1 / 19

Old Dominion University Perry Library

Old Dominion University Perry Library. Enhancing Team Dynamics For Excellent Frontline Service: A Practical Approach. Facilitators: Ann Pettingill & Cheryl Foreman. Purpose. Our practical approach: collaborate with the experts HR gave us access to expertise we did not have.

apria
Download Presentation

Old Dominion University Perry Library

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Old Dominion UniversityPerry Library Enhancing Team Dynamics For Excellent Frontline Service: A Practical Approach Facilitators: Ann Pettingill & Cheryl Foreman

  2. Purpose Our practical approach: collaborate with the experts • HR gave us access to expertise we did not have. • Allowed us to enhance connections across campus. • Built an ongoing support network for developing staff & for providing support in other areas as needed.

  3. History • New Library Director • Team building with HR as part of transition in management • Initial Library/HR Partnership Successful • Deterioration of Leadership for Circulation Team • Turnover • Retirement • Unit Staff Turnover • Staff Training Programs in Disarray • Dynamics • Lack of role clarification • Confusion regarding level of problem- solving authority • Increase in Customer Service Issues/Complaints • Potential Solution • Due to earlier success, decided to partner with Human Resources

  4. Partnership Begins… • Contacted H.R. and was referred to Cheryl Foreman, Training & Development Consultant • Discussed the service problems • Discussed the unit, its purpose, obstacles & challenges • Discussed library needs • Agreed to work on a program

  5. Assumptions • We agreed on a set of desired objectives: (based on original assumptions) • Enhanced service levels • Staff ownership of the service environment • Skill building for staff • Effective communication for staff as part of a team • Effective communication between staff and patron • Enhancement of staff problem solving skills • Enhanced sense of team membership for staff

  6. Planning • Identified leadership team • Ann, Cheryl, Dept. Head & Unit Supervisor • Leadership team would meet separately from sessions for : • Scheduling • Planning purposes • Review of progress • Problem Identification/resolution as needed • These meetings would take place throughout duration of program • Agreed program would roll out over 7 month period (May – November 2007) • Agreed that workshops would be 4 hours in length • Programs were held in the afternoon • Designed a measurement process to help assess success of program • Customer Service Comment Cards

  7. Tools – Original Sequence Mission Creation / Objective Identification Enhancing Customer Relations – Part 1 (“If Looks Could Kill” video) Enhancing Customer Relations – Part 2 Personal Style & Communication (MBTI) Effective Communication Skills FISH! Philosophy Problem – Solving Accountability (process customized for department)

  8. Tools – Revised Sequence • Mission Creation / Objective Identification (Affinity Process) • Whale Done! (Ken Blanchard) • FISH! Philosophy • Personal Style & Communication (MBTI) • Effective Communication • Enhancing Customer Relations – Part 1 (“If Looks Could Kill”-video) • Enhancing Customer Relations – Part 2 • Caring Responses • Diffusing Irate Customers • Not getting HOOKED

  9. Tools – Revised Sequence • Problem – Solving : Classroom portion • Using steps to model • Further clarifying problem • Identifying key players & stake holders • 9) Problem – Solving : Practical Application • Continue working through existing problem • Root Cause using Fishbone Cause & Effect Diagram • Tree Diagram to identify required tasks • Action Plan generated from Tree Diagram (tasks)

  10. Key Elements Identified from Mission Statement • Friendly (made you feel welcome) • Committed (attitude reflects such) • Exceptional (willing to go extra mile) • Courteous • Respectful • Prompt • Accurate • Clear

  11. Customer Satisfaction Card Our Goal Is To Provide You Excellent Service… Please Tell Us - How Did We Do?? Ranking: 1 – 5 (1 = exceeded expectations to 5 = unsatisfactory service) • Friendly (made you feel welcome) Comments: ___________________ • Committed (attitude reflects such) Comments: ___________________ • Exceptional (willing to go the extra mile) Comments: ___________________ • Courteous (in your interaction with patrons and each other) Comments: ____________________ • Respectful Comments: ___________________ • Prompt Comments: ___________________ • Accurate Comments: ___________________ • Clear (effectively communicated) Comments: ____________________ Thank You For Your Feedback

  12. Immediate Recognition Program You Got Caught…..Providing Excellent Service Name:________________________ Description of Situation: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Congratulations: __________________ (Signature of Individual giving recognition) • Friendly • Committed • Exceptional • Courteous • Respectful • Prompt • Accurate • Clear

  13. ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ The MBTI Type Table Unit Leader Type: ENTP Team Type: INFP (3) Team members Dept. Head (2) Team members Assoc. Univ. Librarian (1) Team member (1) Team member Uni t Supervisor

  14. MBTI Preferences E  I (Unit Sup.) (1) (1) (4) (3) S  N (Unit Sup.) (3) (1) (1) (1) (2) (1) T  F (Unit Sup.) (3) (2) (1) (1) (1) (1) J  P (Unit Sup.) (2) (2) (2) (2) (1) Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear

  15. INFP Team Type: Strengths/Opportunities for Growth

  16. Outcomes • Defined Mission & Objectives • Customer Service Measures • Incentives • Problem Solving Model • Awareness of Personality Styles • Awareness of Communication Style Differences

  17. Unexpected Challenges & Events • Scheduling prevented everyone from participating • Unscheduled medical leave • Individual illness & loss • Took a while to get back on track

  18. Lessons Learned • Learning about people & leadership needs • What is success & What is failure • Build up problem solving • Cohesiveness in the unit • Significant reduction of customer service responses • “TRUST THE PROCESS” • Succession planning needs are apparent now • Building blocks in place for new leader • Team feels comfortable with H.R. contact • There is value in retaking some of the same courses

  19. Questions??? Cheryl Foreman: Old Dominion University, Human Resources cforeman@odu.edu 757-683-4316 Ann Pettingill: Old Dominion University, University Libraries apetting@odu.edu 757-683-4159

More Related