Tuesday, September 20, 2016
Thought Leadership Opening Remarks:
Leaders are continually faced with the need to make decisions and take action with incomplete, contradictory and complex information. In our opening remarks we’ll reveal the results of new research on the approach to leadership that distinguishes leaders who are more successful dealing with complexity, ambiguity and paradox.
In this session, Kimo Kippen, Chief Learning Officer with Hilton Worldwide, shares best practices in creating a learning environment and culture that connects business owners with employees through learning and innovation. Kippen will also talk about how to put the right technologies in place to support a thriving learning culture. From learning management systems to performance management systems to social channels, Kippen will tell you the best ways he's learned to connect learning with the people within your company. You will also learn how Hilton Worldwide has harnessed technology and new thinking to propel its learning function to achieve more.
You will learn:
- The award-winning recognition for mapping learning to business results
- Design of learning programs that have helped to shape community and industry
- How to measure results in performance by aligning learning with business needs
- How to use social channels to support and communicate the value of learning
- How to incorporate innovation into the fabric of the learning function
In this session, Dr. David DeFilippo, will discuss the science of learning design and its relationship to the ways in which organizations structure their talent management system. DeFilippo will review the origins of modern day learning design theories, such as Gagne and Skinner’s respective contributions to instructional systems design and modularization. These practices will then be connected to the organizational structures required to ensure business-focused learning solutions that lead to results. He will describe how these approaches are used at Suffolk Construction.
You will learn:
- A systematic approach to Talent Management
- The science that underpins learning design
- How the combination of science and structure lead to business results
Leadership potential is everywhere. And yet, organizations report they have major concerns about the lack of leadership bench strength. Why is this? It’s definitely not because there aren’t enough people capable of leading. In fact, our research shows that only one person in a million lacks the skills to lead, and other studies show that leadership development yields results in financial performance, talent attraction and retention, organizational agility, as well as employee productivity. Yet, so much of the existing leadership potential remains untapped. The shortage of exemplary leaders is due to inhibiting assumptions, the absence of strong cultures of leadership in most organizations, and the failure to make leadership development a daily habit.
Join Jim Kouzes as he presents a framework for reinventing how individuals and organizations can approach the learning of leadership at all levels, ultimately driving tangible business results.
You will learn:
- The evidence that leadership capability is both needed and also more readily available than popularly assumed
- The Five Fundamentals of Becoming an Exemplary Leader and their implications for the development of leaders
- Practical steps emerging leaders can take to put their leadership development into action and how human resource professionals can support them
In the ordinary organization everyone is doing a second job no one is paying them for: hiding weaknesses, covering inadequacies, managing other people’s favorable impression. This is the single biggest waste of precious resources in organizational life. Its costs are staggering, and paid every day, both by the individual (who is unlikely to get any better while hiding out) and the organization (which must continue to suffer the employee’s limitations, while paying a full-time salary for part-time work).
Now imagine the opposite: a workplace where our weaknesses are as welcome as our strengths, where everyone (not just the “high potential”) experiences work as a place to grow, where the organization and its employees are each making huge contributions to the other’s flourishing. Such a workplace is what Harvard University Graduate School of Education faculty members Robert Kegan and Lisa Lahey call the Deliberately Developmental Organization, which they feature in their new book, An Everyone Culture: Becoming a Deliberately Developmental Organization, published this year by Harvard Business Review Press.*
A DDO is a place where people are expected to regularly manifest their limitations as well as their strengths (odd and uncomfortable as that sounds), and to regularly receive support to overcome them (just as they, in turn, are supporting others). Ordinary inputs to “employee development” are too infrequent, go on too far away from work, and are provided to too few. DDO inputs are constant and continuous, woven into the work itself, and provided for everyone, resulting in extraordinary employee engagement and business impact.
In this session, Kegan and Lahey will share research and examples of leading companies embracing DDO practices and guidance on how to build a culture of learning at all levels.
You will learn:
- The design principles, practices, and underlying science at the heart of DDOs
- Ways in which a DDO can contribute to the success of your business
- How to get started in developing a DDO as part of your culture
*Attendees will receive a complimentary copy of An Everyone Culture: Becoming a Deliberately Developmental Organization (Harvard Business Review Press, 2016)
There are good reasons why so many organizations are ditching traditional performance management systems. Not only are they dreaded by employees and managers alike, they haven’t been delivering the results needed—for the employee, the team or the overall business. To enhance performance as well as engage, inspire and build accountability, a culture of coaching and continuous feedback is now widely viewed as the smart path forward.
