Culture Change at Avaya

Transcription

Culture Change at Avaya
Denison On-Line Forum
Roger
g Gaston, SVP, HR
Steve Fitzgerald, VP,HR
About Avaya
y
 Avaya is the global business
communications expert delivering
open and flexible communication
systems.
t
Those
Th
systems
t
transform the way people
collaborate to enhance
performance and enable growth
for companies small to large.
 Spun off from Lucent in 2000
 Cultural underpinnings from
AT&T and Lucent
© 2010 Avaya Inc. All rights reserved.
2
Global footprint
p
Belleville/Ottawa, ON
Toronto, ON
Denver, CO
Santa Clara, CA
Richardson, TX
Bohemia NY
Bohemia,
Billerica MA
Billerica,
Maidenhead, UK
Galway,
Guilford, UK
Ireland
Basking Ridge, NJ
Headquarters
Frankfurt, DE
Raleigh, NC
Israel
R
Research
h Triangle
Ti
l Guilford,
G ilf d UK
Park, NC
Beijing
Dalian
Shanghai
Dubai
Japan
Mumbai
Pune
Mexico City
Bangalore
Singapore
São Paulo
Key C
K
Corporate
t
Locations
Avaya Lab
Locations
Buenos Aires
10,000+ Avaya Partners
32 Global Delivery Support Centers
~18,000 Employees
Operating in 55 Countries
Sydney
3
Where We Are Today
Leading positions in voice communication-related market
and
d second
d llargestt core d
data
t networking
t
ki iinstalled
t ll d b
base
Strong and increasingly positive
industry analyst endorsements
Leadership positions in multiple
categories
Avaya
#2
Share
Enterprise
Telephony
21%
Cisco
18%
CC
43%
Genesys
15%
Messaging
32%
Cisco
18%
Audio Conf
46%
Cisco
22%
Telephony
Systems
24.6%
Cisco
16.2%
Maintenance
13 8%
13.8%
Siemens
8 3%
8.3%
Data
Avaya is #2 in core data
networking installed base -over 80 million Avaya data ports
are installed globally
Leader in Magic Quadrants
for Corporate Telephony,
Contact Center Infrastructure
and Unified Communications
‘Pre-eminent’ rating in UC
Strong Product and Segment
ratings in Enterprise
Telephony and Contact
Center
One of the Leaders in ‘Ability
to Generate UC Revenue’
Sources: Enterprise Telephony, Telephony: Dell’Oro Group; Maintenance: Intellicom 1Q10; CC: Gartner Group 2009; Messaging: T3i Group 2009;
Audio Conferencing: MZA 2009, Internal Estimates
Avaya Restricted, Confidential & Proprietary
4
6
Where We’re Going
With new product and GTM capabilities, transitioning our
b d positioning
brand
iti i from
f
“Voice”
“V i ” to
t “Business
“B i
C
Collaboration”
ll b ti ”
Business
Collaboration
Unified
Communications
Voice
Business V
B
Value
Phones
Presence/IM
Content
Communications
Video
Web
Conferencing
Context
Avaya Restricted, Confidential & Proprietary
Seamless Multi-modal
Collaboration Experience
for Businesses
5
13
A Golden Opportunity:
Avaya Going Private,
Private October 2007
 $8.2
$8 2 billi
billion definitive
d fi i i merger with
i h private-equity
i
i firms
fi
Silver
Sil
Lake
L k and
d
TPG Capital
– Accelerated the execution of our strategy
– Offered the opportunity to extend technology and services leadership
– Permitted us to continue to be the market leader among our
competitors (Nortel acquisition, investment in product)
– Accelerated the pace of change across Avaya (people, process, and
technology)
6
Growth through Acquisition and
Partnership
Tata Telecom
VPNet Technologies
Ubiquity
Spectel
Cyber IQ Systems
Tenovis
Quintus Corporation
Route Science
Expanets
Nimcat Networks
Traverse
Networks
Vista Information
Technologies
2001 2002
2003
2004
2005
2006
Nortel
Enterprise
Solutions &
NGS
Ad
Adomo
Konftel
Agile
2007 2008 2009 2010
7
Fundamental Change:
Shifting Strategies and Products
Ubiquity
Tata Telecom
VPNet Technologies
Spectel
Cyber IQ Systems
Tenovis
Quintus Corporation
Route Science
Expanets
Nimcat Networks
Traverse
Networks
Vista Information
Technologies
PBX
to VOIP
to
Unified Communications
to
Nortel
Enterprise
Solutions &
NGS
Adomo
Konftel
Agile
Business Collaboration
8
Breaking Counterproductive Behavioral
Patterns: Our Methodology….
• Identify the Destination
(2007/8)
• Determine the culture required to
transform Avaya’s business in
post buyout world
post-buyout
• Assess the Current Culture
(2008)
• Identify the roots of the culture,
the stories, and the most
counterproductive patterns
• Close the Gap (2009-present)
• Transform all forms of
reinforcement to consistently
reinforce the same desired
behaviors
9
Future State: Many Models, Same Fundamental
Conclusions…..
Goals
Metrics
Culture
Governance
Cadence
Sociability
y
Two Dimensions, Four Cultures
high
Networked
Communal
low
Fragmented
Mercenary
low
high
Performance Enablers
Culture & Behavior
Solidarity
Individual
Accountability
“Kids”
“Teens”
Creativity
Competence
(Achievement)
Let it
happen
(Self-actualization)
“Can do”
Collaboration
Control
(Affiliation)
Open Source
O
S
(Order & Security)
IBM
Google
“Moms”
Microsoft
Group
Accountability
Make it
happen
“Did do”
“Dads”
Current State: Understanding the
p
Behaviors….
