No Boss, Better Results

Working as a self-directed team has enabled the Palm Beach County Graphics Group to increase its revenue, productivity and customer satisfaction.

According to research, it usually takes about five years for a self-directed team to show measurable results.

But with nearly three years successfully completed, the Palm Beach County, Fla., Graphics Performance Enterprise Program (PEP) is proving that research isn't always right.

PEP's self-directed team (SDT) sprang from the starting gate with first year revenues increasing by 26 percent, while price increases accounted for only 5 percent. The second year showed continued increases. And the end of the 1995-96 fiscal year shows a whopping 195 percent revenue increase over three years with an aggregate price increase of just 15 percent.

Productivity has nearly doubled, and waste has been reduced to below the national 2 percent level for the industry. Customer satisfaction has jumped from 29 percent in 1991 to more than 95 percent in quality and timeliness in 1996, based on comments on return receipts sent with all printed jobs.

"We put customers first. The customer is always right even when they're wrong," says Bob McKee, Printer II. "Everyone works with the customers to ensure quality and timely products."

"Customers get to deal with the people who are actually doing the job," adds Josephine Lees, copy center technician. "It's the personal touches."

But how did this team concept come about? This pilot project was a brainchild of the Director of Public Affairs Department at Palm Beach County and an enthusiastic manager.

The SDT began as a six-week trial prior to the beginning of Fiscal Year 1993-94. Instead of filling a vacated supervisory position, team members began sharing the position's responsibilities on a daily basis—and about half of the salary in quarterly distributions, based on satisfactory performance of all tasks. The other half of the position's salary and benefits—$23,527—is a savings for taxpayers each year. The manager, who does not share in the quarterly bonuses, became the coach and subsequently a "cheerleader."

"I've been at Graphics a long time and have worked both ways (under a supervisor and as a team)," notes Marcy Debrowski, Graphic Designer. "It's fun coming to work now. I look forward to it."

The team includes an art director, graphics designer, a fiscal specialist, four printers, a bindery specialist and a copy center technician. Decisions normally made by management are now made by those who work with the outcome of those decisions:

• The fellow who drives the product to the customer gets to choose the delivery vehicle.

• Printers write the specifications for new presses and cameras.

• Typesetters and designers select the hardware and software they need.

The team selects a member to serve on selection committees when new employees are hired and then, after six months of orientation and probation, votes to admit the new employee to the team. Adding new members to the team cuts into the individual bonus share but the team has expanded from six to nine members with unanimous votes.

Interestingly, not a single team member mentions the bonus money split quarterly as the reason behind the team's success. No one wants the quarterly bonuses to stop, but they aren't the major motivational factor.

As one team member, David DeShocka, Printer I, sums up: "Going to team concept is not just eliminating a supervisor, it's on-going training and continuous improvement. We're all committed to taking responsibilities. We have power over ourselves."

"Togetherness," adds Emily Taylor, Fiscal Specialist. "Everyone has input on decision-making. We all have fiscal responsibility. We all agree how to spend money."

Members give various reasons for their success.

"We have more of an ownership feeling, rather than just an employee in a company," points out Richard Bernstein, bindery specialist.

"When a mistake or problem occurs, there isn't the tendency, as there used to be, to blame someone," says Laurie Taylor, Art Director. "There is a united recognition of the problem and openness to discuss how it may be resolved."

"We get to know what people want, what they expect," comments Christopher Korbelac, Printer I. "Comments aren't just handed down through the channels."

Operation Explore, a national training organization, is interested in conducting a study of the team. "The Graphics Team fits into an unusual category of overcoming significant barriers to become a high performance team," personnel said.

The team, the County's first, is being used as a prototype for other team formations. Named a 1996 County Administrator's Golden Palm Team Award winner this fall for its employee accomplishments, the team also holds the National Association of Counties Achievement Award and another award from 3CMA (City County Communications & Marketing Association).

Where does the team go from here? The team has asked for management and experienced business assistance in determining short- and long-term goals. But rest assured they all will be part of the decision-making. They've earned that right.

by SALLY G. DEVANEY