Class Software Solutions

About Class Software Solutions

Founded in 1976 and located in Burnaby, near Vancouver, B.C., Class Software Solutions is a recognized leader in developing and marketing management software for community service organizations worldwide. Its technology solutions achieve organizational efficiencies and customer service improvements for more than 600 community agencies.

Background

With a staff of more than 120 and a market leadership position, Class Software had surged from a small to a mid-sized business in relatively short order. Its new managers, directors and senior executives had been primarily promoted from within. Newly appointed managers, were passionate and loyal to the organization and savvy about the business, yet lacked fundamental managerial skills or clarity on how to perform in the new role. This scenario was causing a breakdown in communication at all levels within the company that threatened morale and productivity.

“We knew we needed something that really fit in with our company’s culture — nothing canned, overly academic or theoretical,” explained CEO and Founder of Class Software Ralph Turfus.

The Practical Leader Solution

In the fall of 2002, Class Software began evaluating its options. The company had a false start with an outsourced management training program that was too academic. Discouraged, but still looking, Turfus attended a Peer Mentoring one-day workshop led by Steve Trautman, developer of both Peer Mentoring and the Practical Leader Management Series. By the end of the day, Turfus decided that Steve’s no-nonsense approach might be a good fit for Class.

In late 2002, Class Software took the first step in the Practical Leader Management solution with the executive team drafting a definition of the regular activities of a “good” manager at their organization. The high-level criteria included: focuses on the customer, uses goals, plans, gives feedback, inspires, executes decisively, and communicates clearly and regularly. Each of these criteria was then drilled down to clarify exactly what was expected to meet them. See an example of expectations.

Thirty-two managers were identified (from front line leads, up to the CEO) to participate in the Practical Leader Management program. Each of these was surveyed on the desired management qualities prior to the first workshop to establish the baseline against which to measure the program’s results. Each was also required to attend the Peer Mentoring Workshop to introduce fundamental skills and concepts.

In January 2003, the Practical Leader Management Series was launched with the first of six monthly workshops, supplemented by monthly discussion groups of four to six employees. With hands-on tools, checklists, and tips to guide the managers, interactive and fun classroom sessions, and the ongoing discussion groups; Practical Leader’s results were visible in its first month. And, by its conclusion in June 2003, improvements were measured in every category of manager performance.

Using Goals to Focus Efforts

Participants were 25% more likely to provide individual team members with clearly defined performance goals and expectations and 20% more likely to present difficult questions and problems to their teams in brainstorming and problem solving sessions. They also reported improvements in coaching to achieve expected results; measurable goal setting for projects, meetings and tasks; and ownership of tasks to challenge and develop their employees.

More Effective Planning

A nearly 50% improvement was reported by managers on communications planning for major business decisions. Also improved were their commitments to helping team members prioritize their time, tracking whether their team was adhering to timelines and budgets, identifying and mitigating risks, putting their time towards activities with the greatest impact or payoff, and keeping an up-to-date, concise business plan for their group.

Better Feedback

In nearly every measure, participants reported major improvements in the regularity and quality of their feedback to their team. Two areas that stood out were managers’ knowledge of at least two motivators for each person on their team and career goal discussions with employees on an annual and quarterly basis.

Inspiring Team Members

Overall, one of the top five improvements measured post-training was in this category with managers reporting that they were now better at identifying and mentoring the stars on their team in a way that acknowledged their unique contributions and potential.

Executing and Decision Making

Managers reported a 20% improvement in decisively resolving performance problems on their team and a 10% improvement in resolving conflicts within their teams. In addition, one in 10 Practical Leader participants realized during the training that management was not right for them and transitioned to other positions without learning that painful lesson on the job and adversely impacting their team.

Communication Improves

Communication literally improved 100% — more precisely, managers reported a 119% improvement in regular one-on-one meetings with their team members. Participants stated that they were more likely to hold regular meetings with their teams to address strengths and weaknesses, inform senior management about high impact issues, and communicate openly and honestly with their team.

Improved Customer Focus

Small improvements in the managers’ customer focus were measured primarily because the baseline was so high, as Class Software had done a wonderful job historically of building a customer-focused culture. On a scale of 1 to 5, managers entered the program with average responses nearing a 4.

Highlights