Counterproductive
 Learning Map Feedback
 Observations and
comparisons (vs. growth
cultures)
Three Year Transformation
Critical characteristics of execution & outcomes based cultures
FY10
FY09
FY08
GET SET
GET SET
Change Intensive
Cultural Transformation
GET READY
GET READY
POISED FOR GROWTH
POISED FOR GROWTH
Focus on Results
• New executives
• New employees
Low Growth
Company
High Growth
Company
• Few
F
analysts
l t
 Interviews with departed
employees
 Denison baseline (2008)
 Marketing-style focus
groups
 Executive dialogue – their
intuition matters
11
The Roadmap (2008):
y Needed to Add
The Behaviors Avaya
 EVERYTHING starts & ends with the
customer
 Corporate
p
priorities
p
= Individual & team
priorities
Via aligned goals & MBOs
Strong individual accountability
 Meritocracy
Accomplishment is what matters, not just
relationships
Differentiation based on results
 Intolerant of poor performance
Relationships can’t overrule facts…
…but not trying to be Oracle or EMC
Immediate corrective action…but the goal
is correction, not termination!
It’ better
It’s
b tt to
t say “I don’t
d ’t know”
k
” than
th to
t
pretend that you do (and hope others
don’t notice)
If you need help to solve the problem, ask
for it
 Everyone knows the competition and
our strategy to win
 Transparency is the rule, especially
when it comes to results
 Decision-making cadence is clear,
bias is to act (80/20), and there is an
execution ethic
Decisions are cross-functional & based
on facts (vs. personal relationships)
Disciplined gate reviews & crisp
execution once decision is made
 Competitive energy of employees is
focused on Cisco, Genesys, Nortel,
Microsoft….
Not internally-focused, silo-based
competition
 Teams are our building block,
block and
often cross-functional/fluid
 There is a place for risk-taking
innovators with a compelling idea or
argument that is “against the grain”
 Extreme specialization is the
exception,
ti
nott the
th rule
l
Strong functional skills complimented by
business acumen
 Those that are fact-oriented, direct,
results-first, execution-oriented risk
takers tend to like these cultures most
Denison Results and Key Outcomes
Market share, revenue growth
Focus on
Adaptability
& Mission
Innovation,
customer
satisfaction
ti f ti
Profitability,
ROA,, ROI
Quality, employee satisfaction
13
Example: Understanding the
Counterproductive Behaviors
Behaviors….
VICE PRESIDENT
DIRECTOR
MANAGER
MANAGEMENT ASSOC.
SENIOR MANAGER
OCCUPATIONAL
The “Nipping
pp g Mechanism”
The Roadmap: Critical Characteristics of
E
Executionti
& Outcomes-Based
O t
B
dC
Cultures
lt
EVERYTHING starts & ends with the
customer
Corporate priorities = Individual & team
priorities
– Via aligned goals & MBOs
– Strong individual accountability
Meritocracy
– Accomplishment is what matters, not
just relationships
– Differentiation based on results
Intolerant of poor performance
– Relationships can’t overrule facts…
…but
but not trying to be Oracle or EMC
• Immediate corrective action…but the
goal is correction, not termination!
– It’s better to say “I don’t know” than to
don’t notice)
• If you need help to solve the problem,
ask for it
Everyone
y
knows the competition
p
and our
strategy to win
Transparency is the rule, especially when
it comes to results
Decision-making cadence is clear, bias
is to act (80/20), and there is an
execution ethic
– Decisions are cross-functional &
based on facts (vs. personal
relationships)
– Disciplined gate reviews & crisp
Competitive energy of employees is
Microsoft….
– Not internally-focused, silo-based
competition
Teams are our building block, and
ft cross-functional/fluid
f
ti
l/fl id
often
There is a place for risk-taking
innovators with a compelling idea or
Extreme specialization is the
exception, not the rule
– Strong functional skills
complimented by business acumen
Th
Those
that
th t are fact-oriented,
f t i t d direct,
di
t
Avaya – Proprietary & Confidential. Under NDA
15
The “Nipping
pp g Mechanism”
Ali ti i &
and
d cascading
di Bgoals
l d with
ithltmetrics
t i should
h ld
E Aligning
ExecutionOutcomes-Based
O
t
C
Cultures
be a priority in building
the management
system
Decision-making
cadence is clear, bias
• Immediate corrective action…but the
goal is correction, not termination!
– It’s better to say “I don’t know” than to
don’t notice)
Strategic
LOB perf.
• If you need help to solve
the problem,
planning
reviews
ask for it
Everyone
y
p
and our
strategy to win
it comes to results
360-degree
Comp
alignment
performance
reviews
Mgmt
dashboard
Supporrt
orgs
Service
es
SB
Sales
CC
execution
ethic
Enterprise are cross-functional &
– Decisions
goals
based
on facts (vs. personal
relationships)
Metrics
Microsoft….
competition
Business
Human
Customer
Teams
are our building
block,
process
p
capital
p and
f
ti
l/fl id
often
innovators
a compelling idea or
Governancewith
Cadence
exception,
not the rule
Sales
&
Resource
BoD
Roadmap
Growth
Ops
allocation
Reviews
summits
– Strong
functional
skills review
reviews
Th
Those
that
f t i t d direct,
di
t
Performance enablers
UC
customer
Corporate priorities = Individual & team
priorities
– Via aligned goals & MBOs
Meritocracy
just relationships
– Relationships can’t overrule facts… Financial
…but
Market &
competitive
analysis
Leadership
development
Hiring, training &
retention plans
Culture
16
The “Nipping
pp g Mechanism”
Ali ti i &
and
d cascading
di Bgoals
l d with
ithltmetrics
t i should
h
Create a ld
common
E Aligning
O
t
C
Cultures
understanding of the data
be a priority in building
the management
system
and its implications
Decision-making
cadence is clear, bias
• Immediate corrective
the
Create action…but
clear
goal is correction,
notplans
termination!
action
–
– It’s better to say “Ilinked
don’t know”
than to
to
pretend that you do
(and hope others
business
don’t notice)
objectives
Strategic
LOB perf.
