Hi, folks, Steve “The Hurricane” here. And on today’s episode of “A Drink With The Hurricane”, we are going to talk about organizational culture, but specifically, how your KPI’s can be leveraged to drive your organization. So raise your glass and let’s toast to your success. Cheers. 

This is “A Drink With ‘The Hurricane’, the talk show discussing all things growing your home care business. This video is sponsored by Home Care Evolution, where we help home care agencies adapt to changing circumstances, transform their business, so that they can thrive for years to come. 

So in this day and age, everybody wants to try and empower their team, but how is the best way to do so? One of the best ways to do so is to do as I say, you share the numbers because the numbers don’t lie. So how can we use our KPI’s to drive the culture that we want in our organization? I’m gonna turn this over to Kelly Szwed, who’s our in-house culture expert and let her show you how it’s done.

Hello, everyone. Welcome to “Coaches Corner”. I’m Coach Kelly. And today I want to talk to you about KPI’s. And I wanna talk to you about KPI’s in terms of culture, the culture of your organization. And that, you might be thinking, hmm, KPI’s. How does that relate to the culture of our organization? I’m glad you asked. So let’s talk about it for just a moment or two, shall we? Employees like to know where they stand, right? And so enabling them to understand what the organization’s KPI’s, or key performance indicators, are. Right? So what is that? So if anyone on your team is unclear about what a KPI is, that should be the first discussion that you’re having. 

So what are they? They’re measurements, right. We use these measurements to look at the progress of the goals and the operational targets of our organization. So everybody on your team should understand what a KPI is and how it relates to them, right? So choose something important to your team, right, when you’re setting a goal. Usually when we think of KPI’s, we think of revenue, we think of billable hours. We think of, you know, end of month, end of quarter, that type of thing. But if you start setting goals, right? Key performance goals for teams and departments, you’ll find that they get excited because they can actually see how their contribution really, kind of, contributes to your organization as a whole. 

So what you wanna do is choose something important to your team and find ways to measure it, right. And then display it somewhere within your organization. Whether you put it on a whiteboard, whether it’s at the weekly staff meeting, whether, you know, you do something, you know, maybe you do a pie chart, that maybe you do it in a digital format, whatever works. But you want to do something that you can have an opportunity for your team to see it and to engage with it and to make themselves feel as though they are a part of the solution or the goal, right? And so, we always recommend a S.M.A.R.T. Goal. What is a S.M.A.R.T. Goal? A S.M.A.R.T. goal is Specific. That’s S. M is Measurable. A is Achievable, right. R is Relevant. And then T is Timestamped, Time Targeted, right? So what do each of those things mean? If I’m setting a specific goal, right? We’re setting a measurement that has a specific purpose for the organization. We wanna grow this business by 500 weekly billable hours. It has to be measurable. Able to be converted into numbers and then compare it with the goal of say, six months ago, or last quarter, or last year. So it has to be measurable against another target. It has to be achievable, right? Something that either individually, or as a team, we can actually come together, in the time that we have set forth, to make this happen. So we wanna achieve this 500 hour increase in the next 30 days, right. So we wanna make it achievable. We want it to be relevant. We’re gonna tie this overall goal to the success of the organization. When we hit that 500 hours and we’re able to maintain that 500 hours, we’re gonna have a team party, or everybody gets a bonus, or whatever it happens to be, right? And then the time targeted is the values cover a predefined, or relevant, time period. 

So what does that mean? Like I said, so in 30 days, we’re gonna see if we’ve achieved this goal. And if we have, then we are gonna set the next goal, but at the same time, we’re gonna celebrate the success that we’ve had. So I know we usually look at KPI’s in terms of sales and marketing, and that’s good. We wanna look at quotas. We wanna look at profit margins. We wanna look at, you know, referrals by referral source, or by parts of the territory, or so on and so forth. So those are something that’s easy. We do that all the time. But if you’re thinking about it from an operational standpoint, so maybe the quota is to reduce employee turnover. So think about that. So again, this goes to your culture, right? What are we saying and what are we doing that is retaining talent that is, you know, attracting talent and then retaining the talent, right? So, you know, do we do anything, like maybe, employee satisfaction surveys, or personal consultations that would give us feedback to see if we’re on the right track? Are we hitting that KPI, right? We’ve set a KPI for our hiring, for our recruiting, for our retention. And then we have to measure that in some way, right? Are we training our talent, or our caregivers, or our internal team, and what is the return on that investment? We’ve put in some effort to train these people, what are we getting in return? So you wanna kind of take a look at that from that standpoint, as well. What is the goal that we’re setting forth? How are we measuring it? And then what is the outcome? 

So think about that. So when the next time you guys sit down for your next team meeting, you know, talk about KPI’s, but talk about how those KPI’s are reflective of everyone in the organization, everyone on the team, every department, and see if you can come up with some KPI’s that will excite and motivate your team to get you to the next level. All right. I hope that was informative. And I hope you have a really great day. Thanks so much for joining me. Bye-bye.

So there you have it, folks. Kelly did an amazing job there. You know what KPI’s to check now and how to leverage them to empower your team. Now, folks, if you like these videos. If you think, you know, man, this is really good, imagine what you’re gonna get when you come to our Home Care Evolution Conference and spend three days with me and my team and all of the guest speakers that we have lined up for you. These events will sell out. Do yourself a favor, click the link below, and register right now for the next Home Care Evolution Conference, so that you can get everything you need to blow away the competition.

So, folks, I’m Steve “The Hurricane” and I spent three days teaching all these people how to, “Blow away the competition!”