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

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2002 – VisionaryCenter for Association Leadership

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1. Create Rapid Widespread Engagement

Getting Change Right

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The Wrong Model of Communication

Shannon & Weaver

“The Mother of all Models”

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1. The ways we come to understand the world and ourselves are created in relationship.

A better way: Social Construction

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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

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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

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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

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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

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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

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1. Create Rapid Widespread Engagement

2. Communicate so People Get It and Spread It

Getting Change Right

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Skills for Getting Ideas to Spread

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1. Lead Conversations that Engage

Skills for Getting Ideas to Spread

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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

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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

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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

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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

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1. Create Rapid Widespread Engagement

2. Communicate so People Get It and Spread It

3. Energize Your Most Valuable Players

Getting Change Right

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Political leaders Policymakers Resource providers

(time, people, money)

Influencers Thought leaders Technical experts Researchers and

academicians

Who are the MVPs?

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Practical visionaries Frontline executers Partners Alliances Suppliers Competitors Detractors

What do with MVPs?

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Activate!

What do with MVPs?

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Activate!

Equip!

What do with MVPs?

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Activate!

Equip!

Energize!

What do with MVPs?

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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

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StoryListening

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1. Create a Reconnaissance Report & Share Widely

StoryListening

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1. Create a Reconnaissance Report & Share Widely› Names

› Bullets

› Quotes without Attribution

StoryListening

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1. Create a Reconnaissance Report & Share Widely› Names

› Bullets

› Quotes without Attribution

2. Five StoryListening Gems

StoryListening

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1. Create a Reconnaissance Report & Share Widely› Names

› Bullets

› Quotes without Attribution

2. Five StoryListening Gems

I. Red Lights

StoryListening

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1. Create a Reconnaissance Report & Share Widely› Names

› Bullets

› Quotes without Attribution

2. Five StoryListening Gems

I. Red Lights

II. Yellow Lights

StoryListening

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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

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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

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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

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Three Dimensions of Successful Performance

Communities

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1. Business BenefitsImproved Operational Performance Innovation Greater Reach

Better Product/Service Design Increased Engagement

Three Dimensions of Successful Performance

Communities

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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

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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

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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

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Creating Dramatic Surges

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TouchStone Events

Creating Dramatic Surges

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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

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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

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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

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The Single, Most Powerful Way to Create a Dramatic Surge

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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

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WorkLifeSuccess

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• Care for Yourself in all Situations

WorkLifeSuccess

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• Care for Yourself in all Situations

• Work for What you Believe In

WorkLifeSuccess

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• Care for Yourself in all Situations

• Work for What you Believe In

• Be a Force of Nature

WorkLifeSuccess

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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

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