• If you need help towith
solve
the problem,
planning
reviews
ask for it
accountability
Everyone
y
p
and our
strategy to win
it comes to results
360-degree
Comp
alignment
performance
reviews
Supporrt
orgs
Service
es
SB
Sales
CC
execution
ethic
Enterprise are cross-functional &
– Decisions
goals
based
relationships)
Metrics
Microsoft….
competition
Business
Human
Customer
Teams
are our building
block,
process
p
capital
p and
f
ti
l/fl id
often
innovators
a compelling idea or
Governancewith
Cadence
exception,
not the rule
Sales
&
Resource
BoD
Roadmap
Growth
Ops
allocation
Reviews
summits
– Strong
functional
skills review
reviews
Th
Those
that
f t i t d direct,
di
t
Performance enablers
UC
customer
Track progress
Corporate prioritiesand
= Individual
make course& team
priorities
corrections as
– Via aligned goals &needed
MBOs
Meritocracy
just relationships
– Relationships can’t overrule facts… Financial
…but
Establish priorities
(fewer is better)
Moving
Forward
Mgmt
dashboard
Market &
competitive
analysis
Leadership
development
Hiring, training &
retention plans
Engage
employees at
various levels in
the process
Culture
Articulate the
desired future
state
17
The “Nipping
pp g Mechanism”
Ali ti i &
and
d cascading
di Bgoals
l d with
ithltmetrics
t i should
h
Create a ld
common
E Aligning
O
t
C
Cultures
be a priority in building the management system
customer
Track progress
execution
ethic
EnterCorporate prioritiesand
= Individual
make course& team
prise are cross-functional &
priorities
– Decisions
corrections as
goals
based
MBOs
Executive
relationships)
Success Profiles define drivers of superior
Leaders
performance across
four employee
segments
Meritocracy
execution
once decision
is made
• Plan for the Future of All Avaya
Stakeholders
– Accomplishment is what matters,
not are additive,
Profiles
depicting energy
the maturation
Competitive
of employees is
• Manage the Business, Not the
just relationships
focusedfrom
on Cisco,
Genesys,
Nortel,
expected in moving
one level
to the next
Work
Metrics
Microsoft….
Organizational
• Passionately Inspire,
Lower order competencies
are
not
“left
behind,”
Communicate and Lead by
Leaders
EstablishExample
priorities
rather they form the
foundation for the
competition
(fewer
is
better)
acquisition
of
new
skills
• See (and Create) the Bigger
Business
Human
•
See
(and Create) the Bigger
Customer
Financial Teams
are our building
block,
Picture
process
p
capital
p and
Picture
…but
f
ti
l/fl id
often
• Navigate Change and Ambiguity • Navigate Change and Ambiguity
the
Create action…but
clear
• Build and Engage Teams
goal is correction,
not
termination!
People
action plans –
innovators
a compelling idea or • Lead and Influence Astutely and • Build and Engage Teams
Governancewith
Cadence
• Lead and Influence Astutely and
don’t know”
than to
argument that is Leaders
“against the grain” Courageously
to
Courageously
pretend that you do
(and hope others
business
Extreme specialization
isPerformance
the
• Manage Work and Performance
• Manage Work and
don’t notice)
objectives
exception,
not the rule
Sales
&
Resource
Strategic
LOB perf.
Roadmap
Growth
• Motivate and Move the Team
• Motivate andBoD
Move the
Team
solve
the problem,
Ops
allocation
planning
reviews
Reviews
summits
Forward
Forward
Forward
– Strong
functional
skills review
ask for it
reviews
accountability
complimented
by
business
acumen
• Create Capabilities
Individual
Everyone
y
p
and our
• Build and Maintain Effective
Th
Those
that
th •t Build
are
fact-oriented,
fandtMaintain
i tEffective
d direct,
di
t • Build and Maintain Effective
strategy to win
Contributors
Performance
enablers
Relationships
Relationships
results-first,
execution-oriented risk Relationships
Engage
Transparency is the rule, especially
when
takers tend
to like these cultures most
• Bold
• Bold
• Bold
• Bold
it comes to results
employees
at
360-degree
Market &
Leadership @ Avaya
Supporrt
orgs
Service
es
SB
Sales
CC
UC
“Building Blocks” of Superior Leadership
Moving
Forward
Comp
alignment
• Fact-based
Mgmt
performance
dashboard
• Agile
reviews
• Cross-organizationally Effective
• Fact-based
Leadership
competitive
development
• Agile
analysis
• Fact-based
Hiring, training &
retention plans
• Agile
• Empowered
• Empowered
• Empowered
• Transparent
• Transparent
Culture
• Empowered
Articulate the
desired future
state
• Transparent
• Transparent
Fact-based
various• levels
in
• Agile
the process
Technical / Functional Skills and Knowledge
©2010. All rights reserved.
7
18
The “Nipping
pp g Mechanism”
Ali ti i &
and
d cascading
di Bgoals
l d with
ithltmetrics
t i should
h
Create a ld
common
E Aligning
O
t
C
Cultures
be a priority in building the management system
customer
Track progress
execution
ethic
EnterCorporate prioritiesand
= Individual
make course& team
prise are cross-functional &
priorities
– Decisions
corrections as
goals
based
MBOs
Executive
relationships)
Success Profiles define drivers of superior
Leaders
–
Disciplined
gate
reviews
&
crisp
Blocks
The 5 Conversations
Talent
Management Processes / Tools
performanceBuilding
across
four employee
segments
Meritocracy
execution
once decision
is made
• Plan for the Future of All Avaya
Success Profiles feed
all
Talent
Management
tools and processes including those below
Stakeholders
plus performance coaching, career planning, short and long-term incentives, etc.