Is your organization ready for this transformation? Are your managers prepared to step up?
In this interactive session, you’ll discover the key factors of a thriving coaching culture and how to optimize your approach to make sure everyone gets the expected benefits. Beyond just making structural changes and setting up new responsibilities for managers, you’ll see why a successful coaching culture requires commitment from all stakeholders, a clear understanding of how behaviors and performance need to adapt to changing business requirements, and a mindset shift from directing and “fixing” to collaborating and building ownership.
Jacqui Cohen, Head of HR and Regional Operations at The Linde Group, will share her experiences developing ongoing group coaching for front-line and mid-level managers and one-to-one coaching for senior executives. Through a cohesive strategy encompassing training, leadership development and behavioral role modeling, Linde’s managers are not only engaging employees on a deeper level and helping them break through performance plateaus but also enhancing their own leadership, confidence and communication effectiveness.
In this session you’ll learn how to:
- Identify critical stakeholders and get commitment and buy-in across the organization for building a coaching culture
- Implement a practical set of tools that managers and their employees can apply to enhance two-way communication and collaborative problem solving
- Assess manager readiness and set expectations for accountability in applying new skills and behaviors
- Articulate the value of coaching and continuous feedback focused on behavior change vs. traditional performance management systems as a more effective approach to improving employee engagement, retention and results
More and more, organizations are driving transformation. This session explores the story of how the Movado Group implemented a matrix organization and did so by creating strong leadership accountability among its leaders.
You will learn:
- Why leadership accountability is a critical business issue for organizations
- How to establish a clear set of leadership expectations as a foundation for change
- To identify the key steps for HR leaders to implement when implementing organizational change
- How to determine what role HR leaders can play in leading the transformation of their organizations
The story of Fearless HR also applies to the Learning and Development profession, because it suffers, as well, from less than flattering historical perceptions and conflicting purposes. Once it is irrevocably stated that L & D’s purpose is to drive business results, it sets a clearer agenda, focus and alignment. The first step, of course, is to identify those business results that are worth pursuing. Forman identifies four major insights that contribute to business-focused L & D:
- A spectrum of business results
- A hybrid capability and competency framework to improve L & D
- The development portfolio
- L & D Levers to drive business results
And finally, Forman will share three practical tools that can help to insure that the most relevant and meaning business outcomes are addressed and acted upon.
You will learn:
- How L & D must confront past perceptions of its effectiveness before being able to drive business results in the future
- How the hybrid capability and competency framework in conjunction with the development portfolio lead to driving business outcomes
- To apply three practical tools that focus on business outcome measures
There is an increasing outcry against the old-school annual performance appraisal. Media describes performance review as “a curse on corporate America,” ill-advised and bogus. According to Society for Human Resource Management, 95 percent of employees are dissatisfied with their company's appraisal process, and 90 percent don't believe the process provides accurate information. Even if we can all agree it is outdated, the jury is still out about the most impactful way to give feedback about performance. Some studies reveal rationale for finding alternatives to numerical ratings, while others show that rating in any form creates unproductive anxiety. Yet feedback from engagement surveys demonstrate that team members want to know where they stand and what they need to do to move ahead in their career. kCura, developers of the e-discovery software Relativity and one of the fastest growing tech companies in the U.S., decided to replace its annual appraisal process and embarked on an iterative journey to find the best way to provide timely, transparent and development-oriented performance coaching.
This session will cover kCura’s path from annual to monthly performance coaching and lessons learned. It will also include a practical recommendation for a critical mindset shift and three key management skills and tools to accomplish timely feedback, support for career development, and shared ownership for results. We will share our journey at a high level, the tenets of our design, the results of our pilot and the latest version of our performance coaching process.
