Happy at work 4 the vision from the top what a healthy workplace looks like by stephen misa

T HE VISIO N F RO M T HE T O P - -

WHAT A HE ALT HY WO RK P L ACE

L O O K S L IK E

Tep Misa

May 28, 2014

Happy at Work Conference 2014

WHAT ARE T HE E L E ME N T S O F A

HAP P Y WO RK P L ACE ?

Fun Engaged Excitement

Work and Play I know what to do

Learning Training Certifications

Increasing Skills and Competencies

Clear Roles and Responsibilities Accountability

I contribute Celebrate Success Clear policies

I get rewarded for what I do Openness I can speak openly

I am appreciated Awards Rewards

Comfy workplace Cool office Social Networking Allowed

Teamwork Free coffee Flexible work hours

Our research unveils something we did not expect nor have seen backed

by research in the popular press. There is a very strong relationship and

correlation between an employee‟s self-reported happiness level is and the

transparency of management. Rating of co-workers and team members,

relationship with co-workers, and effectiveness of responding to feedback

also correlated highly to employee happiness but transparency of

management came out on top.

Source: Tiny Pulse

11.3%

Percentage of higher profits from ‘most transparent’ companies

compared to S&P 500

“Studies show that companies that rate high in transparency tend to

outperform more opaque ones. It is not only good for employees but also

for the bottom line.”

From the book:

Transparency: Creating a Culture of Candor

by Warren Bennis

Every organization should be thinking about how they can be

more transparent. It is one of the lowest to no cost initiatives to

tackle right away. But of course, it requires an ongoing

commitment from management to be more transparent to the very

people they so carefully brought onboard. At the end of the day,

to give is to get.

Source: Tiny Pulse

Management transparency

is the top factor when determining employee

happiness.

“To us, transparency isn't a buzzword--it's a huge competitive

advantage when everyone knows what everyone is working on

and getting done. It seems obvious, right? But I'm constantly

shocked by how many companies say they understand the

importance of transparency but don't make any steps to make

their companies more transparent.”

- Leo Widrich, Founder of Buffer

TRANSPARENCY

Part I

trans·par·en·cytranˈsparənsē

Noun

1. the condition of being transparent.

Synonyms: translucency, limpidity, clearness, clarity

Source: Wikipedia

trans·par·ent

adjective \tran(t)s-ˈper-ənt\

able to be seen through

easy to notice or understand

honest and open : not secretive

Source: Merriam-Webster

trans·par·ent

a : free from pretense or deceit : frank

b : easily detected or seen through : obvious

c : readily understood

d : characterized by visibility or accessibility of information

especially concerning business practices

Source: Merriam-Webster

http://www.merriam-webster.com/dictionary/frank

http://www.merriam-webster.com/dictionary/obvious

HOW D O WE ACHIE VE

T RAN SPARE N CY ?

WHE RE D O WE START ?

Part II

A 2-Step Process To Start the Journey

O R G A N I Z A T I O N A L A R C H I T E C T U R E : A C O N G R U E N C E

M O D E L O F O R G A N I Z A T I O N S

Concept of “Ambidextrous organizations”and “Innovation Streams”

Sustain incremental change while simultaneously leading revolutionary change

Supporting different structures, competencies, cultures, and processes –key to “innovation streams”

Practical Guide to Congruence Model -Identify and diagnose performance gaps

Leveraging Culture for Innovation and Competitive Advantage

ST E P 1 .

