2012 Leadership Conference

Understanding Quality Through Metrics

Kathi Sill, Assistant District Director, Midlands (SC)

Eric Thompson, Southeast Regional VP, Broward (FL)

“IN GOD WE TRUST; ALL OTHERS, BRING DATA”

W. EDWARDS DEMING

STRATEGIC PLAN- NSOSTRATEGIC PLATFORM WHAT

1. Increase # of entrepreneurs using SCORE

Client Market ShareMarketing OutreachWorkshop Client ConversionReferrals & Community Involvement

2. Make SCORE easily and widely available to entrepreneurs

Total ServicesNumber of WorkshopsNew Members

3. Provide Products & Services to consistently create and sustain successful outcomes

Quality ServiceClient OutcomesLong Term Clients

4. Be one strong nationwide organization Volunteer Engagement Alignment (Methodology/Continuing Education/Collaboration)Resource Awareness

5. Secure sufficient, sustainable funding Funding

“YOU GET WHAT YOU MEASURE. MEASURE THE WRONG THING AND YOU GET THE WRONG BEHAVIOR”

JOHN H. LINGLE

QUALITATIVE VS QUANTITATIVE

QUALITATIVE• Deals with descriptions. • Data can be observed

but not measured. • Colors, textures, smells,

tastes, appearance, beauty, etc.

• Qualitative → Quality

QUANTITATIVE• Deals with numbers. • Data which can be

measured. • Length, height, area,

volume, weight, speed, time, temperature, humidity, sound levels, cost, members, ages, etc.

• Quantitative → Quantity

“GOAL SETTING HAS TRADITIONALLY BEEN BASED ON PAST PERFORMANCE. THIS PRACTICE HAS TENDED TO PERPETUATE THE SINS OF THE PAST”

JOSEPH M. JURAN

GOAL SETTINGTEST NO YES

Specific Grow our chapter Increase mentoring hours by 50% YOY

Measurable Offer more workshops Achieve minimum of 25 paid attendees at each 48 scheduled workshops

Achievable 100% of clients add employees in 30 days

Client engagement increased by 25% YOY

Realistic Provides services to every potential entrepreneur in my state in 45 days

Improve marking share coverage among small businesses with 0-5 employees by 5% by 9/30/13

Time Targeted

Every member is “highly engaged”

Achieve 40% improved member engagement level by 9/30/12

Goal setting: qualitative or quantitative?

• Top leaders use the qualitative to assess the overall state and health of the organization and the quantitative to measure the “proof.”

• A key process input metric is a leading indicator that helps the leader predict the results that will be posted.

• The trick is identifying the best predictors. Which levers should you pull to achieve the quantitative and qualitative results you want?

“IF YOU CAN’T DESCRIBE WHAT YOU ARE DOING AS A PROCESS, YOU DON’T KNOW WHAT YOU ARE DOING”

W. EDWARDS DEMING

Management Scorecard: Quantitative

Net Promoter: engaged clients are more likely to:

• succeed (aka create jobs and profit) • refer prospects (aka grow market share and

clients)

Member Engagement: engaged mentors are more likely to:

• deliver a quality experience for their clients (aka Net Promoter)

• refer new members (aka SCORE widely accessible)

Management Scorecard: Quantitative

KPI: • Quality Referral Sources introducing SCORE to new

prospects (produces new clients)

• % of Available Appointment Times Filled (demand for services = client pipeline)

• % of Appointments Kept (demand for services)

• Portfolio Mix (in business vs startup = speed to achieve client outcomes)

Management Scorecard: Quantitative

• Client Services• Volunteer Hours• Workshops Held• Email vs Face to Face

Net Promoter Surveys• Sent after first completed session with client.

• First piece of data inferring quality of client service delivery.

• Integral to our client growth – “We are a word of mouth marketing organization!”

*Refer to page 2 of the handout for a full list of questions.

Net Promoter Surveys – “What If…”Observation• A low score in “my mentor listened

and understood my needs”

• I will return to see this mentor again (why?)

• My mentor was able to assist me

Net Promoter Surveys – “What If…”Leader Response/Mitigation• Broad or isolated issue?

Targeted skill building and observation to measure improvement

• Replicate best practices of top performers; peer coaching for broad and measurable improvements

• The art of combining education with assistanceWhile we are educating the client, have we also connected the dots to answer their questions/needs?

Client Outcomes SurveyClient Engagement

• % engaged• % disengaged

Successful Client Outcomes• New Business• Jobs Created• Revenue Growth

Client Attribution• Was SCORE helpful in successful

outcome?

A Chapter of ExperienceSome metrics and non metrics used in the building of a chapter (0017)

Outcome v Performance Metrics

Outcome

• Jobs Created

• Businesses Started

• Businesses Saved

• Businesses Prevented

????

• The Cake !!!

Performance

• Simple Steps

• Workshops

• Turnarounds

• NPS feedback

• The Recipe !!!

Some Critical Metrics

• Bank Account• Active Members• New Projects• Recruits per week• Workshop registrations• Saturday Registrations• Mentoring Requests

Some Soft Metrics

• 91 & 83• The Remuda• Caliber of recruits• Presenter requests• Meeting attendance• Pings• Radio requests• Speaking Invitations

Do they fit the Mission & Principles?Provide significant help to starting and growing the business community in Broward County

The 4 Principles1. Get ahead of the curve2. Focus on growing & growing

businesses3. We are a business run by volunteers4. Partner for the multiplier effect

Everything that counts cannot necessarily be counted

Everything that can be counted does not necessarily count

Albert Einstein

Questions?