OE21TM TEAM GUIDE (Recommended reading for all focus teams)

 

INTRODUCTION

 

Did you know that over 60% of 200 million managers around the world are NOT engaged, NOT challenged and NOT focused on boosting the organization’s results?

 

What managers need and want is well known and here it is:

  • They want to find organizations that make them stay engaged and productive

  • They want to learn new management skills that lead to successful careers

  • They want to be seen as heroes in their organizations

In response to managers' needs, we have created OE21TM - A Managers Guide to Organization Excellence. Its benefits are:

  • It gets managers engaged, more productive and more effective

  • It provides the training and tools managers need to become “Internal Consultants”

  • It gives managers the ability to measure and boost organization results, including financial, market, customer, operations, and workforce results.

 

Failing to meet your manager's needs leads to high turnover, loss of key personnel, and significantly reduced financial, market, and customer results that CEOs demand.

 

One of the greatest values of OE21TM is that the system and process transform organization managers of all types into “Internal Consultants” that get the organization focused on Results and continue to provide long-term organizational sustainability. This is a big win for managers, the CEO, and the organization’s stakeholders.

 

 

TEAM LEADER GUIDE

 

INTRODUCTION: The objective of this Team Leader Guide document is to provide a roadmap for the implementation of OE21 standards to be accomplished by each of the four Focus Teams:

 

  • LFT - Leadership Focus Team (C-level executives, CEO, CFO, CMO, CIO, and Information Technology (IT)

 

  • CFT - Customer Focus Team (Marketing, Sales and Customer Relations Managers)

 

  • OFT - Operations Focus Team (Product, Process, Project, Supplier, Risk, Quality Manager)

 

  • WFT - Workforce Focus Team (Talent Development, Human Resource, and Work Unit Managers)

 

The OE21.net web site contains all OE21 standards with links to OE21 spreadsheets, documents, and surveys).

 

Each OE21 Focus Team has their own set of standards, visible by using the OE21 pages named LFT, CFT, OFT, and WFT.

TECHNICAL REQUIREMENTS - See OE21 Standard A.1 Task A.1.1. The organization must have active subscriptions to Microsoft Office 365, and Survey Methods.

 

SURVEY METHODS SUBSCRIPTION REQUIRED: The OE21 surveys require a subscription to Survey Methods. This is an excellent survey system and a subscription for the ADVANCED version is very affordable. See www.surveymethods.com During the OE21 INSTALLATION process, we copy our OE21 surveys to your Survey Methods account. Then we help you link your INTRANET page to your surveys. From this point forward only your own organization has access to and can view the data and information in your surveys

 

STRUCTURE OF THE OE21 SYSTEM: 

 

  • Organization - The name of the company or organization using OE21. Most organizations have a ratio of one manager for every fifteen (15) employees. The managers should be members of the Focus Teams. 

 

  • Focus Teams - The four Focus Teams (LFT, CFT, OFT, WFT). Each Focus Team has one team leader who should be an experienced manager within the organization. Focus Team members should be managers, and ideally, there should be at least two members of each Focus Team.

  • Team Leaders - One manager for each team (LFT, CFT, OFT, and WFT) should be designated as the Team Leader (sometimes called the team chair). 

  • Facilitator (FAC) - One or two managers competent with computer applications such as spreadsheets, surveys, procedures, and file management. The OE21 Facilitator (FAC) will collect and track the progress (percent % complete) of all Focus Teams in implementing the OE21 standards and milestones. (See the Progress Indicators method described below). 

  • OE21 Standards - These are standardized procedures with diagrams and instructions for how to use OE21 surveys, spreadsheets, and documents. Standards are arranged in a numbering code consistent with the Baldrige Excellence Framework categories. See www.nist.gov (Baldrige Program). Each of the OE21 27 standards is assigned to a four focus team (LFT, CFT OFT, or WFT).

  • OE21 Tools (spreadsheets) - There are about thirty-five (35) spreadsheet models in the OE21 program. These spreadsheets are designed to run in Microsoft Excel (most versions) including Online Excel. The organization should have a Microsoft Office 365 account with Excel. There are a few documents (PDF) files that open in a Microsoft Office 365 account or a  PDF file reader (Adobe, etc.).  