D IAG N O SE T HE O RG AN IZ AT IO N

Critical

Tasks

People Culture

Formal

Organi-

zation

Critical

Tasks

People Culture

Formal

Organi-

zation

Strategy

Create Long Range Plan

aligned to 5x9

Provide Research Funding on

Industries to Drive Growth –

UC in ITS, SP / PS Megadeals

• Trust Issues

• Turf Oriented

• Some Collaboration

• Unclear/Inadequate Goals

• Unclear Expectations

• High Stress, Long Hours,

No weekends

• Risk Averse

• AM’s as gods

• Lack of Openness and Candor

• Some Cliques

• Some Dissent

• Secret Pipeline

• lack of business predictability

and consistency

• Strong Technical Skills

• Individual Contributors

• Passion for Cisco and

Technology

• Transaction-driven

• Focus mainly on revenue,

near-term gains

• Riding the wave of Cisco brand

and market share

• Comfort Zones

• It’s all about the numbers

• Functional Execution

• RMs – mind your own business/group

• Limited coaching and dev’t of

managers

• Awards and Rewards mainly on

Revenue

• Job fit issues

• some feedback process

• hiring discipline

• Inconsistent sales disciplines

• Drive Revenue - It’s all about the

numbers

• Weekly Commits

• Many top customers under partner

control

• Functional/LOB Execution

• Salesmanship

• Capitalize only on run rate

business/market share leadership

• Traditional Channel Management

• Some Transformational Planning

Congruence Model: Assessment of the Company – Circa 2008

Critical

Tasks

People Culture

Formal

Organi-

zation

Strategy

Create Long Range Plan

aligned to 5x9

Provide Research Funding on

Industries to Drive Growth –

UC in ITS, SP / PS Megadeals

• Trust Issues

• Turf Oriented

• Some Collaboration

• Unclear/Inadequate Goals

• Unclear Expectations

• High Stress, Long Hours,

No weekends

• Risk Averse

• AM’s as gods

• Lack of Openness and Candor

• Some Cliques

• Some Dissent

• Secret Pipeline

• lack of business predictability

and

consistency

• Strong Technical Skills

• Individual Contributors

• Passion for Cisco and

Technology

• Transaction-driven

• Focus mainly on revenue,

near-term gains

• Riding the wave of Cisco brand

and market share

• Comfort Zones

• It’s all about the numbers

• Functional Execution

• RMs – mind your own business/group

• Limited coaching and dev’t of

managers

• Awards and Rewards mainly on

Revenue

• Job fit issues

• some feedback process

• hiring discipline

• Inconsistent sales disciplines

• Drive Revenue - It’s all about the

numbers

• Weekly Commits

• Many top customers under partner

control

• Functional/LOB Execution

• Salesmanship

• Capitalize only on run rate

business/market share leadership

• Traditional Channel Management

• Some Transformational Planning

Congruence Model: Assessment of the Company – Circa 2008

Critical

Tasks

People Culture

Formal

Organi-

zation

Aspiration

To be the most admired, trusted,

and respected ICT company

Vision

To be a $100m business in 2013

Mission

Changing the way Filipinos live,

work, play, learn

Strategies

WIN new customers

DRIVE revenue growth thru

partners

GROW the market

PEOPLE, PROCESSES Executive Leadership

• Culture of Trust

• Collaboration and Teamwork

• Clear Goals/Measures

• Celebration of Success

• Fun

• Empowerment

• Candor

• Open and Respectful

• Accountability

• Challenges the status quo

• Recognition and Rewards

• AM’s as partners to success

• Support for Risk Taking/Change

• Adherence to COBC

• Worklife balance

One Cisco!

• Strong Leadership Skills

• Positioning and Competitive Skills

• Deep Executive Relationship Skills

• Strategy Skills

• Deep Technical Skills &

Business Acumen

• Team Players

• Jack Welch’s 3E’s

• Challenge the status quo

• Command and Control of Top Accts

• Balanced EQ, IQ, SQ

Right Skills and Competencies!• Deep Leadership Bench

• Succession Plan

• Attract/Hire Top Talent

• Strong RMs as GMs in their own right

• GM as Problem Predictor/Anticipator

• Awards and Rewards

for Innovation, Cust Sat,Teamwork, ABC

(and not just revenue)

• Leaders active in the frontline

• Employees tackle issues openly/head on

• People - right place where they can shine

• Regular and Documented Feedback

• Career Development

Build Next Generation Org!

