Driving for Innovation
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How to get your team energized for creativity, collaboration and customer results. The two driving forces for building a team that delivers are culture and leadership. In this presentation, we share: - a framework for understanding and building a digital culture - our proprietary Team Maximizer Framework that outlines the 6 steps to make your team great
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Driving for Innovation
- 1. Joanne Eckton Joanne@JoanneEckton.com 615-970-0714 @JoanneEckton #LeadinginTech How to get your team energized for creativity, collaboration and customer results
- 2. “This whole game of business revolves around one thing: You build the best team, you win.” Jack Welch, former chairman of GE JoanneEckton.com 2
- 3. What we want is a team that cares enough to understand what the business needs and delivers it so that we look good and don’t have to deal with escalations and unhappy bosses or unhappy clients. 3JoanneEckton.com 3
- 4. WHAT WE OFTEN GET Team members that don’t care Employees that don’t understand the business Quality that is sub-par Missed deliverables Work that doesn’t meet the business needs Tardiness, “presenteeism” and absenteeism 4JoanneEckton.com 4
- 5. RESULTING IN… Rework Upset business partners Executive pressure Escalations Missed opportunities Damaged reputation 5JoanneEckton.com 5
- 6. 6JoanneEckton.com 6 Around 50% of all jobs will be replaced by robots in the next 20 years (Oxford study). Robots Could Steal 40% of U.S. Jobs by 2030 (PWC)
- 7. OPERATIONAL COST RATE OF INNOVATION MAJOR COMPETING FORCES Do More With Less JoanneEckton.com 7
- 8. CLOSE THE GAP BY BUILDING GREAT LEADERS 18% of those currently in management roles demonstrate a high level of talent for managing others (Gallup) 8JoanneEckton.com 8
- 9. WHO IS JOANNE ECKTON ANYWAY? JoanneEckton.com 9 She’s a transformation technology leader that: Speaks about topics related to the people side of tech Wrote the book on making your job great Runs an organization that mentors over 300+ women in tech Leads multi-million dollar programs with teams all around the world Consults with tech companies about culture and team performance
- 10. SUCCESS SCENARIOS MERGER WITH FORTUNE 100 COMPANIES MAJOR RE- ORG BIZ+IT ALIGNMENT FOR MAJOR CLIENT NEW MARKET PRODUCT PILOT SCALE NEW ORGANIZATION PLATFORM CONSOLIDATIO N FIRST MULTI- MILLION$ AGILE PROJECT JoanneEckton.com 10
- 13. In fact in the end, management doesn't change culture. Management invites the workforce itself to change the culture ~Lou Gerstner, 2002 “I came to see, in my time at IBM, that culture isn’t just one aspect of the game; it is the game.” ~Lou Gerstner JoanneEckton.com 13
- 14. 14 FACETS OF ORGANIZATIONAL CULTURE How we define ourselves and our core valuesA: Who we Are C: Our Capabilities B: What we Believe D: What we Do E: Our Environment Spoken or unspoken beliefs that filter our view of the workplace Skills and abilities present in the organization Accepted norms of behavior, dress code, how we get work done External forces, such as recognition & reward systems, regulations, etc. JoanneEckton.com 14
- 15. • Embrace uncertainty & experimentation • Manage the present while creating the future (urgent vs important) • Focus on human experience over structure & policy • Customized collaboration • Trust over formality • Transparency & shared learning THE DIGITAL CULTURE Principles JoanneEckton.com 15
- 16. COMPETING VALUES FRAMEWORK* Create CompeteControl Collabo-rate Where mature companies tend to focus Where innovation happens *Cameron & Quinn JoanneEckton.com 16
- 17. CVF & LEADERSHIP STYLE Create CompeteControl Collabo-rate • Affiliative- relationship building • Coaches & Mentors • Democratic • Quantitative • Procedural • Authoritative • Coercive • Innovators • Transformational • Hands-off • Encourage experimentation & risk- taking • Drivers- results oriented • Pacesetting • Goal-setting JoanneEckton.com 17
- 18. CVF & DISC® PROFILES JoanneEckton.com 18 Create CompeteControl Collabo-rate Influence • Outgoing • Enthusiastic • Big-Picture Dominance • Direct • Results-oriented • Fast-paced Steadiness • Even-tempered • Accommodating • Patient Conscientious • Analytical • Reserved • Detail-Oriented • Precise DiSC® by Inscape Publishing
- 20. 5 DEADLY MISTAKES DON’T TELL THEM WHY THIS MATTERS TELL THEM WHAT TO DO FOCUS ONLY ON THE WORK DON’T SHARE INFORMATION BE UNAPPROACHABLE JoanneEckton.com 20
- 21. BUILDING BLOCKS FOR GREAT TEAMS COMMON VISION SHARED LEADERSHIP RELATIONSHIPSCOMMUNICATION TRUST JoanneEckton.com 21
- 22. G GET CLEAR ON THE GOAL O ONE AT A TIME R RECOGNIZE YOUR LEADERSHIP STYLE W T EASY CUSTOMIZE Lid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores COMMON VISION SHARED LEADERSHIP RELATIONSHIPS COMMUNICATION TRUST H EASY CUSTOMIZE Lid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis dolores WE ALL WORK TOGETHER TARGET YOUR RESOURCES HOW WE GET THINGS DONE TEAM MAXIMIZER FRAMEWORK™ JoanneEckton.com 22
- 23. What is our goal? What is the change we are trying to make? Why is this important? What does success look like? How will we measure progress? How will know when we are done? G GET CLEAR ON THE GOAL JoanneEckton.com 23
- 24. When you don’t know where you’re going, any outcome will do. JoanneEckton.com 24
- 25. Decision Making Style Communication Style Transparency Influence Culture People or Task Orientation R RECOGNIZE YOUR LEADERSHIP STYLE JoanneEckton.com 25
