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The Spring 2004 QC Conference

Riding the Wave: Getting on Board with Quality Connections Featuring Keynote Speaker
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Vision ­ Just Do It

Michael Chapman, Vice President

Connie Cochran, CEO/President of Easter Seals UCP North Carolina, spoke at The Council's Quality Connection Conference last spring in Memphis, Tennessee. His presentation was titled "Fiscal Austerity and Back to Basics: How to make Personal Outcomes Flourish in Tough Times." During his opening remarks, he stated:

Good management requires good leadership - Vision
Good management happens in good or tough times - Just Do It!

I think a lot about Connie's presentation, especially as I read about deficits in 46 of the 50 state budgets. I think about it each time I leave yet another message because my contact is in a budget meeting. I think about it when I hear, "Š we cannot afford quality, we can only assure the basics of health, safety, and welfare."

Good management requires good leadership - Vision
Good management happens in good or tough times - Just Do It!

I liked Connie's speech when I first heard it, and today, many of his comments continue to speak loudly to all of us who are concerned about the quality of life for people. These are tough times. Will good management prevail? This article explores that question.

Vision
A vision gets to the heart of the matter. It defines what the company is striving for and serves to articulate desired actions. What do we believe about people ­ all people? Particularly germane to organizations supporting people with disabilities, what do we believe about people with disabilities. Visions articulate what services to people with disabilities should look like in 5 or 10 years.

One organization I recently visited was pleased to show their efforts on projects. This organization supported roughly 1,500 people. Of that group, 100 were in a self-determination pilot, another 25 were in a person-centered planning project, 100 were participating in interviews with the Personal Outcome Measures, with another 50 in an employment initiative. While he was very proud of the "special projects," I remember thinking to myself that he just did not get it. Supporting people with disabilities is not about special projects. What about the remaining 1,225 people? When was it their turn?

Supporting people is about living your vision - the heartbeat of the organization. It is about creating a better life for everyone. The people that are currently saying, "I can't do quality, I can only protect people's health, safety, and welfare," may be making a statement related to lack of money, lack of energy to persevere, lack of commitment. It is not however, a statement of leadership and vision.

(As a footnote, when the budget crisis hit his state, the "special projects" were the first to be eliminated. "We do not have the money to continue these efforts." Let's talk about vision, or the lack of one, now. Part of the solution or part of the problem?)

Just Do It
Someone once told me that the real crisis for organizations lies in the area of implementation ‹ a crisis of will, of taking action, of just doing it. Implementation is what separates good organizations from great organizations ‹ the ability to take action. Great organizations know that governments (politicians) are often fickle, that funding cycles ebb and flow, and today's innovative ideas become tomorrow's buzz words. Yet, despite challenging conditions, these organizations stay the course ­ they live their vision. And in doing so, they create the expectation in every employee to step up to the plate, to demonstrate their commitment to the people they support and to contribute to the vision.

Good management requires good leadership - Vision
Good management happens in good or tough times - Just Do It!

Think about your organization and ask yourself:

• Does our organization have a clear vision for where it wants to be in 5 to 10 years?
• Does the leadership of our organization articulate the vision in its daily operations?
• Are all staff within the organization are aware of our vision?
• Does our organization remain committed to achieving the vision in good or tough times?
• Is our organization taking clear and measurable steps towards the vision?
• Do my personal actions contribute to achieving the vision?

Vision - Just Do It.
So where do we begin?

Implementation is about alignment and in doing so, no stone can be left unturned. Let me explain.

In order for a vision to become a reality, it must translate into observable staff actions. This requires clearly defining:

• The organization's mission;
• The work of the organization;
• The various strategies for how the work will be done;
• The skills that are needed for employees to do the work; and,
• How the organization supports its employees and provides feedback on performance.

Failing to clearly define or skipping over any of these areas could result in a misalignment ­ and possibly failure to realize the vision.

Implementation can breakdown in any one of these areas. At one organization, being person-centered was the single most important aspect of their vision, yet it was not happening. Upon closer examination, one staff stated; "yeah, we talk about being person-centered, but when it comes to my evaluation, they only look at my paper work, so I focus on making sure my paper work is done." Leaving no stone unturned requires looking at all aspects of the organization. Not only its policies and procedures, but also evaluation forms, newsletters, who we hire, how we train staff, etc. must be reviewed and in alignment with our vision.

Some organizations regularly conduct internal audits to insure they remain on track. Consider your organization and answer the following questions as a strategy for understanding where your organization is in alignment.

Mission

• Is the mission clear, concise, and understood by all employees?
• Are the underlying values clear and shared by all employees?
• Does the mission energize staff?
• Are all services and supports provided permissible within the mission?

Work Tasks

• Do work tasks flow from the mission statement?
• Are staff clear about the work of the organization?
• Do staff and consumers have input into determining the work task?
• Does each staff understand his or her contribution?
• Is there a "fit" between day-to-day and the overall work?
• Are work tasks openly discussed on a routine basis?

Work Method

• Are staff clear about how to perform work tasks?
• Are staff clear about the various elements of the work they do? Connectedness?
• Are the communication links open?
• Is there continuous feedback regarding the work staff perform?
• Is there an open system for reviewing how work is done?
• Are the work methods producing the desired results?

People

• Is the right person performing the right job?
• Are staff competent to perform assigned duties?
• Do staff receive training to increase competencies?
• Do staff receive meaningful feedback?
• Do staff feel supported to complete assigned duties?
• Do staff understand the boundaries within which to operate?

Structure

• Does the structure promote the accomplishment of the mission, work tasks, and work methods?
• Is the structure clear to staff?
• Is the structure free of unnecessary bureaucratic layers?
• Are staff clear about how layers interrelate?
• Are the right people performing the right duties at the right time and place?
• Do staff receive ongoing feedback on performance?
• Does the structure produce the desired results?

In conclusion, the importance of leadership to an organization cannot be overstated. Clearly articulating the organization's values, purpose, and direction followed by aligning organizational systems to meet them provide the foundation from which great organizations flourish ­ living the vision.

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