1WELCOMEQualityLeaderSession2ObjectivesuRecognizetheimportanceofLeadershipinQualityuIdentifycurrentABOpositionuPlantheprocesstomovealongtheABOcontinuumSMSM3AgendauOverviewuLeadershipAnalysisuABOStrategyuAssessmentResultsuNextStepsuSummarySM4Overview5ReviewofVisionVision...Whatwewanttobe6ReviewofMissionMission...Whatwedoandneedtodotoachievevision7ReviewofValuesValues...Fundamentalconceptsandbeliefsthatguidebehavior8AlignmentA-BBeforeabABBAB9AlignmentA-BAfterAABwaytogoABB10QualityQualityisdefinedasunderstanding,accepting,meeting,andexceedingtheexpectationsandneedsofyourcustomerscontinuously.11TOTALQUALITYMANAGEMENT(TQM)TQMisdefinedasamanagementphilosophy-awayofmanagingwhichischaracterizedby:...continuously.uFocusingoncustomersuManagingbyfactsuEnergizingpeopleuImprovingprocesses12ServiceProfitChainEmployeeSatisfactionEmployeeRetentionExternalServiceQualityCustomerRetentionProfitInternalServiceQualityCustomerSatisfactionSource:Schlesinger&Heskett13LeadershipAnalysis14“Focusinganorganizationoncustomersisnotjustamatterofdeclaringanewpolicy.Itinvolvesstrategies,systems,priorities,andbehaviors-inshort,theorganization’sculture.Achievingsuchachangedemandsthatleadersbeinvolvedandcommitted:tosetgoals,modelbehavior,commitresources,andcommunicatetoalltheirfullsupportandcommitment.Furthermore,leaderscan’tjuststarttheprocessandthenwalkaway;theyhavetostayinvolved.”--JoanKoopwithDonaldCaplin,authorsofKeepingCustomersforLife15ActivityCompletetheQualitySystem,GoalsandStrategyWorksheet16LeadershipContinuumAutocraticParticipative17LeadershipBehaviorsuVisionaryuDrivenuMotivatePeopleuCommunicateSource:Nanus&Bennis,Leaders:Thestrategiesfortakingcharge18LeadershipRolesSpokespersonCoachDirectionSetterChangeAgentExternalEnvironmentPresentFutureInternalEnvironmentSource:Nanus,VisionaryLeadership19“Inourexperience,noQualityimprovementefforthaseverbeensuccessfulwithouttopmanagement’sinvolvement.”--JosephM.Juran20ABOStrategySM21LeadershipDefinitionTheartofinfluencingpeopletodirecttheireffortstowardattainmentofspecificobjectives22WhyQualityFailsuLackofleadershipcommitmentuIsolatedsilosofchangeuLackofperformancemeasures23FACTSANDBESTPRACTICES•EDUCATIONANDTRAINING•EMPOWERMENT,APPLAUSEANDAPPRECIATIONRESEARCHPhase2INITIALIMPLEMENTATIONPhase3PHASEDIMPLEMENTATIONPhase4LEADERSHIP•COMMUNICATIONANDCHANGEMANAGEMENTQUALITYVISION,STRATEGY,ANDPLANPhase1QualityFramework24WhatisABO?uStandsfor“Awareness”,“Buy-In”,and“Ownership”uAtoolto:·AssessyourcommitmenttoQuality·ProvideinsightandprovokeactionSM25ABOPurposeuAssesscommitmenttotheQualityimplementationprocessuGeneratediscussionaboutaccountabilityinQualityimplementationeffortsuCommunicateresponsibilityinQualityeffortsuDevelopspecificactionsteps/personalworkplanstoadvanceprogressSM26ABOIntellectualCuriositytoInternalizationtoCommitmenttoActiontoManagingforQualitytoLeadingbyQualitySM27RejectionRejectionABOContinuumAwarenessDiscoveringBuy-InExploringOwnershipLeadingSM28ActivityCompleteQualityLeaderSurvey29ForceFieldAnalysisuAproblem-solvingtooltohelpchangeoccuruViewschangeasastrugglebetweenforces•Drivingforceshelpchangeoccur•Restrainingforcesblockthechange30ForceFieldAnalysis-OrganizationAnswer:1.WhatarethedrivingforcesthataremovingustowardTQM?2.WhataretherestrainingforceshinderingourTQMefforts?31ForceFieldAnalysis-IndividualAnswer:1.WhatarethedrivingforceswhichmoveyoutowardleadingforTQM?2.WhataretherestrainingforceswhichhinderyoufromleadingforTQM?32QualityLeaderSurveyResults33ABOContinuumAwarenessDiscovering100-205pointsBuy-InExploring206-285pointsOwnershipCommitting286-328pointsRejectionRejectionSM34ABOScoreRangesSMAwarenessOwnershipBuy-In328205100285245171135ActivelyResistNoCommitmentLetItHappenPassivelyHelpingActivelyHelpingMakeItHappen20528532835ABOTeamProgressChartSMAwarenessTeamMembersOwnershipBuy-In3282051002851.2.3.4.5.6.7.8.9.10.36NextSteps37PersonalActionSheetWhatwillyoudoto:uAchievetotalcustomersatisfaction,uManagebyfacts,uEnergizepeople,anduImproveprocesses?38Summary