  • NOTICE: The OE21 spreadsheet model (filename WFT 5.1a Workforce Capability Capacity Calculator) has fields that provide the names of specific employees. These fields may be hidden using the Excel hide column feature. The password to open these employee fields should be controlled by the Human Resources Manager.

  • NOTICE: A few of the OE21 Surveys contain sensitive data and information (competitive and individual employee data) after they are conducted. The organization should carefully control these surveys. The survey exports results to an Excel file. These files should be limited in distribution and seen only by those key persons who should have access to these data. The sensitive surveys include the following:

  • LFT P2 Organizational Profile Part 2 (competitive information)

  • LFT 2.2 CPA CEO Performance Assessment (accounting data and results)

  • WFT 5.1b Voice of Workforce Assessment (employee inputs may be identified)

  • WFT 5.2a Work Unit Performance Assessment (employee inputs may be identified)

  • WFT 5.2a Manager Engagement (employee inputs may be identified)

  • Progress Indicators - The 27 OE21 Standards have embedded table images (referred to as Process Charts) which show steps to reach each Milestone and leading up to the completion of the standard.

 

  • Milestones - Milestones are preceded by “small groups of procedure steps” within each Standard. Milestones are arranged in numerical sequence (e.g. Standard 5.1 has multiple milestones. Milestone 5.1-M1, 5.1-M2,  5.1-M3, etc.

  • The Process Chart tables include MILESTONE rows with the cumulative percentage (e.g. 11%) value when the Milestone is reached. This % value is the Progress Indicator.  The FAC ensures that milestone progress indicators are received from Focus Teams and updated on the organization's OE21 Main Page. During the setup process, this page is created to match the Main page at www.oe21.net, and it contains the same titles of all OE21 Standards, Tools, and Surveys.

 

  • Example for updating OE21 Progress Indicator from a Focus Team

    • The FAC receives an email from the LFT, with the subject: LFT A.1 M-2 complete; then,

    • The FAC opens OE21 Standard A.1 OE21 Setup and scrolls down to the Process Chart, to the row labeled M2 MILESTONE 2 COMPLETION with the value [16%] on this same row. 

    • The FAC provides the progress value to the IT administrator of the organization's INTRANET web pages  ​

    • The IT opens the organization's INTRANET to the page named OE21 Main

    • The IT inputs the value [16%] inside the [  ] brackets next to the standard named A.1 OE21 Setup

    • The IT then publishes this INTRANET page, which makes the new progress visible to authorized people

This process makes it easy for senior leaders and managers with access to the organization's INTRANET to go to the OE21 Main page and see the implementation progress of all focus teams.  

OE21 SUPPORT AND COMMUNICATIONS - As the organization moves along in implementing the OE21 standards, there will be times when questions or comments need to be discussed with the OE21 Provider (HPO21 Institute). The OE21 Provider responds to Email questions or problem reports at no cost to the organization. In some cases, the organization may purchase one or more hours of coaching and consulting services from the OE21 Provider.  

 

COLLABORATION - Unless the organization has other collaboration tools, a Microsoft Office 365 subscription currently provides the organization access to use the Microsoft TeamsTM collaboration system. The OE21 provider does not provide training or support for Microsoft TeamsMicrosoft or Microsoft support vendors provide support. 

 

PROGRESS INCENTIVES - When Focus Teams complete their OE21 standards and milestones on or before scheduled completion dates, the organization's senior leaders might consider some form of reward or bonus for the participants of these Focus Teams.

STYLE OF LEARNING - Self-paced; 24/7 access to www.oe21.net This is not a “memorize the content or video and take a quiz” course. OE21 is a “get it done” implementation program. The Focus Team members follow the steps in their OE21 Standards and implement the procedures within the Standards. The learning comes from implementing the procedures and using the OE21 spreadsheets, documents, and surveys. To get the most from the OE21 system, just “implement the Standards and apply the surveys, spreadsheets, and other docs.

