intuit nme learning journey
TRANSCRIPT
Intuit Confidential and Proprietary1
Re-imagining the New Manager Experience:
A Learning Journey
Jill Coln
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Create an environment where the world’s top
talent can do the best work of their lives.
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1. Accelerate the business impact of new managers
2. Help managers to live and lead through the Intuit Values everyday
3. Promote a One Intuit mindset
4. Enculturate externally hired leaders into Intuit
The Challenge
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How do you support the development of our front-line
leaders and hold them accountable to behavior
change?
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In Summary:
Immerse new
managers in a 6 month
journey to practice desired
behaviors and skills
Create an environment where managers learn from each other
and get candid
feedback
Create experience
s that honors what is unique about Intuit
Continually experiment
and use data to improve
the impact
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New Manager Essentials: A Six Month Learning Journey
243
65
1
360Pre-
Assessment
1st Face-to-Face
2nd Face-to-Face
Pulse Assessment
Monthly VirtualAccelerator Calls
Monthly VirtualAccelerator Calls
360Post-
Assessment
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Reinforcement and Accountability
Complete monthly “Go-Do” assignments to apply
learning on the job
Join monthly coaching calls to reinforce learning, deepen
relationship, and drive accountability
1 32
Create and delegate a stretch assignment to
a member of your team
Meet with stakeholder you need to get alignment with
Ask for feedback from peers. Take away one
action to work on.
Month
Coaching Call with facilitator and table
team
Coaching Call with facilitator and table
team
Final wrap-up virtual session with coach
and table team
Small Groups:
Individualy:
“Hearing how others are putting their learning into practice and having their feedback on situations that I am experiencing is very useful. I learn from their ideas as well as from giving
and receiving coaching.”
-Intuit New Manager
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Measuring Impact
How well did participants like the learning process?• Net Promoter Score benchmarked across multiple companies• Post-Journey Feedback Survey
What did they learn? What knowledge and skills were developed or improved?
Coach observation of application of skill during Virtual calls 90-day 360 Pulse Survey to Manager and Participant
To what extent did a change in behavior occur on the job? Pre and post 360 assessment Success Case to capture anecdotal impacts Post 4 month survey with managers of participants
Weak results
StrongResults
Opportunity to improve
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Which Statement Below Best Characterizes Your Experience Regarding New Manager
Essentials?
I learned something new, have used it, and have ev-idence to describe the impact
I learned something new, have used it, and expect results (not achieved yet)
Mostly a reminder of what I already knew, but also valuable, motivating, and led to worthwhile results
While I may have learned something new, I have not put it to use yet
This training did not cover anything new or useful
0% 10% 20% 30% 40%
28.6%
36.5%
30.2%
3.2%
1.6%
• Almost all respondents found the learning valuable (95%)
• A majority can already point to evident impact (59%)
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Missed Opportunity to Drive Accountability Through Manager’s Manager
Any expectations I had came only from my own thinking
I had some interaction with my boss about my participation, but no dialogue about expectations for results
My boss and I talked generally about how I might benefit from this, but we did not jointly set any expectations
My boss and I jointly discussed and set expectations
0% 10% 20% 30% 40% 50% 60%
51.4%
21.4%
27.1%
0.0%
Over half of respondents had no dialogue with their supervisors to help set expectations