transforming your organization to be a high-performance ... · definition of high-performance...

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

"An organization's ability to learn, and translate that learning into action rapidly, is the ultimate

competitive advantage”

-Jack Welch, former CEO GE

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

Why Building A High Performance Learning Organization?

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” :

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)

What Statistic Shows…

37% higher in overall

employee productivity

According to the article “Today’s High-Impact Corporate Learning: The Role of Learning Culture”:

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”:

So you would think more trainings are needed!

RIGHT?

Investment in L&D 2015

2.78B US$

Source: Training Industry Magazine – Leadership 2015 l Special Edition l www.trainingindustry.com/magazine

But how effective trainings are?

But how effective trainings are?

An oil company that built a $20million safety training facility butstill suffered several fatalaccidents nonetheless.

McKinsey & Co. found that only 25% of respondents of a survey found that training improved employees’ performance.

But how effective trainings are?

Only 25% senior managersreport that training was criticalto business outcomes.

But how effective trainings are?

So what is missing?

Another Definition of High-Performance Learning Organization

“An entity learns if, through itsprocessing of information, therange of its potential behavioursis changed.”

- George P. Huber

Organizations

KnowledgeBehavioural

Change

High Performance Learning Organization

Company CULTURE

So how do we create a high performance learning

organization?

Performance Improvement

• Meaning

• Management

• Measurement

3Ms of Learning Organization

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

3Ms of Learning Organization

• Managing learning process

• Support and engagement from management

Management

Leadership

Management

Ability to learn

Motivationto learn

Acquisition + Application of Knowledge and Skills

Business Outcomes

Managing learning processManagement

3Ms of Learning Organization

“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

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

Example

The Google Way of Building A Learning Culture

6 Components of Learning Culture:

Building Trust

“No particular person has a strong say…At Google, everyone is the same.”

– Eric Schmidt,

Google Executive Chairman

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

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

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

Learn from Celebrated Failure

• Google uses failure as a stepping-stone to far better things.

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

“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

What if we train our people and they

leave? What if we don’t train our people and they stay!

You are what you do,

not what you say you’ll do.

~Carl Jung

One last question:What would be the first step for

any behavior change?

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)

Conscious Leadership Model

Ready for some practice?

• 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

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

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

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

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

45

Colour Energies on A Bad Day (Overuse)

AggressiveControllingImpatientDemandingIntolerant

ExcitableUnpredictableIndiscreetFlamboyantHasty

StuffyIndecisiveSuspicious

ColdDetached

DocilePassive

DraggingReliant

Stubborn

Colour Energies

46

Thank you and

any questions?