– Accomplishment is what matters,
not are additive,
Profiles
depicting energy
the maturation
Competitive
of employees is Talking
•
Manage
the
Business,
Not the
just relationships
focusedfrom
on Cisco,
Genesys,
Nortel,
expected in moving
one level
to the next
Work
STRATEGY
Metrics
Microsoft….
Organizational
• Passionately Inspire,
Lower order competencies
are not “left behind,”
Goal Setting and
Communicate and Lead by
– Not internally-focused,
silo-based
Leaders
Establish
priorities
rather they form the
foundation
for
the
Example
Alignment
competition
(fewer
is
better)
acquisition
of
new
skills
Business
Human
•
See
(and Create) the Bigger
Customer
Financial Teams
are our building
block,
Picture
process
p
capital
p and
Picture
…but
M
ManagerMaker
M k
f
ti
l/fl id
often
Talking
Goal Setting • Navigate Change and Ambiguity
• Navigate Change and Ambiguity
Success
Profiles
Scorecard
the
Create action…but
clear
Process • Build and Engage Teams
There
is
a
place
for
risk-taking
RESULTS
•
Build
and
Engage
Teams
goal is correction,
notplans
termination!
Performance
action
–
innovators
a People
compelling idea or • Lead and Influence Astutely and
Governancewith
Cadence
Individual
• Lead and
Influence Astutely and
Management
Relative Contribution
don’t know”
than to
argument that is Leaders
“against the grain”
to
Courageously
Contributor
Courageously
Assessment
pretend that you do
(and hope others
business
Extreme specialization
isPerformance
the
• Manage Work and
don’t notice)
objectives
exception,
not the rule
Sales
&
Resource
Strategic
LOB perf.
Roadmap
Growth
• Motivate andBoD
Move the
Team
solve
the
problem,
Talking
Ops
allocation
planning
reviews
Reviews
summits
Forward
Forward
Forward
– Strong
functional
skills review
ask for it
reviews
REWARDS
accountability
People
complimented
by
business
acumen
Individual
Everyone
y
p
and our
Leader
P• Build
for
f
and Maintain Effective
Th
Those
that
th •t Build
are
fact-oriented,
fandtMaintain
i tEffective
d direct,
di
t Pay
strategy to win
Contributors
Performance
enablers
Relationships
Relationships
Performance
Talking TalentRelationships Selection
results-first,
execution-oriented risk
Engage
Transparency is the rule, especially
when
takers tend
to like these cultures most
Process • Bold
• Bold
• Bold
• Bold
it comes to results
employees at
360-degree
Market &
Leadership @ Avaya
“Building
Blocks” of Superior
Leadership
Integrating
Success
Profiles
into Avaya
Executive
Leaders
• Create and Communicate a
Powerful Vision and Purpose
Organizational
Leaders
Picture
People
Leaders
Individual
Contributors
• Bold
• Focus on Creating Stakeholder
Value
• Manage the Business versus
Managing Work
Picture
• Deal with Change and Ambiguity
Courageously
Courageously
• Motivate and Enable the Team
to Perform
to Perform
Relationships
Relationships
Relationships
• Bold
• Bold
• Bold
to Perform
• Fact-based
• Fact-based
• Fact-based
• Fact-based
• Agile
• Agile
• Agile
• Agile
• Cross-functionally Effective
• Empowered
• Empowered
• Empowered
• Empowered
• Transparent
• Transparent
• Transparent
• Transparent
Leadership Success Profiles
Building Blocks for Individual Contributors
 Bo ld
–
–
–
–
Moving
Forward
Custo mer Focus. Is dedicat ed to meeting the expectations and requirements of inter nal and external cust omers. Gets first-hand c ustomer inf ormation and uses it for improvements in
products and services. Acts with customers in mind. Establishes and maintains effective relationships with customers and gains their trust and respect.
Creativity. Comes up with a lot of new and unique ideas. Easily makes the connections among previously unrelated notions. Tends to be s een as original and valu e-adding in
brainstorming
 Bo ld settings.
Stand ing –Alone.
Will
stand
up and
be counted;
do esn't
pers onalons
responsibility;
can beof
c ounted
when
timescust
areomers.
tough; Gets
willingfirst-hand
to be theconly
champion
for anand
ideauses
or position;
Cust
o mer
Focus.
Is dedicat
ed to meet
ingshirk
the expectati
and requirements
i nter nalon
and
external
ustomer
i nformation
it for i mprovements in
is comfortableproducts
working and
alone
on a tough
services.
Actsassignment.
with customers i n mind. Establ ishes and mai ntai ns effecti ve relati onships with customers and gai ns t heir trust and respect.
– Creat ivity. Comes up wi th a lot of new and uni que ideas. Easil y makes t he connections among previously unrel ated notions. Ten ds to be s een as origi nal and valu e-adding in
brainstorming settings.
Busin ess Acum en. Knows how businesses work. Knowledgeable in current and possible future policies, prac tices, trends, technology, and information affecting the business and
– Stand ing Alone. Wil l stand up and be counted; do esn't shirk pers onal responsibi lity; can be c ounted on w hen times are tough; will ing to be the only champion for an idea or position;
organization. Knows the competition. Is aware of how strategi es and tactics work in the marketplac e.
is comfortable working alone on a tough assignment.
Problem Solving. Uses rigorous logic and methods to solve difficult problems with effective solutions. Probes all fruitful sources for answers. Can see hidden problems. Is excellent at
 Fanalysis.
act-b ased
honest
Looks beyond the obvious and do esn’t stop at the first answers.
 F act-b ased
–
Supporrt
orgs
Service
es
SB
Sales
CC
UC
The 5 Conversations and Beyond
– Busin ess Acum en. Knows how businesses work. Knowl edgeabl e i n curr ent and possibl e future policies, prac tices, trends, technol ogy, and information affecting th e business and
 Ag ile
organi zati on. Knows the competition. Is aware of how strategi es and tactics work i n the marketpl ac e.
