michelle ragusa cisco communities 9 26-2012
TRANSCRIPT
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Cisco CommunitiesGet INVOLVED!
Michelle Ragusa, September 26, 2012
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AgendaVolunteer and Give Back•How can I help?
Inclusion and Diversity- •E-Mentor
Employee Engagement •Team Collaboration
Rewards and Recognition•Get recognized or vote for someone deserving
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Volunteering and Giving Back
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Volunteer and Give Back
“Cisco has a strong culture of giving back – deeply rooted in our DNA spanning back to the early days when we were headquartered in East Palo Alto and then-CEO John Morgridge encouraged employees to hop the fence over to the elementary school next door and help mentor, tutor and help contribute to the upkeep of the buildings”
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Founding Members
Susan Bartorona
Katie McNamara
Debbie Milkowski
Michelle Ragusa
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Act Locally. Think Globally.
Approximately 600
Employees Under Juli Clark,
in US and Around the
World!
Cisco Employees per Q4 FY12 = 66,639
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Mission:
To learn about Local and Global opportunities which you can volunteer or give back, or…
share opportunities you are involved in: participating in a charitable event, walkathons, fundraisers etc.
We will highlight one charity a month, but all posts are welcome to get the word out!
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Focus on Professional Volunteering
Cisco Club Red made 1,000 Care Kits for Tornado Victims in Need
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All are welcomed- even those with silly moustaches
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Focus on Personal Volunteering
Providence Baptist Church made 302,400 meals for malnourished children
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Organizations/Drives you believe in
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Highlight Interviews on Survivors and those impacted who fight for their cause
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Rewards and Recognition Honors Volunteers
Nominate those who do a great job volunteering/leading in the community…
If they win the “Pay it Forward Award”…
we will interview them and highlight the Charity they support!
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Get the word out!- I WE Page
-The Scoop
-E-mail/Q&A
Each Month Highlight: Volunteer of MonthAnd Charity/Cause
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Cisco Matching
https://communityconnection.my.salesforce.com/home/home.jsp
Earn a Volunteer Badge:
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Throw the Gauntlet Down- Raise the Bar
How much money can we raise for the causes we believe in?
Which team can Log the Most Volunteer hours?
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Inclusion and Diversity
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Introducing E-Mentor
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Members
Mark Ebner Meghan Richardson
Maria Ortiz Bryan Fields
Silvia Y Wong Jonathan Miranda
Shelly Fee Michelle Ragusa
Peter Nguyen Lisa Coombes Diehl
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Introducing Cisco eMentorMe 2.0
New features and platform functionality• Ability to engage multiple mentors for a mentoring relationship
• Proactive suggestions of mentors and mentee relationship
(Management can greatly assist here in promotion and comfort)
• Ability to generate report of all mentoring activities and outcomes
• Ability to indicate level of expertise for mentoring (New Colleagues and Team Shifts)
• And Many More . . .
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Benefits for Mentors/Mentees
Mentor
Mentees
• Share expertise• Prove leadership• Expand network• Invest in organization’s future• Obtain fresh perspectives• Give back
• Enhance career opportunities • Learn about another division/dept• Expand leadership abilities• Increase technical skills• Make valuable contacts• Integrate into new company or job
role
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CommunicationCommunication
Problem SolverProblem Solver
Subject
Matter
Expert
Subject
Matter
Expert
Mentor – Mentee Relationship
Trusted Advisor
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Prepare:– Decide if you
are ready – Determine
relationship type
Establish:
– Mentors: Define the knowledge and skills for which you can mentor
– Mentees: Define focus and goals for what a mentor can help you with specifically
– Both: Match with mentoring partner, create mentoring agreement (Invitation)
Close:– Bring the
relationship to a close, evaluate and summarize the accomplishments
Sustain:– Meet with your
mentoring partner regularly to accomplish the goals of the mentoring agreement
– Guideline: 1-3 hrs/mo
The Four Steps of Mentoring
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Together we can achieve extraordinary results
Develop your skills, understanding and influence
Expand your network and relationship
Increase cross-funcitional communications & knowledge sharing
Reach your career – aspirations – Become a next-generation leader
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How do I enroll? http://wwwin.cisco.com/HR/mentoring/ementorme.shtml
E-Mentor Me Video: https://videosharing.cisco.com/vportal/VideoPlayer.jsp?ccsid=C-0f844aaf-83fd-41ec-8a97-7dfa992523a7:-1#
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Support Resources
Support link in eMentorMe tool (response in 24 biz hrs)
Send questions to eMentorMe Program Team mailbox ([email protected]) or Peter Nguyen [email protected]
Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learning/ementorme /
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Employee Engagement
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Employee Engagement
Objective: To allow teams locally, and globally to connect on a more personal level in an effort for team building and collaboration.