• Customer Focus thru

Business/Acct Plans &

Executive Relationships

• Revenue Accountability –

Weekly, Monthly, Qtrly Commits

• Governance

• Rhythm of the Business Excellence

Sales, Ops, Channels, Mktg

•Next Generation Partners

Depth, Breadth, New Frontiers

•Cross Functional Planning & Execution

•Transformational Initiatives

Do The Right Thing! Raise the bar!

Desired Congruence Model: The Present

STEP 2 .

CRAFT A VSEM & EXECUTE.

Vision-Strategy-Execution-Measurement Plan

Make it strong.

Craft it well!

Execute.

Vision and Strategy – crafted by the Leaders.

Execution Plan – built by the People.

Measure results rigorously!

S

E

M

V

Many companies can assess and diagnose

an organization and craft a good VSEM.

Why is it that we have varying results?

Some succeed, others produce no change

while others fail?

Where lies the difference?

Five Key Differentiators that Lead to

Greater Transparency and Results in our Workplace

DIFFERENTIATOR #1 :

PICK A FIGHT!

Pick a fight. A holy war!

Get people into a battle. (If there is none, make one!)

More than a VSEM, make an Aspirational Statement.

Recruit warriors for the battle.

Highlight the challenge, not just the prize.

Show them your scars, not your trophies.

Show the people that you are fighting in the front lines yourself !

Key:

People engage more and unite as one when there is a good battle to fight.

D I F F E R E N T I AT O R # 2 .

C O M M U N I C AT E T H E R I G H T B E H AV I O R S

A N D M E A S U R E T H E M W E L L

Consistenly and Predictably.

In All Hands Meetings. In Team Meetings.

Numerics and Non-numerics.

Performance and Behavior.

No solo-flyers. One Team.

C-LEAD

9-BLOCK

Key:

Always let your people know where they stand.

“What doesn‟t get measured won‟t get done!”

Leader with Potential

Develop to Excel

Leading Edge

Evaluate Further

Solid and Steady

High Performing

Pro

Performing Without

Innovating

Limited Progress

Low Impact

9-BLOCK MODELP

rote

ctin

g L

egac

y M

anag

ing

for

To

day

Ho

rizo

n

Lea

der

ship

Leading the WayRight on TrackLow Impact

Leader with Potential

Develop to Excel

Leading Edge

Evaluate Further

Solid and Steady

High Performing Pro

Performing Without Innovating

Limited Progress

Low Impact

7. High potential leader who is under-performing due to newness of role, business strategy or management team;

focus Is on enhancing contribution and leveraging leadership capabilities (C-

LEAD)

8. Solid performance with high potential to make significant contributions to the business;

positioned to excel by leveraging leadership capabilities (C-LEAD) in

challenging assignments

1.Below average performance and inconsistent leadership behaviors (C-LEAD)

operating from previous business models despite feedback focus Is on

performance management

2. Solid business performance today but with risk of falling behind due to lack of

leadership capability (C-LEAD)

3. Good current performance but with risk of inability to grow leadership capabilities, expertise and future focus

as required by the business; focus is on developing leadership capability (C-

LEAD) with emphasis on innovation

9. Strong performance coupled with strong leadership capability (C-LEAD) to drive innovative growth of business;

focus is on leveraging against critical needs of business

4. Average to below-average performance with limited capacity to

increase performance through management and leadership capabilities

(C-LEAD); focus is on evaluating fit in role; development is on improving performance

5. Solid management and performance

for today’s business challenges; potential to maximize contribution In

current business model; focus on development of leadership capabilities

(C-LEAD) and maintaining required expertise

6.Strong business performance and strong day-to-day management of the business/function; management style is

