Things to be aware of for a better working environment and performance

1. Comfort Zone & Work
http://www.flickr.com/photos/martinlong/152589105/
Enterprise Social Collaboration Series

2. 2|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan

3. 3|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan

4. 4|
Case Scenario
What Happens
 Feeling that Nothing Works
 People are Not Involved as Needed
 Nothing Changes no Matter What
you Do
Why
Work has
Become
Harsh
Lack of
Motivation
Why the Same
People Are Not
Working Well?
Hiring New
Talent Has no
Effect
We Have Never
Managed to
Work as a Team
Loss
Freshness
Internal and External Factors Influence
People Behaviour and How They Perform
at Work
Challenge
Improve Employee Engagement and Company Performance
by Dealing with the Factors that Influence Employee Behaviour
http://static.freepik.com/free-photo/business-people-vector-silhouettes_279-5629.jpg

5. 5|
Summary Case Scenario
Comfort Zone & Other Zones
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
Comfort Zone and Behaviour
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan

6. 6|
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/
Comfort Zone & Other Zones
COMFORT ZONE
 Where You Feel
Comfortable and
Aware of Hazards
 Where you Don´t
Have to Make any
Effort to be There
 Your Rest Area
LEARNING ZONE
 Learn from Others
 Learn from the
Environment
 Training
OPPORTUNITY ZONE
Where Something New
Could Happen
PANIC ZONE
 Where You don´t
want to be there
 Your Personal Fears
 The Unknown

7. 7|
Activity Area
ACTIVITY AREA
All the Zones You Go
Thought
SO BIGGER YOUR ACTIVITY
AREA IS MORE AND BETTER
THINGS YOU COULD DO
YOUR PERSONAL
CHARACTER AND THE
ENVIRONMENTAL
CIRCUNSTANCES
INFLUENCE YOU TO MOVE
MORE OR LESS TIME
OUTSIDE YOUR COMFORT
ZONE
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/

8. 8|
Activity Area & Comfort Zone Boundary
IT INFLUENCES HOW
YOUR POTENCIAL
ACTIVITY AREA WILL
EVOLVE
COMFORT ZONE
BOUNDARY
Could be:
 Narrow , you use
to past through
many times
 Wide , you use to
past through few
times
http://www.flickr.com/photos/hlarreac/9616239197/in/faves-65948403@N04/

9. 9|
Characters
LEARN AND LOOK FOR
OPPORTUNITIES IN THEIR
RELATIONSHIPS
LEARN AND TRANSFER
KNOWLEDGE IN THEIR
RELATIONSHIPS
WANT TO BE CALM
DON´T CARE OTHERS´
OPINIONS
TAKE RISKS SERVE TO OTHERS AVOID RELATIONSHIPS
LEADERS EXPERTS AUTHORITARY
ENTERPRENEURS
INNOVATORS
EGOCENTRICS
METHODOLOGICS VICTIMS
BUROCRACTICS
PEOPLE WHO AVOID RELATIONSHIPS PROBABLY WILL NEVER PRODUCE VALUE
PROACTIVE PEOPLE REACTIVE PEOPLE PASIVE PEOPLE

10. 10|
Relationships
http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/
Learn from Each Other
Knowledge Sharing Creates
Opportunities
Mutual Aid to Overcome their Fears
PEOPLE RELATIONSHIP WILL CREATE AS MANY VALUE FOR THEM AS THEY ARE PREDISPOSED TO

11. 11|
Group / Mass Interaction
http://www.flickr.com/photos/42203461@N02/5054597695/in/faves-65948403@N04/
Both Learn and Look for
Opportunities (bidirectional)
One Learns and
Looks for
Opportunities
(unidirectional)
Fruitless
Relationship
All Learn and One of them Looks
for Opportunities (multidirectional)
Just One Learns
(unidirectional) Both Learn
(bidirectional) Ø
INTERACTION CAN LEAD TO
 KNOWLEDGE TRANSFER
 OPPORTUNITIES (CREATIVITY)
 NO OUTPUT Ø
EMPLOY ROI
 MOST VALUABLE
Important Asset to Work with
 HIGH VALUABLE
Allows Knowledge transfer
 LOW VALUABLE
Low Profiles & Stoppers
SOME EMPLOYEES LEARN AND CREATE AND OTHERS JUST BOUNCE AGAINST EACH OTHER

12. 12|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour

13. 13|
Evolution Along Time :: Growth Case
If Your Comfort Zone
Boundary is Narrow
More Likely You Get Out Your
Comfort Zone and Achieve
new States of Comfort
Your Comfort Zone Grew
and so They Do the
Other Zones
ALONG TIME YOU GET MORE CONFIDENCE , YOUR PANIC ZONE BECOMES
NARROWER AND YOUR ACTIVITY ZONE WIDER

14. 14|
Evolution Along Time :: Decrease Case
If Your Comfort Zone
Boundary is Wide
More Likely You Remain in
Your Comfort Zone and Get
Out Less Every Time
Your Comfort Zone
Decrease and so They Do
the Other Zones
ALONG TIME YOU LOSE YOUR CONFIDENCE, YOUR PANIC ZONE BECOMES
WIDER AND YOUR ACTIVITY AREA NARROWER