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Lee Ann Tharrington
Chi Bui
Anna Rehder
Shelly Fee
Michelle Ragusa
Members
• Eric Graham
• Marc Louderback
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Local AND Global
How much time do you spend interacting to colleagues during working hours?
You spend on average 2,536 Hours at workand on average only 13% getting to know your colleagues.
Well, how can we change that?
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Local
-Sports Leagues(Participate in Basketball, Volleyball, Soccer leagues to playsports and have fun, while collaborating, building teamwork and leadership skills).
Minni Golf/Fun Park(Have some local extra curricular fun with colleagues at a local fun park)
-Pot Lucks/Cooking Classes(Take a break from eating out and share some of yourlocal culture and cuisine with colleagues, and friends)
-Vounteer(Come together for a good cause, help volunteer and give back!)
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Global
-Words with Friends (Team up for Scrabble Bracket Contest via IPHONE and Android )
-Wii Bowling( Set up a designated room once a month for a Wii Bowling Competition- complete with Web Ex for smack talk)
-Birthday Brunches with Julie Clarke (Celebrate your Birthday with a Bagel Breakfast and chat with Julie and the management team )
-Video Contest (Join together with team members to find your similaritiesand make a video – winning team receives prize)
-Employee Engagement IWE Page: http://iwe.cisco.com/html/index.html#url=/web/gtmss/employee-engagement
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What are the benefits?
- A friendlier work environment promotes more creativity.
- If you feel more comfortable- it allows you to think outside the box.
- Having a friend at work gives you a safe way to vent your frustrations, will rebound quicker when setbacks at work occur.
-Helps promote information and idea sharing which increases productivity and prevents reinventing the wheel
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Rewards and Recognition
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Customer Service
“A Thankless Job…but Somebody has to do it”
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Members
Scott Dierks Christopher Morgan
Ginny Hoffman Holly Dunn
Karen Hains Michelle Ragusa
Lisa Montone Caitlin Young
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"Keys to Our Success" · STAKEHOLDER ENGAGEMENT AWARD (Individual) –blue-badge focuses on successes achieved with your stakeholders, implementation of new service offerings and proactive engagements that improve the ease of doing business with Cisco. (Two awards per quarter)
· ONE CISCO COLLABORATION AWARD (Individual) –blue-badge eligible award that focuses on continuously seeking new ways to work more efficiently, fostering business transformation through increased agility and adaptability to new business environments and rebuking the status quo to drive to the Once Cisco model. (Two awards per quarter)
· INNOVATION AWARD (Individual) – is a red-badge eligible award focuses on an individual who has built a best practice based on an innovative idea or process that enables a customer to improve profitability, capabilities or increase productivity, along with fostering teamwork and collaboration. (Two awards per quarter)
Upcoming Awards: Team and Volunteer!
Please take some time to nominate your team members and/or peers!
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TOGETHER we can do GREAT things!
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http://wwwin.cisco.com/learning/ementorme/
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PREPARE“If I had eight hours to cut down a tree, I’d spend six sharpening my axe.” -Abraham Lincoln
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Not Expected to
• Become or replace mentee’s supervisor or manager
• Report to others about mentee’s progress
• Know all the answers
• Develop a friendship
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What’s expected: Mentors
Expected to
• Help mentee develop appropriate mentoring agreement/objectives
• Provide guidance based on mentee's learning and development needs
• Help mentee access appropriate experts
• Be resource, advisor, role model
• Provide feedback
• Respect confidentially
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What’s expected: Mentees
Not Expected to
• Know all questions to ask
• Get things right the first time
• Fit all learning into one relationship
• Look to mentor for all answers
• Be submissive in the relationship
• Develop a friendship
Expected to
• Initiate and drive relationship (unless otherwise defined by program)
• Identify initial learning goals
• Seek feedback
• Take active role in learning
• Initiate meetings and discussions
• Allocate time and energy
• Follow through on commitments
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What’s expected: Managers
Not Expected to
• Abdicate development responsibility to the mentor
• (Anything else ??)
