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FC Data Feedback Meeting

85a. FC Data Feedback Meeting. March 4, 2003. Agenda. 85b. Desired results of the meeting Data review and conclusions Next steps. Satisfaction Measures. 85c. Peter = Blue Cliff = Red Riley = Green. Satisfaction Measures. 85d. Peter = Blue Cliff = Red Riley = Green.

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FC Data Feedback Meeting

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  1. 85a FC Data Feedback Meeting March 4, 2003

  2. Agenda 85b • Desired results of the meeting • Data review and conclusions • Next steps Page 2

  3. Satisfaction Measures 85c Peter = Blue Cliff = Red Riley = Green Page 3

  4. Satisfaction Measures 85d Peter = Blue Cliff = Red Riley = Green Page 4

  5. Satisfaction Measures 85e Peter = Blue Cliff = Red Riley = Green Page 5

  6. What’s Working (3 principals agree) 85f • Quality of work/reports to clients • Getting and retaining business • Type of clients • Financial success of the business • Using the financials as a way to make business decisions • Decision making process for big decisions • The hope that Jerry will fix many of the problems Page 6

  7. What’s Working (from staff) 85g • Good projects and technical staff • Principals are very technically competent (Cliff, Riley, Peter) • Genial, unpolitical environment • Good marketing • Reasonable opportunity to make decisions • Challenging work • Sense of unity and fun • Principals willing to invest in staff • Cliff/Peter differing styles is good for the business • Job security Page 7

  8. What’s Not Working (3 principals agree) 85h • The workload (for the office) • Managing it more efficiently/removing bottle necks • Smoothing out resource allocation • Technical staff not meeting standards in all areas • Managing personnel and employee issues • Training and mentoring of technical staff • Planning • How 3 work together • Unresolved/unaddressed conflict • Holding lists on each other-- what hasn’t been done, done wrong, not fixed, negatively impacting the business • Things don’t change much after discussion/confrontation • Communication --unclear, emotional • Personality styles • Managing the work (delegating, how it gets allocated, how it gets done ) • Communicating during conflict (internal process vs. external process, expressing annoyance –passive aggressive, argumentative) • Roles/expectations (need to be more clearly defined) • Day to day decision making and communication Page 8

  9. What’s Not Working (from staff) 85i • Understanding of what are the priorities and how resources will be allocated (constantly changing, makes managers look bad to their clients) • Working within JR’s/business bureaucracy • Admin has control of the business • Few well defined processes • Not available to staff for support and mentoring • Mentoring program • Not defined • Responsibility, but no authority • Principals’ relationship • Don’t respect each other • Talk about each other to staff • Not one clear voice about decisions • Subject to change • Don’t respect decisions of other principals • Lack of recognition and positive reinforcement • Review/bonus/salary process and expectations • 2 people said they’d rather not have had the raises • Report review process (demoralizing for the writer, time consuming for the mentor, limited improvement over time by writer) Page 9

  10. What’s Not Working (from Debbie) 85j • Lack of clearly defined structure to support key processes • Communication • Planning • Mentoring • “the FC Way” • Resource allocation • Decisions lack sponsorship • True authority and responsibility only owned by Peter and Cliff; all roads lead back • Unaddressed/unresolved conflict breaking down teamwork and impacting morale throughout company Page 10

  11. Most Important Changes (Principals) 85k • Increase efficiency of office • Increase volume of work • Increase communication and calibration of 3 • Shift to a manager managed firm • Common vision for 10 year outlook • Process for solving ongoing issues • Take pressure off principals to free them up to do things for the business • Solving the relationship issues between the 3 • Clear definition of roles Peter = Blue Cliff = Red Riley = Green Page 11

  12. Most Important Changes (Debbie) 85l • Improve communication • Spend regularly scheduled time together during office hours planning and communicating as a group • Direct address • Close internal feedback loops • Clearly identify ownership of “initiatives” and funnel all responsibility and communication through that person • 1 owner has permission to be in control, but is dependent on the others for feedback and information • Build capacity in organization in order to create trust that others can do as good a job as Peter & Cliff • Mentoring/training program Page 12

  13. Want To Change By Hiring Jerry 85m • Get out of day to day management of personnel • To better manage the firm as a whole • One boss of the local office • Day to day operations are more consistent, cohesive; non-crisis mode • Jerry to be the resource manager • More consistent financial management of the office (e.g. utilization rates) • Key element of growth Page 13

  14. Don’t Want to Change By Hiring Jerry 85n • Don’t want to be removed from the business • Overall financial management of company • Involved in hiring and firing Page 14

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