Connecting Via Crowdsourcing
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This document discusses how crowdsourcing can be used to facilitate honest conversations within teams to provide data-driven guidance on improvements. Traditional anonymous surveys may not create a sense of connection, while crowdsourcing allows for recognition of individual contributions and a discussion of challenges. It provides examples of how crowdsourcing has been used to increase engagement and organizational health scores, decrease call volumes, and recover millions in programs. The document outlines different types of questions that can be used for monthly check-ins, event-based feedback, and stress testing of strategies to connect teams and achieve goals.
Connecting Via Crowdsourcing
- 3. Than A Score Traditional surveys don’t drive any sense of connection to the team. Anonymous crowdsourcing quickly facilitates an honest conversation with any size team to deliver data driven guidance on how to improve. Connecting Is More
- 6. Valuable Uses for Crowdsourcing Common Disconnects: • Anything New: Messaging, Rollouts, Changes • Some things Old: Stalled Projects, Poor Adoption, Process Inefficiencies • Known Problems: Low Engagement, Poor Morale, Low Trust
- 7. Results of Inclusive Leadership Increased McKinsey Org Health Score by 8% in Six Months Jacobs Engineering Sharp Healthcare CRH 15% Decrease in Call Center Volume by leveraging POPin $3 Million Program Recovered with POPin
- 8. Positive conversations to introduce crowdsourcing and build a connection. Warm Up (Monthly) Cardio (Event Based) Heavy Lifting (Strategy & Planning) Understand what is top of mind for your team and eliminate confusion Measure and increase the effectiveness of strategy, new rollouts, and improvements A Construct To Help Leaders Connect & Achieve
- 9. Describe a standout performance by a team member that deserves further awareness and applause. Describe the aspect of your work do you take the most pride in. Describe something the team has overcome or accomplished in the last 3 months that you are proud of. Peer Based Recognition (open) Workplace Pride (open) Celebrate Wins (open) Monthly Questions to Keep Team Warmed Up
- 10. Simple Cardio Questions to Keep a Finger on the Pulse What questions would you like leadership to cover at our next town hall meeting? Did a Message Land? (rating scale) Agenda Building (open) Please rate how well the topics were covered in today’s meetings and give context on where you need more clarity. If you could suggest one thing that would improve <insert name>, what would it be? Team-Sourcing Improvements (open)
- 11. <Insert topic> is an issue for our department. Please suggest one thing that would improve our understanding of how to overcome these issues. Improve Scores (open) Please rate your current level of confidence in the state of <project> and suggest one thing we could do to increase its effectiveness. Measuring Adoption for Rollouts/Change (rating scale) Trending a Project (rating scale) Please rate the likelihood of success for our new rollout and suggest one thing we could do to strengthen its adoption. Sharing the Load to Stress Test Strategy & Initiatives
Editor's Notes
- #2: Presentation Title: POPin Higher Education Executive Summary Pitch Last Edited: September 2017 Presentation Goal: Introduction to today’s enterprise leadership problem solving and buy-in challenges and the POPin solution value proposition Target Audience: Anyone needing a basic introduction to the issues, implications and solutions available for ensuring buy-in between those doing the work and those responsible for making the hard decisions as well as who POPin is and why we are the ideal vendor of choice to crowdsource issues and crowdsolve initiatives across employees, partners and customers Speaking Points: Welcome (introduce yourself and other associates) Get to know your audience (ask about current levels of enterprise social, their current role in the decision/evaluation process, …) Over the next 30-45 minutes we will discuss current trends in enterprise engagement, initiative success management, and the value of crowdsourcing and crowdsolving, as well as a brief introduction to POPin and the solutions we offer, most importantly will be to address why buy-in matters to today’s successful business leader How successful do you think you can be if your team is not bought in to your decision or direction? The short answer is “not very”. We live in an age where buy in matters especially as millennials flood the workforce. Successful managers realize that an engaged team is the key to success.
- #8: Background The Oldcastle Material Finance organization was going through a large-scale transformation to standardize and automate processes. The program was falling behind schedule due to significant pushback and a lack of the stakeholder buy-in necessary for the initiative to be successful. Solution The Program Leadership Team (PLT), including the CFO and project workstream leads, initiated a monthly project success POPin asking the ~400 project team members, stakeholders and leaders if they were getting what they needed to move the project forward. Participants were encouraged to share the issues they were experiencing to give leadership the information necessary to remove roadblocks and improve the chance of the project succeeding. The monthly question to take a “Pulse” of the project led to numerous more specific POPin queries that allowed the individual workstreams to drill into themes of issues. POPin allowed the team to get to the root causes, and therefore solve the communicated issues. Several key issues and obstacles were surfaced over time that the PLT was immediately able to address. Lack of VP support – By requiring regional VPs to drive their team’s participation in the monthly POPin, the VPs were giving visible support to the transformation and the issue never resurfaced. Poor communication – New communication mechanisms were introduced including an on-site all-hands meeting and monthly workstream updates, and all questions submitted via POPin were answered and distributed to the team. Limited IT support – Engaged CEO to emphasize the project as a strategic priority, empowered IT leadership to refocus staff on the project delivery, and adjusted the IT budget to bring in more resources to increase support. Result The insights gained from the regional teams enabled the PLT to drive meaningful changes to the program delivery while creating a two-way dialogue that facilitated program adoption. In the words of the program lead, POPin “created stakeholder accountability to the project and Workstream accountability to the stakeholders.” By focusing on the most pressing issues of the month versus the squaky wheel, the PLT was able to get the $3M program back on track.