These are the slides for the webinar https://vimeo.com/manage/296007941 A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, demotivates team members, and causes customers to question whether the organization can deliver value. On a personal front, a lack of clarity creates interpersonal tension and hurts the mission of otherwise well-meaning leaders. In this webinar, Karen shares what clarity is and how a lack of clarity leads to poor performance--both organizationally and personally--and eroding trust. She shares powerful ways to operate with greater clarity to unleash the potential of people and organizations alike. To supplement the webinar, consider taking our free quiz to assess how you and your organization currently rate (www.clarityfirstquiz.com) or purchase the book (www.clarityfirstbook.com).

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www.clarityfirstbook.comwww.outstandingorg.com

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CLARITY
FOCUS
DISCIPLINE
ENGAGEMENT
THE
OUTSTANDING
ORGANIZATION
www.outstandingorg.com

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5. 5
COHERENCE
PRECISION
ELEGANCE

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COMPLETE
ACCURATE
EASY TO UNDERSTAND

7. Ambiguity complicates,
slows, frustrates,
increases the risk of injury
…and is expensive

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CAN I
PARK HERE?

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12. W h i c h C l a r i t y T y p e A r e Y o u ?
Consistently pursues
CLARITY PURSUER
Type 1: Intentional deceit
CLARITY AVOIDER
Type 1: Unaware
CLARITY BLIND

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Social Programming…

17. Social
Programming…

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180+
COGNITIVE
BIASES

19. IUMRINC TO GQNGIUSIQNS
JUMPING TO CONCLUSIONS

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S
www.clarityfirstbook.com

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

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From Clarity First, p. 36

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WHY DO YOU DO WHAT YOU DO

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Purpose is
emotional

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

28. 28© 2017 The Karen Martin Group, Inc.
DEFINE
TRUE
NORTH

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30. Develop a Clear Strategy Deployment Plan
30
Date created:
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR CEO Fin PE QC COM AM PD JD BD SWS
1 2 3 3 3 2 3 3 1 1 3 3 1 3
2 2 3 3 1 3 3
3 2 3 3 2 2
4 1 3 1 2 3 3 3
5 2 3 2
6 1 1 1 2 3
7 1 3 3 3
8 2 1
9 3 2
10 2 1 3 3 3
13 3 1 1 2 1 1 1
14 2 3
15 1 1 1 3 1 1 1 1 1 1 1 1 1 1
2018 Hoshin Plan
Client Name
Level of Effort/Involvement RequiredStrategic Initiative
(framed as problem to be solved)
Notes
Exec
Owner
● = Actual CompletionX = Actual Start
From/To Metrics
%
Complete
Status
(Red/Green)
Plan Review Dates:
Tactical
Owner

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

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33. Understand Value Stream Performance

34. Percent Complete & Accurate (%C&A)
1 2 3
80% 95%50%
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Rework: Correct or Add or Clarify

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CLEAR PROCESSES
 Documented
 Current
 Followed
 Consistently monitored
 Regularly improved

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

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LEVEL 3 SCOREBOARD

41. Demand Data: Understanding the Current State

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25
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16:45
AverageStaffingLevel
AverageDailyVolume
Customer Arrival Times
Are you staffing to demand?

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

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www.clarityfirstbook.com, pp. 168-209© 2018 TKMG, Inc. All rights reserved.
P D S A

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Problem Countermeasures / Implementation Plan
- Ÿ32% of customers dissatisfied with office space cleanlines- 80% of emergency service requests are to wrong contact - Standard work for restroom cleaning
- Standard work checklist for non-routine items
- Service levels vary by building - Standard process for measuring & mixing chemicals
- 10% of daily staffing available is allocated to travel/check in time - Restroom cleaning log
- Standard facility service plan (Plan A & Plan B)
Current Condition - Modify & standardize process for unplanned absences
- 31 Facility areas require custodial services - Modify starting points and schedules to reduce transportation waste
- Evaluate fleet availability to reduce waiting waste
Effect Confirmation
Target Conditions/Measurable Objectives
- 80% Daily staffing availability
- 50% Improvement - customer satisfaction with restroom cleanliness
- Defined standard work (for custodial staff and customers)
Follow Up Actions
Root Cause & Gap Analysis
- Undefined level of service (office parties, special events)
- No defined process for unplanned absences (calling in, redistribute work, etc.)
- Inconsistent availability of communication tools (vary by building)
- No defined process for requesting/responding to emergencies
- Variation in cleaning schedules versus facility operating schedules
- Unpredictable daily staffing
- Travel time + Check in Time = 16.00 hrs/day = 2 FTE
- Customer requested personalized service (newspaper delivery, parties, trash)
CUSTODIAL SERVICES
A3
Plan Do, Check, Act
- 22% of customers dissatisfied with restroom cleanliness
8%
20%
8%
14%
17%
33%
0%
5%
10%
15%
20%
25%
30%
35%
Phone Call
to
Custodian
Phone Call
to Custodial
Supervisor
Phone Call
to Custodial
Manager
Phone Call
to Public
Works
Dispatch
(x6000)
Email Notify
Custodial
Staff On Site
Survey: When you require emergency
services, how do you request them?
32%
22%
19% 18%
6%
0%
10%
20%
30%
40%
Office Spaces Restrooms Common
Areas
Overall Conference
Rooms
Survey: Custodial Services - Areas of
Dissatisfaction
Travel/ Check
In Time
16.00 10%
Absent Staff
24.00 15%
Vacancies
24.00 15%
Special Events
2.00 1%
Staff Available
94.00
59%
Daily Staffing Availability
(Hours)
41% ofdaily
staffing is
unavailable for
custodial tasks
Title # Staff Hrs/Wk Hrs/Day
Lead Custodian 4 160 32
FT Custodian 8 520 64
FT Custodian (Vacant) 2 80 16
PT/Perm (avg 30 hrs each) 3 90 24
PT/Temp (avg 20 hrs each) 3 60 24
Total 20 910 160
Current Actual Result
State (+ 60 days)
Customers dissatisfied with restroom cleanliness 22% <10%
Avg minutes per restroom cleaning 35 30
Avg hours per day cleaning restrooms (184 restrooms) 107 92
Daily staffing availability 59% 80%
Daily travel/check in time (hours/day) 16 8
Travel miles per day 139 <70
Metric Projected
Remaining Actions Owner 1 2 3 4 5 6 7 8 9 10 11 12
Explore options to improve cell phone availability Mark R.
Define process for requesting and responding to emergencies Custodial Supvs
Equip carts for recycling Mark R.
Process mapping for specialized facilities Mark R.
Standardize Cart Equipment & Supplies Custodial Supvs
Process improvement for other facility types, e.g. offices, common
areas, etc.
Mark R.
Consider alternative staffing models (floaters, modified shifts) Mark R.
Actively manage vacancies Mark R.
Implementation Schedule (Months)

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Clarity and YOU

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50. THE
CLARITY
PAUSE

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Have you taken
The Clarity Quiz?
www.clarityfirstquiz.com

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www.clarityfirstbook.com
What could you
accomplish with
greater clarity?