15. 15|
Change & New Challenges
When you´re Used to be
Assigned to new Challenges
You Have to Get out Your
Comfort Zone to Learn and to
Look for Solutions
Your Comfort Zone Grew
and so They Do the
Other Zones
PEOPLE CHALLENGED TO PERFORM A NEW ROLE / JOB / SKILL NEED TO INCREASE THEIR
ACTIVITY AREA TO HAVE SUCESS

16. 16|
No Change and No Challenges
Same Competency Assignement
for many years (> 3, 4, 5 …)
Lead to Routine and People
Accommodates Inside their
Comfort Zone (wider
boundary)
People Stop to Learn, Stop
Looking for new Opportunities
and Tend to Adopt a
Conservative Behaviour
PEOPLE WHO SPEND TOO MUCH TIME IN THE SAME PLACE BECOME ROUTINARY AND BLIND
TO NEW OPPORTUNITIES

17. 17|
Company Culture Influences
COMPANY CULTURE SETS THE RULES FOR A PROACTIVE OR REACTIVE BEHAVIOUR
OPEN CULTURE MILITARY CULTURE
TRY AND ERROR IS ALLOWED FAILURE AVOIDANCE
PROMOTES IDEAS AND IMPROVEMENT NO IDEAS CREATION
PRODUCES PRODUCES
NO PUNISHMENT FAILURE PUNISHMENT
SUITABLE TO CHANGE IF NEEDED HARD TO MAKE CHANGES
HIRING QUALIFIED PEOPLE MIGHT
HAVE A GREAT IMPACT
HIRING HAS NO IMPACT, QUALIFIED
PEOPLE GET STUCKED

18. 18|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour

19. 19|
Is Your Company Welthy?
MAJORITY OF PROACTIVE
EMPLOYEES
MAJORITY OF PASIVE
EMPLOYEES
MORE LIKELY TO CREATE SOME
VALUE
LESS LIKELY TO FIND
OPPORTUNITIES
PEOPLE IS MOTIVATED TO TAKE
RISKS AND TRY
PEOPLE AVOID TO FAIL AND HAS
NO MOTIVATION
KNOWLEDGE IS TRANSFERRED
AND EVOLVES
CURRENT KNOWLEDGE
BECOMES A STATIC LAW
 

20. 20|
How Hierarchies Influence Behaviour?
MEMBERS TEND TO BECOME
MORE PROACTIVE
MEMBERS TEND TO ACT AS A
SERVICE
MEMBERS TEND TO GET
PASIVE
MEMBERS EVOLVE MEMBERS BECOME EFFICIENT WASTE OF TALENT
PROACTIVE MANAGER REACTIVE MANAGER PASIVE MANAGER
DIRECTORS AND MANAGERS HAVE LOT OF INFLUENCE IN THEIR TEAMS BEHAVIOUR
HIGH VALUE UNIT MEDIUM VALUE UNIT LOW VALUE UNIT

21. 21|
How It Influences Company Performance?
COMPANY PERFORMANCE IS INFLUENCED BY THE BEHAVIOUR OF KEY AREAS
PROACTIVE KEY AREA REACTIVE KEY AREA PASIVE KEY AREA
KEY KEYKEY
DYNAMIC AND READY TO
LOOK FOR SOLUTIONS
MAKES THE JOB,
EXCEPTIONS COULD
BECOME A PROBLEM
WORK BECOMES A WAR
BETWEEN PARTICIPANTS

22. 22|
Two Approaches to Change
JUST UNIDIRECTIONAL COMMUNICATION
(WRONG WAY)
CHANGE THEIR ENVIRONMENT
(RIGHT WAY)
CHANGE THE RULES
PEOPLE DON´T FEEL IMPORTANT WHEN THEY
ARE NOT INVOLVED
PEOPLE DON´T LIKE JUST RECEIVING ORDERS
EMPLOYEES WILL BE AGAINST CHANGES
THAT THEY HAVEN´T DEFINED
FEEDBACK ENGAGES AND EMPOWER PEOPLE
GOING AHEAD WITH CHANGES
LEADING BY EXAMPLE
Direction
Communication
Organization
Culture
Means
EMPOWER THE EMPLOYEES THAT ACT AS THE EXPECTED BEHAVIOUR
feedback
Direction
feedback

23. 23|
Summary Case Scenario
Activity Area
Characters
Relationships
Group/Mass Interaction
Factors of Influence
Time
Change and Challenges
Company Culture
How It Influences Company Performance?
Is your company Welthy?
Two Approaches to Change
Some Recommendations
How It Works Within a Company
How Hierarchies Influence Behaviour?
Some Brief Recommendations
Action Plan
Comfort Zone & Other Zones
Comfort Zone and Behaviour

