Some form of reporting is helpful in guiding and accounting for the team’s work. There are probably many reports you already have to complete and I don’t want to add any more. But I urge you to cast a critical eye on the ones you require to see if it is really necessary and adds value – because if it isn’t then it is another time sink that you don’t need – trial ditching it!!
OK – In addition to the Annual Unit Plan which we covered in an earlier section of this module (I have added here as a downloadable), I would add a monthly and quarterly plan.
This is populated in the quarterly meeting. Download the template.
Purpose: That’s your mission! Why you exist. it is good to reflect on this every quarter so you can decide whether priorities and work are contributing to your purpose or not. It is important that the team agree on their purpose (role) and what they are being accountable for – and that these are listed. This may not change – but they can depending on the tensions (or opportunities) that emerge.
Accountabilities: These include strategic priorities from your boss or the executive, the strategic plan or team meetings. They are the things that your team can be counted on to do this quarter.
Tensions – are simply conditions that do not match ideal that people experience in their work. They can be risks (a Riskman may have been completed if it occurred). They can be opportunities that emerge as a result of new money, or a new initiative – the tension in this case means that action has not yet been taken to realise this opportunity.
Or it can be raised by any individual (either in the meeting or via some other mechanism) that identifies a situation that is not ideal or getting in the way of them achieving their ideal/accountabilities/work.
Response: This is literally what was decided to do about the tension. Was it resolved in the meeting – you don’t a lot of information her but could just refer to where they can find out more (e.g. might be a policy change; or the person who raised it has resolved it); was a project created to resolve it, was it delegated/referred – if so to who?
It might appear in the ‘Help needed’ column if it is not clear how to resolve it or there is no authority or resources in this team to do so. A team’s autonomy and ingenuity can be measured on the number of tensions it is able to resolve internally. You can also drive cross organisational collaborations through such tensions and projects.
KPIs – the critical ones that really tell us about the health and performance of the team and achievement of their purpose. The team decides which KPIs, informed by the ones passed down to them from the executive. They can raise a tension if a KPI does not reflect the purpose or accountabilities of their team! Accountabilities could include: operating position (revenue/costs); improvement and engagement (tensions resolved/tensions raised); customer experience (customer touch points; positive feedback; customer tensions resolved/customer tensions); quality of care (Patient goals achieved/set; Compliant audits/audits)
Mission critical goals or projects:
A small number (3) Mission critical goals or projects will be identified for the quarter that will significantly move the organisation/team toward its cause. These are either significant tensions or opportunities that have emerged, or they may be contributing to a strategic priority of the organisation.
A lead will be identified to lead the project. They are expected to prepare a project report and possibly a A3 or ‘Change Project Template’ (check out the downloadable) if the project has a tension that is not already well understood.
Each quarter the lead will provide a report on progress and the project will either be refined or removed as the mission critical goal or project. A database of projects will be maintained so that there is a record.
This monthly operational report can be completed by individuals, and then by the lead for the Team each month. You will notice it has most of the same fields as the quarterly report with the exception of the achievements – these replace the mission critical goals and projects section.
For a team, it will guide the Monthly Operational meeting and then be shared with the lead of their larger team (e.g. DoN).
Achievements – These will relate to the mission critical goals and projects, but also provide an opportunity to promote the performance of the team – if a single individual is responsible, acknowledge them
Help needed – Where the Team’s ability to achieve its purpose and accountability is exceeded, they can call for help in any form and it is up to their lead (you?) to source it.
Next steps – these are the mission critical next steps for the team for the coming month (not the ordinary work that needs to be done). These need to be allocated to a role/person, and included as an accountability for that role.
Individual reporting: Individuals will have their own version of this report, and they make it available to the team each month. Any gaps or tensions in their performance or that are blocking their ability to perform their accountabilities should be picked up in this report. They too can ask for help from anywhere and should get it. If it becomes apparent that they are unable to meet their accountabilities, the lead (you??) may need to have a one on one with them to decide how they can be supported to do so with their current roles, or consider redistributing the roles to others, and allocating roles that are more suited to the individual’s skill set and ability.
- Down load the two reports and trial these in your team.
- Provide feedback in the comments. How did they work? What would your change?