You will learn:
- Benefits and challenges of instituting performance coaching on monthly basis
- Specific lessons learned along the path from yearly to monthly performance coaching
- Three critical skills needed for managers to hold effective monthly conversations that meet both team member and organizational needs for better performance
Powerful organizational and industrial forces can keep any senior leader from asking (or hearing) uncomfortable questions, creating an answer-centric environment at his or her own peril. They lose sight of the big picture of how things really are, ultimately missing opportunities for innovation and increasing the risk of disruption. This blind spot of what “we don’t know what we don’t know” rests at the core of what Hal Gregersen, Executive Director of the MIT Leadership Center, calls “The Leader’s Dilemma.” Gregersen says reconnecting with your organization begins with asking—and encouraging others to ask—tough questions. By becoming better questioners, leaders unlock new solutions, innovations and processes, ultimately creating greater business value.
This session is designed to help you identify the process and environment in which leaders are most able to expose catalytic questions—the questions that break down barriers and encourage transformational change. Learn ways to create a more question-centric environment in service of the leader and the business. Informed by interviews with hundreds of the world’s most innovative business leaders, it will help you:
- Recognize and change the conditions in which you or others may habitually find yourselves that are limiting your success
- Seek out the uncomfortable, risky and challenging in search of a line of inquiry that will lead to innovative products and process
- Surface your own catalytic questions in real time by applying key questioning tools designed to disrupt the status quo and discover new sources of business innovation.
Wednesday, September 21, 2016
It’s often said, with nods of wise agreement, that any organization is nothing without its people. Countless books and courses on leadership, over many decades, address this well-known and accepted axiom.
Then why are nearly 70% of all employees in the U.S. disengaged at work? Clearly, the conferences, books, courses and motivational speakers are insufficient to make a difference.
This session by WD-40 Company CEO Garry Ridge will be a look “under the hood” of one of the world’s most recognized brands, where employee engagement is above 93%, 98% say they “love to work at WD-40 Company”, and 99% say that their “opinions and values are a good fit” for WD-40 Company. This high engagement has resulted in a company that has doubled in revenue in the last decade, and is on a trajectory to double again in the next.
Garry will share his company’s “learning moments” over the course of his efforts to transform the company’s culture, beginning in 1997. Lessons and principles covered include:
- The personal journey of every servant leader, and why that philosophy is critical
- The emotional connection of a greater purpose that creates high engagement
- How to carefully and consciously choose values that will be embedded in all aspects of leadership and employee development
- Why investing in people who invest in themselves is a secret to succession planning and greater organizational capability
- The difference between a “team” and a “tribe”, and why WD-40 Company strove to create a cohesive tribe that spans 15 countries where employees work
- How company performance results are directly connected to its focus on people
If there is one thing leaders should understand, it is when people development is done right, it is a major competitive advantage. In the fierce battle for talent in the market place, it is paramount for any leader to understand the importance of people development, when attracting and retaining top talent. Forget the annual assessment of performance and competency gaps and join the movement towards continuous development dialogue with solid competency profiles as your guiding tool. This session will focus on how to secure a competency framework that actively supports the business strategy, how corporate learning functions can make a real difference with a 70:20:10 learning approach, and how to create a learning culture where it is more important to measure behavioral change than ROI.
This is how a middle-sized IT company leading its industry is doing it!
You will learn:
- How to link competencies to the business strategy
- Why functional and behavioral competencies are foundational for any organization
- Continuous training and learning through the 70:20:10 learning principles
- Using competency profiles as a dialogue tool for development talks
- Why big data in a small company matters
- Why measure ROI, when you can focus on what really matters
Let’s look at today’s work environment. With the introduction of technology, the work place has changed and continues to change at a fast pace. Many senior leaders recognize that they have to keep up in order to stay competitive. In theory, this concept may be clear. Human Resource departments can work with managers to influence the organization’s environment through transforming its culture, values, systems and processes BUT what about the people?
Historically, the training and development field has focused on how the behavioral sciences influence an individual’s performance. However, recent studies have highlighted how the cognitive sciences can shape the manner in which an employee may alter the thought process around a particular topic.
You will learn:
- How to compare and contrast behavioral and cognitive techniques for change management programs.
- How cognitive psychology can assist us with improving performance and leadership in the workplace.
- How neuroscience techniques can be utilized to assist leaders and teams with change management issues.
As annual performance management processes shift to frequent, development-focused conversations, business and HR leaders are recognizing the value of coaching. Organizations with strong coaching cultures value and invest in professional coach practitioners and managers/leaders using coaching skills in order to support employees at all levels in growing their skills, enhancing their value and reaching their professional goals.