- 26. In the know Think they know Make up what they don’t know Don’t have any idea TYPICAL COMMUNICATION MODEL JoanneEckton.com 26
- 27. HOW WE THINK COMMUNICATION FLOWS JoanneEckton.com 27
- 29. O ONE AT A TIME Personal, 1-on-1 conversations Individual strengths Goals and preferences Personality Type Expectations Blocking & Tackling JoanneEckton.com 29
- 31. W WE ALL WORK TOGETHER Collaboration CommunitySynergy JoanneEckton.com 31
- 32. Only 12% use their strengths regularly at work. Marcus Buckingham LEVERAGE SKILLS, NOT JOB DESCRIPTIONS What you focus on Time Using Strengths at Work Everything Else Strengths JoanneEckton.com 32
- 33. BUILD A COMMUNITY I belong. I feel safe. We have something in common. JoanneEckton.com 33
- 34. BUILD COLLABORATION INTO THE PROCESS JoanneEckton.com 34
- 35. You Team Framework for decision making Decide priorities Manage noise & distractions Define solutions Remove obstacles Determine how work will be done FOCUS ON THE RIGHT THINGS T EASY CUSTOMIZE Lid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis doloresTARGET YOUR RESOURCES JoanneEckton.com 35
- 36. A top-down, hierarchical authority structure is an obstacle to collaboration, to innovation, to employee engagement, to creativity. H EASY CUSTOMIZE Lid est laborum dolo rumes fugats untras. Etharums ser quidem rerum facilis doloresHOW WE GET THINGS DONE JoanneEckton.com 36
- 38. Allow employees to work independently, focus on their strengths, and align their personal goals with your organizational goals. Daniel Pink, Drive BE THE COMPANY WHERE PEOPLE WANT TO WORK JoanneEckton.com 38
Hinweis der Redaktion
- what they want – professionals, care about job, do it well, look for ways to improve what reality is That’s’ not reality, is it? Stand up exercise All stand 20% actively disengaged 50% disengaged 30% engaged ¼ of engaged – high potential ½ of hipo – leave Who’s left? If we were able to realize that vision I’d just asked you about, we’d have a few more people standing, wouldn’t we?
- what they want – professionals, care about job, do it well, look for ways to improve what reality is That’s’ not reality, is it? Stand up exercise All stand 20% actively disengaged 50% disengaged 30% engaged ¼ of engaged – high potential ½ of hipo – leave Who’s left? If we were able to realize that vision I’d just asked you about, we’d have a few more people standing, wouldn’t we?
- what they want – professionals, care about job, do it well, look for ways to improve what reality is That’s’ not reality, is it? Stand up exercise All stand 20% actively disengaged 50% disengaged 30% engaged ¼ of engaged – high potential ½ of hipo – leave Who’s left? If we were able to realize that vision I’d just asked you about, we’d have a few more people standing, wouldn’t we?
- Leadership problem reality is every company pockets of both…has the best leader and the worst leader our job today is to talk about how to narrow that gap
- Client Story: team afraid to attempt to fix build process, fear of failure
- When I do culture assessment at companies both large and small, what I typically find is: Alignment at the leadership level Very little alignment at mid-tier – most too busy to pay attention No one has given this any thought at IC level; do what they are told Lots of examples of behaviors that are in opposition to desired culture Most don’t understand implications of culture vs personality types Not enough time to go into detail, pass along your card and I will share with you how you can do an assessment in your own org
- Story about defining goal – maybe boat story? Bill – if you don’t know where you are going, any outcome will do Team that doesn’t know desired outcome are just busy Autonomy, mastery, purpose
- Story about defining goal – maybe boat story? Bill – if you don’t know where you are going, any outcome will do Team that doesn’t know desired outcome are just busy Autonomy, mastery, purpose
- How do we know? The higher the level, the more sanitized the messages you receive Few people make decisions, not communicated outward Those “in the know’ separate from everyone else
- My strengths – vs things I hate to do
- Provide the tools and resources to allow collaboration across geographies, functions and time zones Build forums integrating functions at all levels Encourage growth and innovation through open discussion and experimentation
- Energy – manage distractions, work in right time, right env, flexibility to decide; focus on important things Deb – monthly report eliminated
- We need a solution by 3pm kind of innovation & creativity Think innovation – think start up More flexibility & control over their days, New way of thinking about work ROWE Status isn’t based on the position you hold, its earned through knowledge and a willingness to share, You don’t need to know that to sure, I’ll show you
- Start here We all structure our orgs based on old thinking How is this serving you? Cost cutting & efficiency concept of the few leading the many – might have been appropriate in arena of well defined, repeatable tasks where the goal is to drive consistency & efficiency and cut out costs
- People leave companies because they are just not good places to work You are training each other’s future employees Looking for opty to grow, to do new things, to be recognized All of those things can happen inside your org if we as leaders learn to innovate ourselves