focused on today’s challenges; focus is on developing leadership capability (C-

LEAD) with emphasis on innovation

Lead

ers

hip

Co

mp

ete

ncy a

nd

Po

ten

tial

Performance

E-/E E/E+ E+/X

Protecting Legacy Leading for Today 3.0 or Horizon Leadership CM and Directors

C

Working

Across

Boundaries

Maintains primary focus on

functional success

Collaborates cross functionally

by informing others of solutions

and approach

Collaborates across functions to

develop solutions that benefit

function, theater & enterprise

Involve Customers, Partners, Suppliers,

and Groups From Across the Enterprise

to Develop Strategy and Maximize

Results

Engaging

Others

Holds people accountable

for performing duties as

assigned

Achieves buy in to functionally

created strategy and objectives

Inspires others to create and

support enterprise strategies and

objectives

Motivate Others to Align With and

Execute Against the Organization’s

Objectives

Earning TrustDoes what he/she says will

be done

Gives others’ interests equal

weight to one’s own

Puts others’ priorities ahead of

one’s own for sake of enterprise

Earn the Confidence of Others Through

Open Communication and Respectful

Behavior

L

Developing

Self

Builds deep expertise within

functional area

Pursues development outside of

function and area of expertise

Challenges self to look at and do

things differently

Continue to Develop the Leadership and

Technical/Functional Capabilities

Needed to Achieve Results for Cisco

Developing

Others

Assigns work and expects

success

Assigns work and personally

provides support necessary to

ensure other’s success

Challenges and rewards others

for looking at and doing things

differently

Help Others Develop the Capabilities

Needed for Individual Career Growth

and Effective Leadership at Cisco

E

Demonstrating

Passion

Demonstrates intense focus

on flawless execution

Shows passion for execution as

well as broad objectives of the

business

Build passion in others for long

term goals and enterprise

objectives

Communicate Personal Commitment to

Cisco’s Vision and Success in the

Global Marketplace

Empowering

Teams

Teams implement

assignments given

Teams supplement chain of

command by making

recommendations

Teams replace the chain of

command

Provide the Direction, Support, and

Authority Teams Need to Achieve

Significant Results

Achieving

Results

Performs assigned tasks

successfully

Achieves results beyond what is

assigned

Transforms goals and objectives

into new paradigm that achieves

more than initially planned

Translate Strategy into Clear Operating

Plans and Promote Operational

Excellence in the Delivery of Results

A

Shaping

Strategy

Implements the strategy as

given

Participates in the development

of strategy

Adapts to market and global

conditions to evolve and develop

a new strategy

Develop a Bold Strategy for the

Business That Is Based on Input From

Multiple Sources and Promotes Short-

term as Well as Long-term Success

Building

Capability

Hires and retains functional

experts to achieve flawless

execution

Balances hiring and developing

functional expertise with broader

leadership capability

Create a pipeline of leadership

talent that is motivated and

challenged for the long-term

Build an Exceptional Portfolio of Talent

to Lead and Execute Against Cisco’s

Business Strategy

D

Promoting

Innovation

Fixes problems to proven

processes and strategies as

issues arise

Makes innovation a part of day

to day execution, prioritizing,

teamwork and planning

Continually challenges and sets

new standards for the status quo

Create an Environment That

Encourages Innovation in Support of

Cisco’s Business Strategy

Leading

Change

Messages consistently

about altering the way

business gets done

Creates a structure to guide

change as an integral and

desirable way to do business

Insists on change by making it an

element of the culture Initiate and Effectively Guide the

Organization Through Change

D IF F E RE N T IAT O R #3 .

MAK E T HE T O UG H D E CISIO N S

On Top 3 Things you will do.

On The Other 300 Things that you will not do. TTT.

COBC.

When letting go of people. No chess game.

When fighting for your people.

When fighting for what is right.

Key:

People gravitate towards courageous and authentic leaders who do what is right.

WARNING

Newton‟s 3rd Law of Motion --

For every action there is an opposite reaction.

Be ready to handle the consequences.


L I V E A C U LT U R E O F A P P R E C I AT I O N

Say “thank you” more.

Verbally and visually.

Formal and informal.

Do it often.

Involve all employees to “safeguard” the new way of life.

“Are you the most positive representation of our company?”

Key:

People stay longer when they feel valued and appreciated no matter how hard

the challenges may be.


C E L E B R AT E S U C C E S S & I N J E C T F U N

Nothing beats great results.

