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.

1. www.create-learning.com
1.716.629.3678
Objectives.
What is relevance within work?
Why should I care?
How can I use this?

2. “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
www.create-learning.com

3. Wh y
www.create-learning.com
d o yo
u wor
k?

4. Why Relevance?
CP + V + K&S +Wi + (-T) = CAC
www.create-learning.com

5. Why Relevance?
CP + V + K&S +Wi + (-T) = CAC
www.create-learning.com

6. www.create-learning.com

7. 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
www.create-learning.com

8. relevance
g in
ork lackin
W
leads to;
www.create-learning.com

9. relevance
g in
ork lackin
W
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?
www.create-learning.com

10. 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.
www.create-learning.com

11. 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 International
http://www.ddiworld.com/DDIWorld/media/trend-research/findingthefirstrung_mis_ddi.pdf
www.create-learning.com
->
vance
Rele
s ->
Value ment ->
it
Comm ness ->
ive
Effect ivity
ct
Produ

12. 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”
•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
changed
http://create-learning.com/blog/manager-training/before-the-prom
www.create-learning.com

13. 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).
www.create-learning.com

14. Relevance Enneagram
www.create-learning.com

15. 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)
www.create-learning.com

16. 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?
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).
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?
www.create-learning.com

17. 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?
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).
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?
www.create-learning.com

18. 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?
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).
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?
www.create-learning.com

19. 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)
www.create-learning.com

20. mike@create-learning.com
1 716 629 3678
www.create-learning.com
www.facebook.com/teambuildingwny
Twitter: @teambuildingny
www.create-learning.com

21. 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 Enneagram
Does That.
Call 1.716.629.3678
Email mike@create-learning.com
www.create-learning.com
www.facebook.com/teambuildingwny
http://twitter.com/teambuildingny
www.create-learning.com

22. 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.
www.create-learning.com

23. Photo Credit(s) in order of appearance
Flickr.com
Aaron Escobar ♦ (the spaniard)™
mikecolvin82
Emergency Photography.
Pedrosimoes7
accent on eclectic
http://www.thecoachingame.com/
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