finding what is relevant about your work and organization
DESCRIPTION
http://www.create-learning.com Want to increase retention of talent, satisfaction with work & production? You need a tool that finds what is relevant and how people value the work they do; Then apply that information to the tasks and goals to be completed. The Relevance Enneagram Does That.TRANSCRIPT
Objectives.What is relevance within work?Why should I care?How can I use this?
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“We all have been hog-tied by pessimistic misconceptions of people at work. These misconceptions have arisen from the observation of how people behave, understandably, within badly flawed managerial leadership systems.”
-Elliott Jaques “Social Power and the CEO”http://create-learning.com/blog/manager-training/10-misconceptions-about-people-at-work
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Why do you work?
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Why Relevance?
CP + V + K&S +Wi + (-T) = CAC
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Why Relevance?
CP + V + K&S +Wi + (-T) = CAC
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Relevance describes how pertinent, connected, or applicable something is to a given matter. A thing is relevant if it serves as a means to a given purpose. Imagine a patient suffering a well-defined disease such as scurvy caused by lack of vitamin C. The relevant medical treatment for him would be doses of tablets containing vitamin C (ascorbic acid). Other medicines, such as vitamin B, are non-relevant. Given this example, we can generalize and have the following
Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002).
A thing might be relevant, a document or a piece of information may be relevant. The basic understanding of relevance does not depend on whether we speak of "things" or "information".
http://en.wikipedia.org/wiki/Relevance
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Work lacking in
relevance leads to;Work lacking in
relevance leads to;
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Work lacking in
relevance leads to;Work lacking in
relevance leads to;
Who is accountable for determining how the relevancy of the work (task to be completed) is aligned with the person tasked to complete the
work?
Who is accountable for determining how the relevancy of the work (task to be completed) is aligned with the person tasked to complete the
work?
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In work it is the manager; who has control of the system.
People are spontaneously energetic with respect to things that interest them, that are relevant to them completing great work
that is of value.
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Finding the First Rung—A study on the challenges facing today’s frontline leader, surveyed 1,130 supervisors and first-level managers to understand how they’re overcoming the challenges of their jobs and what is holding them back from being successful.
The major findings of the study include:
• 42% of new managers don’t understand what it takes to succeed• Half took the role for an increase in compensation• Only 23% actually wanted to lead others
-Development Dimensions Internationalhttp://www.ddiworld.com/DDIWorld/media/trend-research/findingthefirstrung_mis_ddi.pdf
Relevance ->
Values ->
Commitment ->
Effectiveness ->
Productivity
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•Manager Complains about subordinates•Manager actively pushes out competent subordinates•Subordinates actively seek transfers from the division•Manager hires subordinates that also lack the proper capability for the roles•Manager is excessively over controlling – micro-managing•Manager fails to set an adequately broad context for subordinates to work•Manager sets increasingly constraining policies and regulations in order to gain control•Noticeable deterioration of leadership qualities as compared with effective leadership in previous role•Managers personality has noticeably changedhttp://create-learning.com/blog/manager-training/before-the-promotion-he-was-nice-had-potential
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Indicators that the person does not value the work and role they are in
“When the Going Gets Tough…The Tough Default To Their Level Of Competence”
Relevance Defined: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002).
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Relevance Enneagram
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Relevance Enneagram Model Overview
0-1-2 = The “what” is relevant.3-4-5 = The “So-What” and “How” is it relevant.6-7-8 = The “Now-What” and “Application” of the relevance. Additionally scales + results for metrics of performance.
0-3-6 = What is relevant to “self” and “individual”. (Sub-System)1-4-7 = What is relevant to “team” and “people on the team”. (System)2-5-8 = What is relevant to “organization” and “people in the organization”. (Super-System)
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0 = What is relevant to self.0: What about your work interests you the most? • When you speak with people about your work-what do you share with them about what you enjoy doing?• If I was to observe you doing your work, when would I see you at your most productive? Why does that happen?• What do you find valuable about the work you do?
