diversity & inclusion
Post on 06-Jan-2016
37 Views
Preview:
DESCRIPTION
TRANSCRIPT
Diversity & Inclusion
by Seth KahanMay 10, 2010
WORLD BANK
Employee Engagement
Employee Engagement=
Doing the right thing for the Organization
Employee Engagement=
Doing the right thing for the Organization
+Doing the right thing for the Employee
Employee Engagement=
Doing the right thing for the Organization
+Doing the right thing for the Employee
in ways that Inspire and Activate
Doing the right thing
Doing the right thing =
Generating VALUE for the Organization
Organizational Value
Doing the right thing =
Generating VALUE for the Organization
&Generating VALUE for Employees
Organizational Value Employe
e Value
Doing the right thing =
Generating VALUE for the Organization
&Generating VALUE for Employees
Organizational Value Employe
e Value
SweetSpot
2000 – World BankMost Admired Knowledge Enterprise
10
2002 – VisionaryCenter for Association Leadership
11
12
13
14
1. Create Rapid Widespread Engagement
Getting Change Right
15
The Wrong Model of Communication
Shannon & Weaver
“The Mother of all Models”
16
1. The ways we come to understand the world and ourselves are created in relationship.
A better way: Social Construction
17
1. The ways we come to understand the world and ourselves are created in relationship.
2. There is no requirement by the world that we interpret it in a particular way.
A better way: Social Construction
18
1. The ways we come to understand the world and ourselves are created in relationship.
2. There is no requirement by the world that we interpret it in a particular way.
3. The shared understanding we construct together springs from its utility
A better way: Social Construction
19
1. The ways we come to understand the world and ourselves are created in relationship.
2. There is no requirement by the world that we interpret it in a particular way.
3. The shared understanding we construct together springs from its utility
4. Our understandings influence the ways we behave and possibilities for our future.
A better way: Social Construction
20
1. The ways we come to understand the world and ourselves are created in relationship.
2. There is no requirement by the world that we interpret it in a particular way.
3. The shared understanding we construct together springs from its utility
4. Our understandings influence the ways we behave and possibilities for our future.
5. Reflection on assumptions, what we take for granted, is vital to effectiveness.
A better way: Social Construction
21
1. The ways we come to understand the world and ourselves are created in relationship.
2. There is no requirement by the world that we interpret it in a particular way.
3. The shared understanding we construct together springs from its utility
4. Our understandings influence the ways we behave and possibilities for our future.
5. Reflection on assumptions, what we take for granted, is vital to effectiveness.
A better way: Social Construction
22
1. Create Rapid Widespread Engagement
2. Communicate so People Get It and Spread It
Getting Change Right
23
Skills for Getting Ideas to Spread
24
1. Lead Conversations that Engage
Skills for Getting Ideas to Spread
25
1. Lead Conversations that Engage
a) Weave People into Work
b) Make them Co-Collaborators
c) Co-Create a Shared Future
Skills for Getting Ideas to Spread
26
1. Lead Conversations that Engage
a) Weave People into Work
b) Make them Co-Collaborators
c) Co-Create a Shared Future
2. Generate Cascades of Activity
Set off chain reactions of meetings and conversations
Skills for Getting Ideas to Spread
27
1. Lead Conversations that Engage
a) Weave People into Work
b) Make them Co-Collaborators
c) Co-Create a Shared Future
2. Generate Cascades of Activity
Set off chain reactions of meetings and conversations
3. Conduct Strategic Engagement
Skills for Getting Ideas to Spread
28
1. Lead Conversations that Engage
a) Weave People into Work
b) Make them Co-Collaborators
c) Co-Create a Shared Future
2. Generate Cascades of Activity
Set off chain reactions of meetings and conversations
3. Conduct Strategic Engagement
a) Coordinating Events instead of Music
b) Timing, Emphasis, Highlight Virtuosos, Feedback
c) Create a Balance that is Cohesive, Compelling, Powerful
Skills for Getting Ideas to Spread
29
1. Create Rapid Widespread Engagement
2. Communicate so People Get It and Spread It
3. Energize Your Most Valuable Players
Getting Change Right
30
Political leaders Policymakers Resource providers
(time, people, money)
Influencers Thought leaders Technical experts Researchers and
academicians
Who are the MVPs?
31
Practical visionaries Frontline executers Partners Alliances Suppliers Competitors Detractors
What do with MVPs?
32
Activate!
What do with MVPs?
33
Activate!
Equip!
What do with MVPs?
34
Activate!
Equip!
Energize!
What do with MVPs?