– Intellectual Horsepower. Is bright and intelligent. Deals with concepts and complexity comfort ably. Described as intellectually sharp, capable and agile.
– Problem Solving. Uses rigorous l ogic and methods to sol ve di fficult problems wi th effective solutions. Probes all fruit ful sources for answers. Can see hidden problems. Is excell ent at
– Learning on honest
the Fly.analysis.
Learns quickly
facing
new problems.
A relentless
andfirst
versatile
learner. Open to change. Analyzes both successes and failures for clues to improvement.
Looks when
beyond
the obvious
and do esn’t
stop at the
answers.
Experiments and will try anything to find s olutions. Enjoys the challenge of unfamiliar tasks. Quickly grasps the essenc e and the underlying structure of anything.
 Ag ile
 Cross-organization ally Eff ective
– Intellectual Horsepower. Is bright and intell igent. Deals with concepts and compl exi ty comfort ably. Described as intell ectual ly sharp, capabl e and agile.
– Peer Relationsh ips. Can quickly find common ground and solve problems for the good of all. C an represent his/her own interests and yet be fair to other groups. Can solve problems
Learning
on of
thenoise.
Fly. Learns
when
facingand
new
ems. A relentl
andtrust
versati
learner.oOpen
toEncourages
change. Analcollaboration.
yzes both successes
and fai lures
for clues to improvement.
with peers–with
a minimum
Is seenquickl
as a yteam
player
is probl
cooperative.
Easilyess
gains
andlesupport
f peers.
C an be candid
with peers.
Experiments and wil l try anythi ng to fi nd s olutions. Enjoys the challenge of unfami liar tasks. Quickl y grasps the essenc e and the underl yi ng structure of anything.
– Conflict Management. Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focus ed listening; can hammer out tough agreements and settle disputes
Effget
ective
 Cross-organizationally
equitably;
can fin d common ground and
cooperation with minimum noise.
– Peer Relationsh ips. Can quickl y find common ground and solve problems for the good of all. C an represent his/her own interests and yet be fair to other groups. Can solve problems
with peers wi th a mi nimum of noise. Is seen as a team player and is cooperative. Easil y gai ns tr ust and support of peers. Encourages coll aboration. C an be candid with peers.
– Action Or iented. Enjoys working har d. Full of energy for the things seen as challenging. Not fearful of acting with a minimum of planning. Seizes more opportunities than others.
– Conflict Management. Steps up to confl icts, seeing them as opportunities; reads situations quickly; good at focus ed li stening; can hammer out tough agreements and settle disputes
– Drive for Results.
C an be
on to exc
eed and
goalsgetsuccessfully.
co nstantly
and
consistently a strong performers. Very bott om-line oriented. Steadfastly pushes self and others
equi tably;
cancounted
fin d common
ground
cooperationIswith
mi nimum
noise.
for results.
 Emp owered
 T ran sparen t
– Action Or iented. Enjoys working har d. Ful l of energy for the thi ngs seen as challenging. Not fearful of acting with a minimum of planning. Seizes more opportunities than others.
– Integr ity andTrust. Is widely trusted. Is seen as a direct, truthful individual. Can present the unvarnished truth in an appropriate and helpful manner. Ke eps confidences. Admits
– oesn’t
Drivemisrepresent
for Results.him/hers
C an be counted
on to exc
eed goals successfull y. Is co nstantly and consistentl y a strong performers. Very bott om-li ne or iented. Steadfastl y pushes self and others
mistakes. D
elf for personal
gain.
for results.
– Infor ming. Provides the information people need to know to do their job and to feel good about being a member of the team, unit, and/or organization. Provides individuals
information
o that they
 T ranssparen
t c an make accurate decisions. Is timely with information.
 Emp owered
–
–
Integr ity and Trust. Is widel y trusted. Is seen as a direct, truthful individual . Can present the unvarnished truth i n an appropriate and helpful manner. Ke eps confidences. Admits
mistakes. D oesn’t misrepresent him/hers el f for per sonal gain.
©2010. All rights res erved.
5
Infor ming. Provides the i nformation people need to know to do thei r j ob and to feel good about being a member of the team, uni t, and/or organizati on. Provides indi vi duals
informati on s o that they c an make accurate deci sions. Is timely wi th infor mati on.
5
Building Blocks for People Leaders
 Manage Work and Performance
– Directing Others. Is good at establishing clear directions. Sets stretching objectives. Distributes the workload appropriately. Lays out work in a well-planned
and organized manner. Maintains two-way dialog with others on work and results. Brings out the best in people. Is a clear communicator.
– Managing and Measuring Work. Clearly assigns responsibilities for tasks and decisions. Sets clear objectives and measures. Monitors process, progress,
and results. Designs feedback loops into work.
– Directing Others. Is good at establishing clear directions. Sets stretching objectives. Distributes the workload appropriately. Lays out work in a well-planned
 Motivate and and
Enable
themanner.
TeamMaintains
to Perform
organized
two-way dialog with others on work and results. Brings out the best in people. Is a clear communicator.
– Managing
and Measuring
Clearly
for tasks
anddirect,
decisions.
Sets clear
objectives and
measures.
Monitors process, progress,
– Managerial
Courage. Doesn’t
hold backWork.
anything
thatassigns
needs toresponsibilities
be said. Provides
current,
complete,
and “actionable”
positive
and corrective
results.
feedback
loops
work.
feedback to and
others.
Lets Designs
people know
where
theyinto
stand.
Faces up to people problems on an person or situation (not including direct reports) quickly and
directly. Is not afraid to take negative action when necessary.
 Motivate and Enable the Team to Perform
– Motivating Others. Creates a climate in which people want to do their best. Can motivate many kinds of direct reports and team or project members. Can
assess each
person’s hotCourage.
button and
use it hold
to getback
the best
out of
him/her.
tasks
and decisions
others.