3 = How is it relevant to self.3: When assigned a task or goal how do you prioritize the work?• How does the work you do contribute to your overall effectiveness?• What is an example of a completed task or goal that was important to you as a person? How did you manage to acquire that task and what was the feedback/interaction with your manager about that task?• How do you find personal value in your work?
6 = Application to tasks (self).6: On a scale of 0 – 10 with 0 being irrelevant to you and 10 being very relevant where would you rate your current work? What is currently happening at (x) that is not happening at a lower number?• What would you need to move up one number on that scale?• If the relevance of your work was at a 9 what would you be doing more of?
0:3:6 Relevant to Self
Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002).
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1:4:7 Relevant to Team
Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002).
1 = What is relevant to people on the team.1: Explain & explore the skill sets and why each person was chosen to be on this team.• What about this team project (task, goal, etc…) is relevant to people on team? Why are they on the team, why now?• What is the goal? • What challenges does the team leader have? What challenges does the team leaders manager (MOR) have?• What are the shared values of the people on the team?
4 = How is it relevant to people on the team.3: What is in it for them? How will each person be able to know and engage in the team goal.• Who will benefit from the success of the team?• How will they benefit?• What is the feedback process for performance & underperformance of work?• How can the team ensure that each person has tasks that are of value to them?
7 = Application to tasks (team).7: Implementation - getting work done; • When working in the past on teams what was successful in keeping the work relevant to the team and people on the team?• If you arrived tomorrow and unknown to you, everyone on the team found this project personally very relevant what would you notice was being done? What else?• What is the 1st step the team can take to quantify the relevance of this project?
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2:5:8 Relevant to Organization
Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002).
2 = What is relevant to people in the organization.2: As an organization (company) what is relevant to us?• What are the spoken values of the organization?• What are the unspoken values? (folkloric constructs)• When we speak to employees what do they find relevant about the work they do?• When we speak to the public what do they find relevant about the work we do?
5 = How is it relevant to people in the organization.5: Does it matter?• How are we relevant to employees?• How are they relevant to the organization?• How does the SuperSystem (society as a whole) impact the way we view employees?
8 = Application to tasks (organization).8: Are we trying to be relevant to everyone OR do we know who is relevant to the company at the right time, with the right Current Actual Capacities needed for success?• What is our current knowing – doing gap?• In what ways do we screen for values in the people who we hire and work for us?• Who is responsible for matching relevancy to peoples work in the organization?• If you arrived tomorrow and unknown to you, everyone in the company found their work personally relevant what would you notice was being done? What else?• What is the 1st step take?• How will we know it has been achieved?
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Relevance Enneagram Model Overview
0-1-2 = The “what” is relevant.3-4-5 = The “So-What” and “How” is it relevant.6-7-8 = The “Now-What” and “Application” of the relevance. Additionally scales + results for metrics of performance.
0-3-6 = What is relevant to “self” and “individual”. (Sub-System)1-4-7 = What is relevant to “team” and “people on the team”. (System)2-5-8 = What is relevant to “organization” and “people in the organization”. (Super-System)
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[email protected] 1 716 629 3678
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Twitter: @teambuildingny www.create-learning.com
Interested in learning more about the Relevance Enneagram. Contact Mike…
Want to increase retention of talent, satisfaction with work & production? You need a tool that finds what is relevant and how people value the work they do; Then apply that information to the tasks and goals to be completed.
The Relevance EnneagramDoes That.
Call 1.716.629.3678Email [email protected] www.facebook.com/teambuildingwny http://twitter.com/teambuildingny
www.create-learning.com
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Michael Cardus is Create-Learning
Making Teams & Leaders Better. By improving individual effectiveness and team processes. Resulting in increased productivity & people who love the work they do.
Create-Learning's Consulting, Facilitation, Training and Coaching results in increased retention of staff, increased satisfaction with work, increased collaboration and information sharing within and between departments, increased accountability of success and failures, increased knowledge transfer, increased trust as well as speed of project completion and decision making of Leaders, Teams and Organizations.
Photo Credit(s) in order of appearanceFlickr.com
Aaron Escobar (the spaniard)™♦
mikecolvin82 Emergency Photography.Pedrosimoes7accent on eclectichttp://www.thecoachingame.com/
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