35
1. Create Rapid Widespread Engagement
2. Communicate so People Get It and Spread It
3. Energize Your Most Valuable Players
4. Understand the Territory of Change
Getting Change Right
36
StoryListening
37
1. Create a Reconnaissance Report & Share Widely
StoryListening
38
1. Create a Reconnaissance Report & Share Widely› Names
› Bullets
› Quotes without Attribution
StoryListening
39
1. Create a Reconnaissance Report & Share Widely› Names
› Bullets
› Quotes without Attribution
2. Five StoryListening Gems
StoryListening
40
1. Create a Reconnaissance Report & Share Widely› Names
› Bullets
› Quotes without Attribution
2. Five StoryListening Gems
I. Red Lights
StoryListening
41
1. Create a Reconnaissance Report & Share Widely› Names
› Bullets
› Quotes without Attribution
2. Five StoryListening Gems
I. Red Lights
II. Yellow Lights
StoryListening
42
1. Create a Reconnaissance Report & Share Widely› Names
› Bullets
› Quotes without Attribution
2. Five StoryListening Gems
I. Red Lights
II. Yellow Lights
III. Themes
StoryListening
43
1. Create a Reconnaissance Report & Share Widely› Names
› Bullets
› Quotes without Attribution
2. Five StoryListening Gems
I. Red Lights
II. Yellow Lights
III. Themes
IV. Educational Deficits
StoryListening
44
1. Create Rapid Widespread Engagement
2. Communicate so People Get It and Spread It
3. Energize Your Most Valuable Players
4. Understand the Territory of Change
5. Accelerate Change through Performance Communities
Getting Change Right
45
Three Dimensions of Successful Performance
Communities
46
1. Business BenefitsImproved Operational Performance Innovation Greater Reach
Better Product/Service Design Increased Engagement
Three Dimensions of Successful Performance
Communities
47
1. Business BenefitsImproved Operational Performance Innovation Greater Reach
Better Product/Service Design Increased Engagement
1. Community ConcernsChampioning a Cause Contributing to a Field of Expertise
Group Recognition Executing a High-value Task
Three Dimensions of Successful Performance
Communities
48
1. Business BenefitsImproved Operational Performance Innovation Greater Reach
Better Product/Service Design Increased Engagement
1. Community ConcernsChampioning a Cause Contributing to a Field of Expertise
Group Recognition Executing a High-value Task
1. Participant PayoffsRecognition Skill Building Advancement Support Problem Solving
Three Dimensions of Successful Performance
Communities
49
1. Create Rapid Widespread Engagement
2. Communicate so People Get It and Spread It
3. Energize Your Most Valuable Players
4. Understand the Territory of Change
5. Accelerate Change through Performance Communities
6. Generate Dramatic Surges in Progress
Getting Change Right
50
Creating Dramatic Surges
51
TouchStone Events
Creating Dramatic Surges
52
TouchStone Events Dive Deep
Make Contact with What is Real, Essential, Core
Like a Tuning Fork, Strike the Keynote of Powerful Authenticity
Creating Dramatic Surges
53
TouchStone Events Dive Deep
Make Contact with What is Real, Essential, Core
Like a Tuning Fork, Strike the Keynote of Powerful Authenticity
Design Events that Move Professionals
Creating Dramatic Surges
54
TouchStone Events Dive Deep
Make Contact with What is Real, Essential, Core
Like a Tuning Fork, Strike the Keynote of Powerful Authenticity
Design Events that Move Professionals
Know & Engage Embrace Current Perceptions
Spring from Now to the Future Tell Your Story
Put Audience in the Story Show What is Possible
Pick Your Strong Points Convey Emotion
Close with Impact
Creating Dramatic Surges
55
The Single, Most Powerful Way to Create a Dramatic Surge
56
1. Create Rapid Widespread Engagement
2. Communicate so People Get It and Spread It
3. Energize Your Most Valuable Players
4. Understand the Territory of Change
5. Accelerate Change through Performance Communities
6. Generate Dramatic Surges in Progress
7. WorkLifeSuccess in the Midst of Change
Getting Change Right
57
WorkLifeSuccess
58
• Care for Yourself in all Situations
WorkLifeSuccess
59
• Care for Yourself in all Situations
• Work for What you Believe In
WorkLifeSuccess
60
• Care for Yourself in all Situations
• Work for What you Believe In
• Be a Force of Nature
WorkLifeSuccess
61
1. Create Rapid Widespread Engagement
2. Communicate so People Get It and Spread It
3. Energize Your Most Valuable Players
4. Understand the Territory of Change
5. Accelerate Change through Performance Communities
6. Generate Dramatic Surges in Progress
7. WorkLifeSuccess in the Midst of Change
Getting Change Right
62
63
top related