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FOCUS ON SUPERVISION: Guiding Principles for Supervising Success

FOCUS ON SUPERVISION: Guiding Principles for Supervising Success. Marcia Thomsen Washington, D.C. October 25, 2005. Set Clear, Universal Goals. Infrastructure In Place. Measure & Report Results. Recognize & Reward. GUIDING PRINCIPLES FOR DRIVING EXECUTION. EXECUTIONAL EXCELLENCE.

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FOCUS ON SUPERVISION: Guiding Principles for Supervising Success

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  1. FOCUS ON SUPERVISION:Guiding Principles for Supervising Success Marcia Thomsen Washington, D.C. October 25, 2005

  2. Set Clear, Universal Goals Infrastructure In Place Measure & Report Results Recognize & Reward GUIDING PRINCIPLES FOR DRIVING EXECUTION EXECUTIONAL EXCELLENCE

  3. Set Clear, Universal Goals GUIDING PRINCIPLE #1 • Articulate precisely what is expected • Focus entire workforce against same goals • Translate goals for every business unit • Communicate, communicate, communicate EXECUTIONAL EXCELLENCE

  4. GUIDING PRINCIPLE #2 • PHYSICAL • Qualified, trained people at each level • Workable spans of control • Support System to enable success • people (trainers) • systems & processes • materials & equipment Infrastructure In Place EXECUTIONAL EXCELLENCE • PHILOSOPHICAL • Interdependency • Training/coaching/enabling culture • On-site mentality

  5. Measure & Report Results EXECUTIONAL EXCELLENCE GUIDING PRINCIPLE #3 • Every goal must be measurable • Data collection must be credible • “Results are King” mentality • Regularly report to all levels • Data drives decision-making and deploys workforce

  6. GUIDING PRINCIPLE #4 Recognize & Reward • Results = Rewards • Structure Incentives to Reinforce Desired Results/Activities • Promote all available incentives to drive team • financial • recognition • opportunity for advancement EXECUTIONAL EXCELLENCE

  7. SUCCESS LOOPConnecting the four principles in a continuous loop drives success and continuous improvement CLEAR GOALS RECOGNIZE & REWARD INFRA- STRUCTURE MEASURE & REPORT

  8. 4 State region • 600 Restaurants • 16,000 employees • $350MM sales • 28MM transactions/yr APPLYING THE PRINCIPLES: A CASE STUDY CLEAR GOALS RECOGNIZE & REWARD INFRA- STRUCTURE MEASURE & REPORT

  9. Set Clear, Universal Goals • Deliver in < 30 minutes, 85% of the time • Achieve customer loyalty score of 65%+ • 100% staffed restaurants/100% trained employees • Hit profit plan ($40MM) EXECUTIONAL EXCELLENCE

  10. SET CLEAR, UNIVERSAL GOALS PRINCIPLES • Articulate precisely what is expected • Focus entire workforce against same goal(s) • Translate goals for every business unit • Communicate, communicate, communicate • Deliver in < 30 minutes, 85% of the time • Achieve customer loyalty score of 65%+ • 100% staffed restaurants/100% trained employees • Hit profit plan ($40MM)

  11. DVP Infrastructure In Place MARKET “COACH” EXECUTIONAL EXCELLENCE AREA “COACH” RESTAURANT MANAGER • FACTORS INFLUENCING SPAN OF CONTROL: • Expertise/Tenure of Supervisor • Health of Restaurants • Geography Physical Infrastructure SPAN OF CONTROL 600 90 – 130 9 - 16 1

  12. DVP Infrastructure In Place MARKET “COACH” EXECUTIONAL EXCELLENCE AREA “COACH” RESTAURANT MANAGER Physical Infrastructure ON-SITE VISITS 1x/year 1x/month 1x/week FRIDAY NIGHT: ALL-HANDS ON DECK!