Expected to
• Support employee development
• Provide time for mentoring relationship
• Recognize the contribution of mentors ( CPC, public settings )
• Initiate meetings and discussions
• Respect confidentially agreement between mentoring partners
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AccountabilityIntensity
TrustTime
LE
SS
MO
RE
Mentoring LevelsInformational Level (ie New Hire)
Resourcing Advising Enlightening
Skill Level
Teaching Modeling
Career Development Level
Guiding Consulting Sponsoring
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Establish“Constant development is the law of life” - Gandhi
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Professional Management Executive
Working Across Boundaries
Engaging Others
Earning Trust
Developing Self
Developing Others
Demonstrating Passion
Empowering Teams
Achieving Results
Shaping Strategy
Building Capability
Promoting Innovation
Leading Change
Building Relationships
Communicating for Action
Earning Trust
Active Learning
Helping Others Improve
Self-Starting
Aligning with Business Goals
Creating Solutions
Thriving in Change
Working Across BoundariesTeam BuildingManaging ConflictTeam PlanningRecognizing Good PerformanceEarning Trust
Developing Self
Coaching
Demonstrating Passion
Delegation
Performance Feedback
Problem Solving & Decision Making
Communicating Goals
Building Capability
Innovation & Risk Taking
Envisioning Opportunities
Leading Change
C
L
E
A
D
C-LEAD
Tools to assess your needs
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Tools to assess your needs
Discussion with your Manager (recommended) and/or other trusted resources
Areas of expertise or development• Global / Functional Knowledge and Skills
• Core knowledge and skills for your function
Annual or mid-year review (CPC)
Others can provide insight on your development needs (mentee) or areas of strength (mentor)
360 feedback tool (if available)
Personality Profile
Meyer Briggs, DISC, Globesmart , StrengthsFinder 2.0 , Genuine and Authentic Communicator or others
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Mentoring Agreement/Invitation
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Contents:
• Name of relationship (Communication Skills, Change Leadership, etc.)
• Partner names• Goals – the results to achieve• Knowledge and skill goals• Type of relationship (1-1, Group
or Situational - Skill/Knowledge, Information or Career focus)
• Any additional information or clarification
• Meeting frequency• Confidentiality and accountability
standards• How to monitor progress• Duration of relationship
Purpose:
• Framework for the relationship
• Clarity of expectations
• “Contract” between partners
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Sustain“One thing I know; the only ones among you who will be really happy are those who will have sought and found how to serve.”
- Albert Schweitzer
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Sustaining
Respect mentoring partner’s time
Prepare for each meeting
Speak candidly
Listen actively/carefully
Ask questions
Follow up on action items after each meeting
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First Three Meetings
Meeting 1: Interview & Agreement
Get to know each other (20 minutes)
Mentoring Agreement (30 minutes)
Agenda for next meeting (10 minutes)
Meeting 2: Clarify Goals
Relational check-in (5-15 minutes)
Questions to establish initial goals (20-30 minutes)
Agenda for next meeting (10 minutes)
Meeting 3: Dialog on Initial Issues
Relational check-in (5-15 minutes)
Dialog Model and Learning Objectives (20-30 minutes)
Agenda for next meeting (10 minutes)
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See “First Three
Meetings” document
in eMentorMe
Learning Resources
for full agendas
and additional ideas
“Easy out” for both partners
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Close“To go beyond is as wrong as to fall short” - Confucius
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Closing the Relationship
Excellent opportunity for growth, reflection and assessment
Scheduled end•Complete assessment and reset knowledge level
Close can be most challenging step of mentoring•Dysfunctional closure can cause anxiety, discomfort, surprise, resentment
•Types of “dysfunctional” closure
• Lack of closure/fear of closure
• Unanticipated end
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Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999
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Steps to Planning Meaningful Closure
Discuss and plan for the end of the relationship
Look for signals that end is approaching
Respect your mentoring partner’s decision
Evaluate the relationship periodically
Review your goals periodically (Mentoring Agreement)
Integrate (take what you’ve learned and use it)
Never assume (appreciate and celebrate)
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Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999
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Prepare
• Readiness Assessments
• Expectation FAQ’s
• Establish
• Mentor/Mentee Guides
• Mentoring Agreement
Sustain:
• First Three Meetings document
• Newsletters
Close:
• Cisco eMentorMe Training content
• Cisco eMentorMe Mentoring Arcive
Mentoring Resources
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Support Resources
Support link in eMentorMe tool (response in 24 biz hrs)
Send questions to eMentorMe Program Team mailbox ([email protected])
Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learning/ementorme /
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Session Objectives
At the conclusion of this session participants will be able to:
• Identify the process to be followed from beginning the mentoring relationship to the end of the relationship and recognize how the tool supports the process steps
• Define the roles and responsibilities of Mentors, Mentees and Managers
• Identify tools and other resources required to effectively participate in the mentoring process
• Identify the timeline for the mentoring relationship
• Recognize and use key features of the eMentorMe Tool