When managers and leaders use coaching skills effectively, outcomes include increased employee engagement and satisfaction, enhanced customer satisfaction, improved goal attainment, and cost reduction. However, the dearth of appropriate training and development opportunities for managers/leaders using coaching skills can hinder the growth of a strong coaching culture. In this practitioner and researcher joint keynote presentation, Priscilla Gill, MBA, SPHR, PCC, Manager of Leadership and Organization Development for Mayo Clinic, and Jenna Filipkowski, PhD, Director of Research at HCI, share insights into leveraging managers and leaders to build a strong coaching culture in your organization.
You will learn:
- How a leading healthcare organization, Mayo Clinic, enabled managers and leaders to use coaching skills effectively to meet their strategic goals.
- How internal coach practitioners, external coach practitioners and managers/leaders using coaching skills can be used in tandem to build strong coaching cultures.
- What training and development opportunities are available to managers/leaders using coaching skills, and how these opportunities may evolve
The Fortune 500, technology firms and advertising agencies have struggled to acquire talent who can succeed at the emerging “intersection roles” created by digital disruption: Organizations need smart creatives, data scientists, marketing technologists, and technically savvy marketers to help them communicate with customers in an always-on world. SapientNitro decided to grow our own talent by creating CMTO University -- an executive development program to grow marketing technologists at scale. You’ll hear about the lessons learned in building transformational development program, the impact created internally and for our employer brand, and a graduate’s view on how it changed not only his career, but his life. The lessons learned have value for anyone seeking to close talent gaps during strategic business shifts.
In this talk you’ll learn:
- How to build a strategy-led business case for a talent program
- How agile methods, leadership development practices, and start-up mindset were used to build the program, and how they’ve been applied to other programs since
- How to redefine the role of executive sponsor for your programs to create sustainable mindset and behavioral shifts for your participants and leaders
In this keynote presentation, we will examine the recent reforms in the performance appraisal process across many firms, especially those that are effectively doing away with it. As Douglas McGregor noted 50 years ago, traditional performance appraisals are an uneasy mix of holding employees accountable for past performance, getting them to improve current performance, and pushing them to develop new skills that will advance their careers. The arguments behind the reforms essentially represent playing down accountability in order to advance learning outcomes.
You will learn:
- What companies are doing to advance learning objectives
- How they are managing the residual accountability concerns, such as awarding merit pay
- What the prospects are for the success of these reforms - what is required to make them work
The landscape of career development has changed significantly in recent years. The traditional career ladder that focuses on advancement, set career paths, and managers driving employee development is no longer consistent with today’s business realities. Flatter, agile organizations make career paths less defined and technology advancements enable greater flexibility in how we work.
Furthermore, employees are taking ownership of their career and thinking more about what they want. As they explore different job opportunities aligned with their passion, works style, and career interests, many are seeing that there are different ways to get where they want to go. Careers paths are now more like subway maps than ladders.
This session will highlight the following MITRE programs.
- MITRE CLEAR Conversations™ – A new approach to performance management that facilitates partnerships between supervisors, work leaders and employees via ongoing conversations to set expectations, provide feedback, and support employee development. These frequent conversations enhance employee performance which improves MITRE’s ability to deliver transformational solutions and system engineering excellence to our sponsors.
- Career Insight – An internal program that provides all MITRE employees with career assessment tools and confidential individualized career coaching to help employees gain selfawareness about their strengths and career aspirations, develop their personal vision of career success, learn about future business needs, and take charge of managing their career. Gallup research reveals that employees who leverage their strengths in their careers are six times more engaged in their jobs, 7.8% more productive and three times more likely to report a higher quality of life*. Career Insight coaches help employees understand how to leverage their strengths for higher performance, impact and career satisfaction. This program also supports MITRE’s strategic workforce planning goals by facilitating employee skill development to meet future business and sponsor requirements.
Join us to discuss how companies can create a culture of career ownership and growth that improves employee engagement and career satisfaction.
Using MITRE as a case study, you will learn:
- An innovative approach to performance management that establishes a growth-based culture by shifting the focus of conversations from assessment to development.
- How to inspire employees to take ownership of their career and create career partnerships increasing employee engagement and improving workforce planning.
- The power of strengths based development in creating high performing teams and an engaged workforce.