Especially when done the right way.

Especially when there were hardships along the way.

Do it often. Once in a while, very special.

Fuel the momentum!

Key:

Momentum is your best friend. When you get into a cycle of winning battles,

achieving great results, and celebrating successes, fuel the momentum and you

will see longer lasting positive results.

S

E

M

V

Crafted by Leaders

Crafted by the teamTop 3 prioritiesTop 30 non-priorities

Clead9-block

5 key Differentiators:1. Pick a fight!

2. Communicate behaviors & Measure them well (always Let everyone know where they STAND)

3. Make the tough decisions

4. Live a culture of appreciation – verbally and

visually

5. Celebrate success & inject fun.

“Bawal ang rasonable.”

“walang mahiraP Sa magaling.”

“Do the right things and the numbers will follow.”

A WORD ON LEADERSHIP

“Everything rises and falls on leadership.”

John Maxwell

[Translation: Hire the best leaders that you can afford.

You get what you pay for.]

A WORD ON LEADERSHIPBuild the best leadership bench.

Put a thoughtful succession plan.

Practice Diversity and Portability – do not hire people like you!

Spend 80% of your time with your leaders.

Inspire. Mentor. Coach.

Get out of the way!

Key:

True leaders do not shy away from making the tough decisions. This why

practicing leadership is reserved for a few. It is not a walk in the park.

One of the best signs of a happy workplace

is when people follow leaders, not orders.

Q: So how does the workplace look like now?

Did it produce the desired results?

Results

Tripled the business in 5 years; growth trajectory

Top 2 Best Performing Countries in Asia (from the bottom)

People reaping awards and rewards

Zero red flags or yellow flags for the last 4 years

Best in teamwork, camaraderie, esprit-de-corps

Results

Influx of expats

Influx of CV‟s

Best practices adopted in other countries

High Partner and Customer Satisfaction Scores

Highest level of trust and employee engagement

Admiration of regional leaders and other countries

Trusted Advisor status to a growing number of customer and partners

People are happy to go to the office!

A SHORT STORY

Part III

All I Really Need to Know

I Learned in Kindergarten

Robert Fulghum

“What is the meaning of life?”

IN T HE SP IRIT O F T RAN SPARE N CY,

A F IN AL RE VE L AT IO N

Nothing I tell you today is originally from me.

No values or principles that you haven‟t heard before.

For how can we talk about real happiness, without talking about the

true source of joy?

I always tell my people,

“Do not just follow me. Follow the One that I follow.”

Incidentally…

Transparentia

also means „shining through‟

Origin

late Middle English: from Old French, from medieval Latin

transparent- 'shining through', from Latin transparere, from trans-

'through' + parere 'appear‟.

Source: Oxford Dictionary

Q: Are you a reflector of light?

Are you a shining light to others?

So, the big question is:

Are you a reflector of light?

Are you a shining light to others?

The ultimate manifestation of transparency is

when the voice people hear is not yours anymore

but the one coming from

The Voice.

The ultimate manifestation of transparency is

when the voice light people hear see is not yours anymore

but the one coming from

The Voice

The Light.

“In the same way, let your light shine before others,

that they may see your good deeds and glorify your Father in

heaven.”

Jesus‟ Words in the Book of Matthew 5:16

“So what is in it for me?

Why should I reflect light on others?”

“… I came that they may have life,

so that all may have a more abundant life.”

John 10:10

it is a promise!

“For I know the plans I have for you,” declares the Lord,

“plans to prosper you and not to harm you, plans to give you

hope and a future.”

Jeremiah 29:11

The Final Key

Transparency is the number one factor that

determines workplace happiness.

Be a model of Transparency.

May the Light of the Truest Model of Transparency be with you and

shine through you always on your way to a more abundant life!

The End.

Thank you!

The End.

Happy at work 4 the vision from the top what a healthy workplace looks like by stephen misa

Leadership & Management

Transcript of Happy at work 4 the vision from the top what a healthy workplace looks like by stephen misa