24. 24|
Some Brief Recommendations
FOR YOU
FOR YOUR TEAM
FOR YOUR CO.
DO NOT BE TOO COMFORTABLE
REINVENT YOUR WORK EVERY DAY: LEARN & LOOK FOR OPPORTUNITIES
FOSTER RELATIONSHIPS WITH OTHERS: HELP & SHARE
KEEP THEM IN THE LOOP
TAKE THEM OUT THEIR COMFORT ZONE
FOSTER RELATIONSHIPS WITH OTHER TEAMS AND ORGANIZATIONS
CREATE AN APPROPIATE ENVIRONMENT
BE AWARE WHO IS IN CHARGE OF KEY AREAS
EMPOWER PROACTIVE PEOPLE

25. 25|
Action Plan
ASSESS
PLAN
CHANGE
GATHER AS MANY
INFORMATION AS
POSSIBLE
ASSURE YOU PERFORM
A GOOD CHANGE
MANAGEMENT
SET YOUR GOALS, PRIORITIES AND ROADMAP
IMPROVEMENT IS AN ONGOING PROCESS

26. 26|
Action Plan: Assess
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT´S HAPPENING
ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS
IDENTIFY WHICH ELEMENTS
ARE WORKING AGAINST YOUR
DESIRED CULTURE
GET PEOPLE FEELINGS AND HOW
AREAS ARE PERCEIVED
INTERNALLY AND EXTERNALLY
GET INFORMATION ABOUT
HOW HEALTHY IS YOUR
ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR
AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES
FOR COMMUNICATION,
INTERACTION, CONFLICT
MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS,
STORIES, JARGONS
ASK PEOPLE ABOUT:
 HOW LONG ARE IS THE
CURRENT POSITION
 HIS JOB PERCEPTION
 HIS AREA PERCEPTION
ASK ABOUT AREAS
RELATIONSHIPS:
 KIND OF AREA (key or not key)
 AREA MANAGER PERCEPTION
 AREA PERCEPTION
PROCESS
FLOW MAP
HIERARCHY PERCEPTION
MAP

27. 27|
Action Plan: Assess: Hierarchy Perception
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT´S HAPPENING
ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS
GET INFORMATION ABOUT
HOW HEALTHY IS YOUR
ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR
AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES
FOR COMMUNICATION,
INTERACTION, CONFLICT
MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS,
STORIES, JARGONS
ASK PEOPLE ABOUT:
 HOW LONG ARE IS THE
CURRENT POSITION
 HIS JOB PERCEPTION
 HIS AREA PERCEPTION
ASK ABOUT AREAS
RELATIONSHIPS:
 KIND OF AREA (key or not key)
 AREA MANAGER PERCEPTION
 AREA PERCEPTION
PROCESS
FLOW MAP
HIERARCHY PERCEPTION
MAP
ORGANIZATION STRUCTURE AND AREAS PERCEPTION
ALLOW TO IDENTIFY THE SOURCE OF UNDESIRED
BEHAVIOURS

28. 28|
Action Plan: Assess: Process Flow Map
ASSESS YOUR ORGANIZATION, PEOPLE AND AREAS FOR A BETTER UNDERSTANDING ABOUT
WHAT´S HAPPENING
ORGANIZATIONAL CULTURE PEOPLE & AREAS FEELINGS HIERARCHY & FLOW MAPS
GET INFORMATION ABOUT
HOW HEALTHY IS YOUR
ACTIVITY AND STRUCTURE
COMMON, DIFFERENT OR
AMBIGUOUS CULTURE
FORMAL AND INFORMAL RULES
FOR COMMUNICATION,
INTERACTION, CONFLICT
MANAGEMENT
IDEOLOGY, RITUALS, SYMBOLS,
STORIES, JARGONS
ASK PEOPLE ABOUT:
 HOW LONG ARE IS THE
CURRENT POSITION
 HIS JOB PERCEPTION
 HIS AREA PERCEPTION
ASK ABOUT AREAS
RELATIONSHIPS:
 KIND OF AREA (key or not key)
 AREA MANAGER PERCEPTION
 AREA PERCEPTION
PROCESS
FLOW MAP
HIERARCHY PERCEPTION
MAP
BUSINESS PROCESSES AND AREAS
PERCEPTION ALLOW TO IDENTIFY WHERE
AND WHY THE BUSINESS DOES NOT FLOW

29. 29|
Action Plan: Plan
DESIRED ORGANIZATIONAL
CULTURE
DESIRED MANAGERIAL
PROFILES
GOALS KEY AREAS TO MANAGE PLAN
DESIRED BEHAVIOURS
CULTURAL ADJUSTMENTS
CHANGES FOR CHANGE
INDUCEMENT
ROADMAP
ORGANIZATIONAL SPONSORS
INVOLVEMENT
HIERARCHY & FLOW MAP
CHANGES TO ADDRESS
PEOPLE TO MOVE, TO DISCARD
AND PROFILES TO HIRE

30. 30|
Action Plan: Change
LET THE MUSIC SOUNDS, AND TO ASSURE IT BE SURE
YOU HAVE THE RIGHT MANAGER
YOU HAVE THE TEAM TO
MAKE IT HAPPEND
YOU HAVE THE MEANS FOR
PERFORMANCE

31. FOR FURTHER INFORMATION
AND INSIGHT SHARING
Rodolfo Martín Nieto
http://es.linkedin.com/in/rodolfomartinnieto