FACILITATOR WEB BASED TRAINING - To be introduced mid-2020. For training of focus team facilitators who will lead the other members of the focus teams. There will be four (4) self-paced WBT courses aligned with the four focus teams (LFT, CFT, OFT, WBT). 

HOW LONG THE OE21 IMPLEMENTATION PROCESS TAKES - The OE21 Provider's experience is that a small to medium size organization (60 to 500 employees) should normally take about six (6) months from start to completion of all OE21 standards. Larger and more complex organizations may take one year. These estimates will vary depending upon a number of factors:

  • The size of the organization (number of employees and managers)

  • The number of products or services in the organization portfolio

  • The ongoing workload that the OE21 managers have to stay up with

  • The capabilities of the OE21 managers assigned to OE21 Focus Teams

 

IMPLEMENTATION OF OE21 - See IMPLEMENTATION GUIDE 

TRANSFORMATION OF MANAGERS INTO INTERNAL CONSULTANTS - The Focus Team Managers that complete the process successfully are more valuable to the organization because of their specialized knowledge and capabilities. These managers often become known as Internal Consultants. The Internal Consultant role is great for managers' career growth and personal goals.

ENGAGEMENT - THE EIGHT (8) HABITS OF SUCCESSFUL MANAGERS AND TEAM LEADERS

Focus Team Leaders should adhere to and reinforce the following eight (8) habits of successful Managers:

1 Availability - Make sure that your employees or team members make available (on-time; when needed) the resources needed to perform your jobs or team milestones.

 

2 Engagement - Make sure that you communicate every workday with your employees or team members, and that you adhere to these key engagement principles:

  • Show employees and team members that you are personally interested in them;

  • Forgive occasional mistakes;

  • Encourage employees and team members to speak up or ask for help;

  • Be kind and compassionate;

  • Treat employees and team members with trust, gratitude, and respect; and 

  • inspire employees and team members to do what is required to achieve the organization's performance goals and results.  

 

3 Budget -Make sure your work unit/department or team assignment costs are within their allocated budgets.

 

4 Cycle Time/Schedule - Make sure your work outputs or team outputs are delivered within their cycle time or schedule requirements.

5 Satisfaction - Make sure the receivers of your work outputs (internal or external customers) are satisfied to a great extent with what you or your team have delivered to them.

6 Quality - Make sure your work processes and outputs are free of quality problems including defects, rework, waste or other product, service or program quality issues. 

 

7 Workload - Make sure your employees and team members keep up with the ongoing workload, outputs or production requirements, and demands.


8 Innovation - Motivate and reward your employees and team members for timely submittal of recommendations and suggested ideas that are aimed at improving overall organization results, including workforce, operations, customer and leadership results

  • Suggestion: Make or print a large SIGN with these eight habits. Hang the sign on the walls of the team or work unit/department meeting rooms. Review and reinforce these eight habits during meetings. 

DESIRED END RESULT OF THE OE21 PROCESS - It's about measuring and boosting organization results and pursuing excellence in leadership, customer, operations, and workforce areas. The OE21 Dashboard models below present a weak organization before OE21 is implemented. The goal is to boost results toward an “all green” results status which is the maximum possible. Ideally, the Results Excellence score will rise to at least 80% which would be a reasonable goal to attain.

FROM HERE: ​The OE21 Dashboard below shows poor-to-average Results Excellence. The top block shows a score of 56.7% of 100% and 256 of 450 Points. The points come from the Baldrige Excellence Framework Category 7. Green is good, yellow is marginal and red is unsatisfactory.

OE21 Results Excellence Dashboard

Typically this is what we see before OE21 is implemented. 

TO HERE: ​The OE21 Dashboard below shows High-Performance Results. The top block shows a score of 100% and 450 Points. In our experience, we would say that a realistic goal is 80% (360 points). Eighty (80%) or higher scores are very good and show great organizational performance and capabilities. The 80% or higher is our Desired End Results of the OE21 program.

OE21 Results Excellence Dashboard

This is the highest case showing "perfect results" and organization leaders should guide managers and workers toward this high-performance level.