  13. Infrastructure In Place EXECUTIONAL EXCELLENCE Philosophical Infrastructure • Purposeful Interdependence • Train and “Coach” to enable success • Effort ≠ Results • Single Unit Mentality, not averages • On-site culture; no ivory tower • Management Exists to support unit • “We serve those who serve our customer”

  14. RESTAURANT MANAGER/ EMPLOYEES AREA “COACH” Infrastructure In Place MARKET “COACH” EXECUTIONAL EXCELLENCE DVP Philosophical Infrastructuresupports inverted pyramid“We serve those who serve the customer” Training Specialist

  15. RESTAURANT MANAGER/ EMPLOYEES AREA “COACH” MARKET “COACH” DVP INFRASTRUCTURE IN PLACE PRINCIPLES • PHYSICAL • Qualified, trained people at each level • Workable spans of control • Support System to enable success • people (trainers) • systems & processes • materials & equipment • PHILOSOPHICAL • Interdependency • Training/coaching/enabling culture • On-site mentality

  16. EXECUTIONAL EXCELLENCE Measure & Report Results • Identify Problem Units (Outliers) • Identify “Best Practices” • Focus & Deploy Workforce • Report Widely & Often

  17. 65 CLI % < 30 Minutes Staffing/Training Profitability EXECUTIONAL EXCELLENCE Measure & Report Results CLEAR, UNIVERSAL GOALS MEASUREMENTS Customer Phone Surveys (Weekly) Automated Thru Driver Dispatch System Certified HR Specialist Register Downloads, Creates P&L

  18. EACH BUSINESS UNIT IS LIKE A PATIENT STABLE TRIAGE RECOVERING HEALTHY • EMERGENCY ROOM TACTICS • Diagnose Problem • Deploy Specialists • Performance Management • 30, 60, 90 day milestones • Multi-level interventions • BEST PRACTICES • Observe/replicate • Train Peers • Promotion Pool

  19. Data Drives Purposeful Activity RECOVERING STABLE TRIAGE HEALTHY MOTIVATION Restaurant Staff Market/Area Coach Division Staff Training Specialist

  20. Data Reported Widely and Often • KPI data polled weekly, monthly, quarterly • Restaurant level data organized & personalized • - by Market Coach • - by Area Coach • Rack ’em and Stack ’em • - rank “Best” to “Worst” • “Triage” Units trend reports • - analyzed weekly for progress

  21. Cascading Conference Calls (or Webcasts): • DVP Market Coaches (MC) • MC Area Coaches (AC) • AC Restaurant Managers (RM) • RM Crew Frequent Forums to Review Results & Share Best Practices WEEKLY ROUND-UP • Attendees • DVP • MC • Specialists MONTHLY MEETINGS • Attendees • DVP • MC • AC • Specialists QUARTERLY CONFERENCES

  22. Measure & Report Results EXECUTIONAL EXCELLENCE GUIDING PRINCIPLE #3 • Every goal must be measurable • Data collection must be credible • “Results are King” mentality • Regularly report to all levels • Data drives decision-making and deploys workforce

  23. EXECUTIONAL EXCELLENCE Recognition & Reward CLEAR GOALS RECOGNIZE & REWARD INFRA- STRUCTURE MEASURE & REPORT

  24. RECOGNITION ADVANCEMENT PERFORMANCE = REWARDS

  25. RECOGNITION ADVANCEMENT PERFORMANCE ≠ REWARDS

  26. PERFORMANCE = REWARDS PERFORMANCE APPRAISAL! PAY RAISE • % increase off base • Annual process • Tied to results vs. goals • Standardized data-driven • evaluation BONUS • Incremental • Meet or exceed result targets • Exponential if excelling

  27. PERFORMANCE = REWARDS KEY PERFORMANCE INDICATORS • Phone call • e-Newsletter WEEKLY • “Broadcast” v-mail • Newsletter • Personal letter • Pin MONTHLY • CLI • %< 30 • Profit • Staffing • Overall • Award @ Qrtly Mtg • Opportunity to teach QUARTER • Join DVP Roundtable • Nominated for Manager of the Year • CEO/COO Visit ANNUAL RECOGNITION

  28. PERFORMANCE = REWARDS Division/HQ Staff Market Coach AreaCoach Training Specialist • ADVANCEMENT • Broader Skills • Broaden Influence • Higher Salary • Greater Prestige Restaurant Manager

  29. GUIDING PRINCIPLE #4 • Results = Rewards • Structure Incentives to Reinforce Desired Results/Activities • Promote all available incentives to drive team • financial • recognition • opportunity for advancement EXECUTIONAL EXCELLENCE Recognize & Reward

  30. FOUR GUIDING PRINCIPLES FOR SUPERVISING SUCCESS CLEAR GOALS RECOGNIZE & REWARD INFRA- STRUCTURE MEASURE & REPORT

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