Invites input
from and
eachcorrective
– Managerial
Doesn’t
anything
that
needs Pushes
to be said.
Provides
current,down.
direct,Empowers
complete, and
“actionable”
positive
feedback
to others.and
Lets
peopleMakes
know where
they stand.
Faces
up work
to people
problemsIson
an person
or situation
(not including
direct reports) quickly and
person and shares
ownership
visibility.
each individual
feel
his/her
is important.
someone
people
like working
for and with.
– Priority Setting. Spends his/her time and the time of others on what’s important. Quickly zeros in on the critical few and puts the trivial aside. Can quickly
sense what
help or hinder
accomplishing
a goal.
roadblocks.
Creates
focus.
– will
Motivating
Others.
Creates a climate
inEliminates
which people
want to do
their best.
Can motivate many kinds of direct reports and team or project members. Can
assess each person’s hot button and use it to get the best out of him/her. Pushes tasks and decisions down. Empowers others. Invites input from each
person and shares ownership and visibility. Makes each individual feel his/her work is important. Is someone people like working for and with.
 Create Capabilities
– Developing
– Priority
Direct Reports
Setting.and
Spends
Others.
his/her
Provides
time and
challenging
the time of
and
others
stretching
on what’s
tasksimportant.
and assignments.
Quickly zeros
Holdsinfrequent
on the critical
development
few anddiscussions.
puts the trivial
Is aware
aside. of
Can quickly
each person’s
sense
career
what
goals.
will help
Constructs
or hinder
compelling
accomplishing
development
a goal. plans
Eliminates
and executes
roadblocks.
them.
Creates
Pushes
focus.
people to accept developmental moves. Will take on
those who need help and further development. Cooperates with the developmental system in the organization. Is a people builder.
– Hiring and Staffing. Has a nose for talent. Hires the best people from inside and outside. Is not afraid of selecting strong people. Assembles talented staffs.
– Developing Direct Reports and Others. Provides challenging and stretching tasks and assignments. Holds frequent development discussions. Is aware of
 Build and Maintain
Effective
Relationships
each person’s
career goals.
Constructs compelling development plans and executes them. Pushes people to accept developmental moves. Will take on
– Interpersonal Savvy. Relates well to all kinds of people – up, down, and sideways, inside and outside the organization. Builds appropriate rapport. Builds
– Hiring
and Staffing.
Has a Uses
nose for
talent. Hires
the best
and outside.
Is notcomfortably.
afraid of selecting strong people. Assembles talented staffs.
constructive
and effective
relationships.
diplomacy
and tact.
Can people
defuse from
eveninside
high-tension
situations
– Understanding Others. Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; what they
 Build and Maintain Effective Relationships
value and how to motivate them; can predict what groups will do across different situations.
– Interpersonal Savvy. Relates well to all kinds of people – up, down, and sideways, inside and outside the organization. Builds appropriate rapport. Builds
– Personal Learning. Picks up on the need to change personal, interpersonal, and managerial behavior quickly. Watches others for their
constructive and effective relationships. Uses diplomacy and tact. Can defuse even high-tension situations comfortably.
reactions to his/her attempts to influence and perform, and adjusts. Seeks feedback; is sensitive to changing personal demands and
– Understanding
Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; what they
requirements
and changesOthers.
accordingly.
©2010. personal
All rights reserved.
6
reactions to his/her attempts to influence and perform, and adjusts. Seeks feedback; is sensitive to changing
demands and
requirements and changes accordingly.
Comp
alignment
• Fact-based
Organizational
Mgmt
performance
Leader
dashboard
• Agile
reviews
6
• Fact-based
Leadership
competitive
development
• Agile
analysis
Building Blocks for Organizational Leaders
 See (and Create) the Bigger Picture
– Innovation Management. Is good at bringing the creative ideas of others to market. Has good judgment about which creative ideas and suggestions will
work. Has a sense about managing the creative process of others. Can facilitate effective brainstorming. Can project how potential ideas may play out in the
marketplace.
– Total Work Systems. Is dedicated to providing organizational or enterprise-wide common systems for designing and measuring work processes. Seeks to
reduce variances
in organizational
processes.
thethe
highest-quality
products
and
meetjudgment
the needs
and which
requirements
internal
– Innovation
Management.
Is goodDelivers
at bringing
creative ideas
of others
toservices
market. which
Has good
about
creativeof
ideas
and and
suggestions will
external customers.
Is a
committed
to continuous
throughofempowerment
and management
by data. Leverages
technology
to positively
impact
work. Has
sense about
managing improvement
the creative process
others. Can facilitate
effective brainstorming.
Can project
how potential
ideas
may play out in the
quality. Is willing
to re-engineer processes from scratch. Is open to suggestions and experimentation. Creates a learning environment leading to the most
marketplace.
efficient and effective work processes.
– Total Work Systems. Is dedicated to providing organizational or enterprise-wide common systems for designing and measuring work processes. Seeks to
reduce variances in organizational processes. Delivers the highest-quality products and services which meet the needs and requirements of internal and
 Navigating Change
and Ambiguity
external customers. Is committed to continuous improvement through empowerment and management by data. Leverages technology to positively impact
quality.
Is willing
toeffectively
re-engineer
processes
from scratch.
open comfortably.
to suggestions
and
experimentation.
Creates
a learning
– Dealing with
Ambiguity.
Can
cope
with change.
Can shiftIsgears
Can
decide
and act without
having
the totalenvironment
picture. Isn’t leading
upset to the most
when thingsefficient
are up inand
theeffective
air. Can work
comfortably
handle risk and uncertainty.
processes.
– Decision Quality. Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and
 Navigating Change and Ambiguity
judgment. Most of his/her solutions and suggestions turn out to be correct and accurate when judged over time. Sought out by others for advice and
solutions.– Dealing with Ambiguity. Can effectively cope with change. Can shift gears comfortably. Can decide and act without having the total picture. Isn’t upset
when things are up in the air. Can comfortably handle risk and uncertainty.
