetings
- We do not have contrary discussions in the hallway after the meetings
- We avoid ‘I won’t comment on your sandbox if you don’t comment on mine’
- Team members say what they want in the room, not after the meeting
6 / When a decision is made in a meeting, we own the decision as ours and fully support it outside the meeting
- Our employees hear a single voice
- When decisions are made we support the decision with our employees
7 / We are acutely aware of the impact of the shadow we cast on our organization
- We recognize that everything from our words to your moods are noticed by your employees
- We act with the knowledge that others look up to us, and emulate our behavior
- We are seen by our employees as being aligned
8 / We fully participate in initiatives rather than just ‘blessing’ them
- Because of the ‘shadow’ phenomenon*, our company initiatives are supported by all of us
- We all share in the responsibility, knowing that how we are led determines how we lead
:
Leadership Team Evaluation (continued)
9 / All teams are managed and measured with the same level of accountability- Team members openly admit their weakness and mistakes
- Team members willingly make sacrifices (such as budget, turf, headcount) in their areas of responsibility for the good of the team
10 / We as individual team members are slow to seek credit for our own contributions but quick to point out those of others
- Individual members focus on the needs of the team and not their individual promotion or needs
The Five Dysfunctions of a Team Assessment
Instructions: Use the scale below to indicate how each statement applies to your team. Be sure to evaluate the statements honestly and without over-thinking your answers.
3 = Usually 2 = Sometimes 1 = Rarely
_____ /- Team members are passionate and unguarded in their discussion of issues
_____ /
- Team members call out one another’s deficiencies or unproductive behaviors
_____ /
- Team members know what their peers are working on and how they contribute to the collective good of the team.
_____ /
- Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team.
_____ /
- Team members willingly make sacrifices (such as budget, turf, headcount) in their departments or areas of expertise for the good of the team.
_____ /
- Team members openly admit their weakness and mistakes
_____ /
- Team meetings are compelling and not boring.
_____ /
- Team members leave meeting confident that their peers are completely committed to decisions agreed upon during the meeting, even if there was initial disagreement.
_____ /
- Morale is significantly affected by the failure to achieve team goals.
_____ /
- During team meetings, the most important and most difficult issues are put on the table to be resolved.
_____ /
- Team members are deeply concerned about the prospect of letting down their peers.
_____ /
- Team members know about one another’s personal lives and are comfortable discussing them.
_____ /
- Team members end discussions with clear and specific resolutions and calls to action.
_____ /
- Team members challenge one another about their plans and approaches.
_____ /
- Team members are slow to seek credit for their own contributions but quick to point out those of others
Source: Patrick Lencioni, Overcoming the Five Dysfunctions of a Team
Five Dysfunctions and Your Team Individual Scoring
Combine your scores for the fifteen statements as indicated below.
Dysfunction 1:Absence of Trust / Dysfunction 2:
Fear of Conflict / Dysfunction 3:
Lack of Commitment / Dysfunction 4:
Avoidance of Accountability / Dysfunction 5:
Inattention to Results
Statement 4 _____
Statement 6 _____
Statement 12_____
Total: / Statement 1 _____
Statement 7 _____
Statement 10_____
Total: / Statement 3 _____
Statement: 8 _____
Statement 13_____
Total: / Statement 2 _____
Statement 11_____
Statement 14_____
Total: / Statement 5 _____
Statement 9 _____
Statement 15_____
Total:
Scoring key:
- A score of 8 or 9 indicates that the dysfunction is probably not a problem for your team
- A score of 6 or 7 indicates that the dysfunction could be a problem
- A score of 3 to 5 indicates that the dysfunction needs to be addressed
Employee Engagement Benchmark Data
Employee ratings of an organization's strengths and weaknesses can identify areas upon which to focus in order to increase employee satisfaction. Indeed, if you had no other data, you would still be in a position to make decisions about what to do in response to employee survey results.
You will be able to make much smarter decisions, however, with additional normative data. For example, it's not uncommon to discover half a dozen attributes which receive relatively poor ratings in comparison to others in the survey. What's to be done?
One option, of course, is to attempt to address all of the low scores at the same time. In some cases, limited resources may preclude an across the board response. Even if such a full court press is possible, it is often an inefficient use of organizational resources. Alternatively, you might make a judgment call, focusing on those attributes which you think matter most to employees. And you may be right.
