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
11. CULTURE + LEADERSHIP JoanneEckton.com 11
12. CULTURE JoanneEckton.com 12
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
19. LEADERSHIP JoanneEckton.com 19
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
28. WHAT REALLY HAPPENS JoanneEckton.com 28
29. O ONE AT A TIME  Personal, 1-on-1 conversations  Individual strengths  Goals and preferences  Personality Type  Expectations  Blocking & Tackling JoanneEckton.com 29
30. JoanneEckton.com 30
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
37. FIND THE BALANCE Process People JoanneEckton.com 37
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
39. Q&A JoanneEckton.com 39 What questions do you have?
40. Joanne Eckton Joanne@JoanneEckton.com 615-970-0714 @JoanneEckton #LeadinginTech

Notas del editor

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 reality is

Stand up exercise

All stand

50% disengaged
30% engaged
Who’s left?

what reality is

Stand up exercise

All stand

50% disengaged
30% engaged
Who’s left?

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

Driving for Innovation

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Driving for Innovation

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Driving for Innovation

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Driving for Innovation

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