– Organizing. Can marshal resources (people, funding, material, support) to get things done. Can orchestrate multiple activities at once to accomplish a goal.
Uses resources
effectively
and Makes
efficiently.
Arranges
information
and files in how
a useful
manner.
– Decision
Quality.
good
decisions
(without considering
much
time it takes) based upon a mixture of analysis, wisdom, experience, and
 Build and
Engage
Teams
solutions.
Culture
Organizing.
CanBlends
marshal
resources
(people,
funding,
material,
to get things
done.
Can orchestrate
multiple
at once Fosters
to accomplish a goal.
– Building–Effective
Teams.
people
into teams
when
needed.
Createssupport)
strong morale
and spirit
in his/her
team. Shares
winsactivities
and successes.
resources
effectively
and efficiently.
Arranges
and files
in a useful
open dialog.Uses
Lets people
finish
and be responsible
for their
work.information
Defines success
in terms
of themanner.
whole team. Creates a feeling of belonging in the team.
– Sizing Up People. Is a good judge of talent. After reasonable exposure, can articulate the strengths and limitations of people inside and outside the
 Build and Engage Teams
organization. Can accurately project what people are likely to do across a variety of situations.
– Building Effective Teams. Blends people into teams when needed. Creates strong morale and spirit in his/her team. Shares wins and successes. Fosters
open dialog.
Lets people
finish
and be responsible for their work. Defines success in terms of the whole team. Creates a feeling of belonging in the team.
 Lead and Influence
Astutely
and
Courageously
– Command
– Skills.
SizingRelishes
Up People.
leading.
Is a good
Takesjudge
unpopular
of talent.
stands
Afterifreasonable
necessary. exposure,
Encourages
candirect
articulate
and tough
the strengths
debate but
andisn’t
limitations
afraid toofend
people
it and
inside
moveand
on.outside
Is
the
looked to fororganization.
direction in aCan
crisis.
Faces adversity
headpeople
on. Energized
challenges.
accurately
project what
are likelybytotough
do across
a variety of situations.
– Organizational Agility. Knowledgeable about how organizations work. Knows how to get things done both through formal channels and the informal
 Lead and Influence Astutely and Courageously
network. Understands the origin and reasoning behind key policies, practices, and procedures. Understands the cultures of organizations.
– Command Skills. Relishes leading. Takes unpopular stands if necessary. Encourages direct and tough debate but isn’t afraid to end it and move on. Is
looked to for direction in a crisis. Faces adversity head on. Energized by tough challenges.
• Empowered
• Empowered
– Organizational Agility. Knowledgeable about how organizations work. Knows how to get things done both through formal channels and the informal
7
Executivethe
Articulate
Leader
desired future
state
• Transparent
7
Avaya – Proprietary
& Confidential. Under NDA
• Transparent
Building Blocks for Executive Leaders
 Plan for Future Success of all Avaya Stakeholders
• Fact-based
Hiring, training &
Talking
retention plans
• Agile
TALENT
Fact-based
various• levels
in
• Agile
the process
Talent Inventory
and
• Empowered
Succession
• Cross-organizationally Effective Succession
Management
• Empowered
• Transparent
• Transparent
– Managing Vision and Purpose. Communicates a compelling and inspired vision or sense of core purpose. Talks beyond today. Talks about
possibilities. Is optimistic. Creates mileposts and symbols to rally support behind the vision. Makes the vision shareable by everyone. Can
inspire and motive entire units or organizations.
 Plan for Future Success of all Avaya Stakeholders
– Strategic Agility. Sees ahead clearly. Can anticipate future consequences and trends accurately. Has broad knowledge and perspective. Is
future oriented. Can articulately paint a credible pictures and visions of possibilities and likelihoods. Can create competitive and breakthrough
possibilities. Is optimistic.
p
p
Creates mileposts
p
and symbols
y
to rallyy support
pp behind the vision. Makes the vision shareable byy everyone.
y
Can
strategies and plans
plans.
– Negotiating. Can negotiate skillfully in tough situations with both internal and external groups. Can settle differences with minimal noise.
Can win concessions without damaging relationships. Can be both direct and forceful as well as diplomatic. Gains trust quickly of other
parties to the negotiations. Has a good sense of timing.
strategies and plans.
Talking and Knowledge
Technical / Functional Skills
– Negotiating.
negotiateManaging
skillfully in tough
situations
 Manage the
BusinessCan
versus
the
Workwith both internal and external groups. Can settle differences with minimal noise.
– Global Business
Knowledge.
Understands
business
onofa timing.
global scale. Understands what works in many countries. Understands what’s
parties to
the negotiations.
Has a good
sense
different from country to country. Understands global differences in customers. Knows how capital flows and operates internationally.
Understands
that different
laws and regulations
global business.
Is learning agile. Understands that different approaches work in
 Manage
the Business
versusgovern
Managing
the Work
different places.
– Global Business Knowledge. Understands business on a global scale. Understands what works in many countries. Understands what’s
– Managing Through Systems. Can design practices, processes, and procedures which allow managing from a distance. Is comfortable
letting things manage themselves without intervening. Can make things work through others without being there. Can impact people and
Understands that different laws and regulations govern global business. Is learning agile. Understands that different approaches work in
results remotely.
different places.
– Managing
Systems. Can design practices, processes, and procedures which allow managing from a distance. Is comfortable
 Inspire and
Lead byThrough
Example
– Humility. Can
get remotely.
things done quietly without unnecessary noise. Quickly admits flaws and mistakes. Is careful to make others comfortable.
results
Is authentic. Helps others save face in difficult situations. Maximizes the contribution of all. Encourages the expression of viewpoints from all
concerned. Is modest and self-effacing. Respects the views of others.