Normative data, however, increase your odds, for they show where you stand in comparison with many other organizations on the same attributes. A case in point -- employee ratings of salaries and wages are substantially lower than their ratings of, say, corporate communications or quality of supervision. Looks like a money problem, but is it?
It may be that, compared to other organizations, your wage and salary ratings are on the upper end of the scale. And your apparently satisfactory communications ratings are actually lower than those of other organizations.
That kind of information is precisely what norms are designed to provide.
Without that information, you can't really tell where you stand, and you may waste resources fixing "problems" that simply reflect prevailing views of employees in general, and missing an opportunity to address the real areas in which your organization lags behind others.
Idea Evaluator Matrix Instructions
Participant Instructions
On your own, use the next page to rate each idea (identified by number). Rate the idea by placing a small ‘x’ or ‘dot’ in one of the 4 boxes:
A = Low cost, high impact (do it!)
B = High cost, high impact (no pain, no gain)
C = Low cost, low impact (may or may not be worth it)
X = High cost, low impact (probably not worth it)
The horizontal axis represents impact and increases from left to right. Vertical axis represents cost and increases from top to bottom; cost includes time, resources, and money. Remember that the vertical axis of the matrix is situated from top to bottom, high to low.
The mark should be placed relative to where it goes on the cost/impact scales (see samples below). The higher the impact, the further to the right the mark will be within the box; the lower the cost, the higher the mark will be within the box.
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Idea Evaluator Form
1 / C / A / 13 / C / A / 25 / C / A / 37 / C / AX / B / X / B / X / B / X / B
2 / C / A / 14 / C / A / 26 / C / A / 38 / C / A
X / B / X / B / X / B / X / B
3 / C / A / 15 / C / A / 27 / C / A / 39 / C / A
X / B / X / B / X / B / X / B
4 / C / A / 16 / C / A / 28 / C / A / 40 / C / A
X / B / X / B / X / B / X / B
5 / C / A / 17 / C / A / 29 / C / A / 41 / C / A
X / B / X / B / X / B / X / B
6 / C / A / 18 / C / A / 30 / C / A / 42 / C / A
X / B / X / B / X / B / X / B
7 / C / A / 19 / C / A / 31 / C / A / 43 / C / A
X / B / X / B / X / B / X / B
8 / C / A / 20 / C / A / 32 / C / A / 44 / C / A
X / B / X / B / X / B / X / B
9 / C / A / 21 / C / A / 33 / C / A / 45 / C / A
X / B / X / B / X / B / X / B
10 / C / A / 22 / C / A / 34 / C / A / 46 / C / A
X / B / X / B / X / B / X / B
11 / C / A / 23 / C / A / 35 / C / A / 47 / C / A
X / B / X / B / X / B / X / B
12 / C / A / 24 / C / A / 36 / C / A / 48 / C / A
X / B / X / B / X / B / X / B
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Facilitator Instructions (web meeting)
Objective:
The purpose of this exercise is to evaluate ideas in order to prioritize based on cost and impact.
Preparation:
- Schedule a webinar with the participants
- Send the 2 page Idea Evaluator Form to all participants and ask that they print it out for the session
- When opening webinar, select ‘Share Desktop’. Open PowerPoint (Idea Evaluator Matrix) and Word (Idea Evaluator Form and blank page).
Directions (web meeting)
- Brainstorm ideas in an open environment; list ideas
- If done in small groups, collect and combine ideas onto one central list blank Word document (remember to save the document periodically)
- Work with the group to combine similar ideas to minimize repetition; edit the document as you go, removing any ideas that should not be part of this exercise
- Go over each idea to determine:
- Clarity – be sure the participants truly understand the idea – rewrite if needed
- Control – if this idea is to be considered, does this group have the ability to implement; if not, eliminate the idea
- Assign a number to each idea sequentially (if you have more than 18 ideas, you will need a second sheet for each participant)
- Switch to the PowerPoint slide showing the Idea Evaluator Matrix. Explain the Idea Evaluator Matrix emphasizing these points:
- Horizontal axis represents impact and increases from left to right
- Vertical axis represents cost and increases from top to bottom; cost includes time, resources, and money
- The matrix is made up of 4 categories:
A = Low cost, high impact (do it!)