transforming your organization to be a high-performance ... · definition of high-performance...
TRANSCRIPT
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May 31 – June 2, 2017 CAP John Hay, Trade & Cultural Center, Baguio City, Philippines
Transforming Your Organization To Be
A High-Performance Learning Organization
Resource Speaker: Cedric Weisse & Paul Murphy
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"An organization's ability to learn, and translate that learning into action rapidly, is the ultimate
competitive advantage”
-Jack Welch, former CEO GE
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Definition of High-Performance Learning Organization
A set of organizational values, conversations, processes, and practices
that encourage individuals – and the organization as a whole to increase
knowledge, competence, and performance.
“High-performance” simply describes the ideas that the learning culture positively impacts business results.
- George P. Huber
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Why Building A High Performance Learning Organization?
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What Statistic Shows…
58% more ready to
meet skills for future
demand
According to the article “Today’s High-Impact Corporate Learning: The Role of Learning Culture” :
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What Statistic Shows…
According to the article “Today’s High-Impact Corporate Learning: The Role of Learning Culture”:
46% more likely to
be first to market (driving innovation)
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What Statistic Shows…
37% higher in overall
employee productivity
According to the article “Today’s High-Impact Corporate Learning: The Role of Learning Culture”:
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What Statistic Shows…
26% more likely to
deliver high quality
products and services
According to the article “Today’s High-Impact Corporate Learning: The Role of Learning Culture”:
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So you would think more trainings are needed!
RIGHT?
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Investment in L&D 2015
2.78B US$
Source: Training Industry Magazine – Leadership 2015 l Special Edition l www.trainingindustry.com/magazine
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But how effective trainings are?
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But how effective trainings are?
An oil company that built a $20million safety training facility butstill suffered several fatalaccidents nonetheless.
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McKinsey & Co. found that only 25% of respondents of a survey found that training improved employees’ performance.
But how effective trainings are?
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Only 25% senior managersreport that training was criticalto business outcomes.
But how effective trainings are?
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So what is missing?
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Another Definition of High-Performance Learning Organization
“An entity learns if, through itsprocessing of information, therange of its potential behavioursis changed.”
- George P. Huber
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Organizations
KnowledgeBehavioural
Change
High Performance Learning Organization
Company CULTURE
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So how do we create a high performance learning
organization?
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Performance Improvement
• Meaning
• Management
• Measurement
3Ms of Learning Organization
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3Ms of Learning Organization
• Plausible, well grounded definition, actionable and easy to apply
• Make it experiential and practical
• Always tie to business objectives and results you want to see
Meaning
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3Ms of Learning Organization
• Managing learning process
• Support and engagement from management
Management
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Leadership
Management
Ability to learn
Motivationto learn
Acquisition + Application of Knowledge and Skills
Business Outcomes
Managing learning processManagement
3Ms of Learning Organization
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“Today’s High-Impact Corporate Learning” concludes that from the 40 best Practices for Learning Culture:
Source: 40 Best Practices for Creating an Empowered Enterprises. http://marketing.bersin.com/rs/bersin/images/Forty_Best_Practices.pdf
• 25 are owned by line managers
• 8 are owned by top management
• Only 7 are fully owned by the L&D organization
Support & engagement from management
Management
3Ms of Learning Organization
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3Ms of Learning Organization
• Align to business KPIs
• Align to company culture KPIs
• Tools for assessing organizations rate and level of learning to ensure gains have been made
Measurement
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Example
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The Google Way of Building A Learning Culture
6 Components of Learning Culture:
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Building Trust
“No particular person has a strong say…At Google, everyone is the same.”
– Eric Schmidt,
Google Executive Chairman
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Encouraging Reflection
Top executive like Google CEO Larry Page and President Sergey Brinfrequently hold forums on Fridays called TGIF, where employees can ask questions about the company
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Empowering Employee
“20%”policy which enables each and every employee to spend up to one day per week working on special and innovation project of their own
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Empowering Employee
• Instead of setting goals for them, Google’s management helps their employees meet the objectives that the employees set for themselves.
• Managers as leaders who facilitate inspiration and empower employees
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Learn from Celebrated Failure
• Google uses failure as a stepping-stone to far better things.
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Formalizing Informal & Continuous Learning
• In Google, employees are flexible to moved to news teams, responsible for new projects
• Multiple Mentorship programme support employee on different topics
• “Googler to Googler” which places employees from across departments into teaching roles that would otherwise be filled by the HR department
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“Telling your employees that you want them to learn is different than asking them to promote that culture
themselves. Giving employees teaching roles, making learning part of the way employees work together rather than something HR is making
them to do. ”
-Karen May, Google’s Head of People Operation
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What if we train our people and they
leave? What if we don’t train our people and they stay!
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You are what you do,
not what you say you’ll do.
~Carl Jung
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One last question:What would be the first step for
any behavior change?
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The Biggest Leadership Gap
1. Lack of Self Awareness
1. Lack of Self Awareness
1. Lack of Self Awareness
2. InformationSharing
2. InformationSharing
2. InformationSharing
3. Social Awareness 3. Outcome Concern 3. Social Awareness
4. Outcome Concern 4. Developing Others 4. Value Difference
5. Developing Others 5. Social Awareness 5. Outcome Concern
Source: Harvard Business Review: Leadership 2.0 by Travis Bradberry and Jean Greaves
Direct Report Peers Boss(es)
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Conscious Leadership Model
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Ready for some practice?
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• Pick up one of the card deck on the table
• There are 20 cards with one word. Please select 7 cards that describes you the best.
• After done, please flip over the cards and count which colours you got the most.
40
Activity
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41
Jungian Preferences:Your attitude - How you react to experiences
Introversion Extraversion
Quiet
Observant
Depth focused
Intimate
Reflective
Cautious
Talkative
Involved
Breadth focused
Sociable
Action oriented
Bold
Energized by
being alone
Energized by being
around others
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42
Jungian Preferences:Your decision making functions
FeelingThinking
Impersonal
Detached
Strong-minded
Competitive
Particular
Task focused
Personal
Involved
Flexible
Accommodating
Ambivalent
Relationship focused
Focus on what
they impact
Focus on who
they impact
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43
Thinking
Feeling
Introversion Extraversion
“Give Me Details”
“Show Me You Care”
“Involve Me”
“Be Brief, Be Bright, Be Gone”
Jungian Preferences and the Colour Energies
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Colour Energies on A Good Day
44
Bold
Efficient
Focused
Fast paced
Action-oriented
Persuasive
Optimistic
Sociable
Dynamic
Creative
Considerate
Supportive
Harmonious
Reliable
Trusting
Factual
Analytical
Objective
Structured
Consistent
CompetitiveDrivingStrong-willedPurposefulDetermined
SociableDynamicDemonstrativeEnthusiasticPersuasive
CaringEncouraging
SupportivePatient
Relaxed
CautiousPrecise
CalmQuestioning
Formal
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45
Colour Energies on A Bad Day (Overuse)
AggressiveControllingImpatientDemandingIntolerant
ExcitableUnpredictableIndiscreetFlamboyantHasty
StuffyIndecisiveSuspicious
ColdDetached
DocilePassive
DraggingReliant
Stubborn
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Colour Energies
46
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Thank you and
any questions?