 Inspire and Lead by Example
– Humility. Can get things done quietly without unnecessary noise. Quickly admits flaws and mistakes. Is careful to make others comfortable.
Is authentic. Helps others save face in difficult situations. Maximizes the contribution of all. Encourages the expression of viewpoints from all
CAPABILITY
8
8
Capability
Development
Development
Plans
7
Leader Assessment
(e.g., 360)
4
19
The Integrated Model Today
(with thanks to BF Skinner)
Building Blocks
The Five Conversations
Executive
Leaders
• Create and Communicate a
Powerful Vision and Purpose
Organizational
Leaders
People
Leaders
• Focus on Creating Stakeholder
Value
• Manage the Business versus
Managing Work
Picture
Picture
• Build and Engage
g g Teams
Courageously
Courageously
to Perform
to Perform
to Perform
Relationships
Relationships
Relationships
• Bold
• Bold
• Bold
• Bold
• Fact-based
• Fact-based
• Fact-based
• Fact-based
• Agile
• Agile
• Agile
• Agile
• Empowered
• Empowered
• Empowered
• Empowered
• Transparent
• Transparent
• Transparent
• Transparent
Individual
Contributors
Talking
Talent Management Processes / Tools
Success Profiles feed all Talent Management tools and processes including those below
plus performance coaching, career planning, short and long-term incentives, etc.
STRATEGY
Goal Setting and
Alignment
Talking
g
Success Profiles
Individual
Contributor
Cus tomer Focus. Is dedicated to meetin g the expectati ons and req uirements of i nter nal and extern al customers. Gets first-h and c ustomer i nformation and uses it for improvements in
products an d services. Acts with customers in mind . Establ ishes and mai ntains effecti ve relati onships with customers and gai ns their trust and resp ect.
–
Creativity. Comes u p with a lot of new and uni que ideas. Easil y makes the connections among previously unrel ated notion s. Ten ds to be s een as origi nal and value-adding in
brainstorming settings.
–
Standing Alone. Wil l stand up and be counted; doesn't shirk pers onal responsibi lity; can be c ounted on w hen times are toug h; will ing to be the only champion for an idea or position;
is comfortable working alon e on a tough assignment.
 F act-b ased
Bus iness Acumen. Knows how businesses work. Knowl edgeable in current and possibl e future policies, prac tices, trends, technol ogy, an d information affecting the business and
organi zati on. Knows th e competition. Is a ware of how strategi es and tactics work in the marketpl ac e.
–
Problem Solving. Uses rig orous l ogic and methods to sol ve di fficult problems with effective solutions. Prob es all fruitful sources fo r answers. Can see hid den problems. Is excell ent at
hone st analysis. L ooks beyond the obvious and doesn’t stop at th e first answers.
–
 Ag ile
–
–
Intellectual Horsepower. Is bright and intelligent. De als with concepts and compl exi ty comfortably. Described as intell ectually sharp, capabl e an d agile.
Learning on the Fly. Learns quickl y whe n facing new probl ems. A relen tl ess and versati le learner. Open to ch ange. Analyzes both successes and fai lures for clues to improvement.
Experiments and will try anythi ng to fi nd s olutions. Enjoys th e cha llenge of unfami liar tasks. Quickl y grasps the essenc e and the underlyi ng structure of anyth ing.
 Cro ss-organization ally Effective
–
–
Performance
Management
RESULTS
 Bo ld
–
Goal Setting
Relative Contribution
Assessment
ManagerMaker
Scorecard
Peer Relationships. Can quickly find common ground and solve p roblems for the good of all. C an rep resent his/her own interests and yet be fair to other groups. Can solve proble ms
with peers wi th a mi nimum of noise. Is seen as a team pla yer and is cooperative. Easil y gai ns trust and support of peers. Encourages coll aboration. C an be candid with p eers.
Conflict Manage ment. Steps u p to confl icts, see ing th em as opportunities; reads situations quickly; go od at focus ed listening; can hammer out tough agreements and settle disputes
equi tab ly; can find common ground and get cooperation with mi nimum no ise.
 Emp owered
–
Action Or iented. Enjoys working har d. Ful l of energy for the thi ngs seen as challe nging . Not fearful of acting with a minimum of planning. Seizes more opportunities th an others.
–
Drive for Results. C an be counted on to exc eed goals su ccessfull y. Is constantly and consistentl y a strong performers. Very bottom-li ne oriented. Steadfastl y push es self and others
for results.
 T ran sparen t
–
Integr ity and Trust. Is widel y trusted. Is seen as a direct, truthful ind ividual. Can present the unvarnish ed truth i n an appropriate and helpful manner. Ke eps confidences. Admits
mistakes. D oesn’t misrepresent him/hers el f for personal gain.
–
Infor ming. Provides th e i nformation peop le need to know to do their job and to feel good about being a member of the team, uni t, an d/or organizati on. Provides indi vi duals
informati on s o that they c an make accurate deci sions. Is timely wi th informati on.
5
People
Leader
–
Directing Others. Is good at establishing clear directions. Sets stretching objectives. Distributes the workload appropriately. Lays out work in a well-planned
and organized manner. Maintains two-way dialog with others on work and results. Brings out the best in people. Is a clear communicator.
–
Managing and Measuring Work. Clearly assigns responsibilities for tasks and decisions. Sets clear objectives and measures. Monitors process, progress,
and results. Designs feedback loops into work.
 Motivate and Enable the Team to Perform
–
Managerial Courage. Doesn’t hold back anything that needs to be said. Provides current, direct, complete, and “actionable” positive and corrective
feedback to others. Lets people know where they stand. Faces up to people problems on an person or situation (not including direct reports) quickly and
–
Motivating Others. Creates a climate in which people want to do their best. Can motivate many kinds of direct reports and team or project members. Can
assess each person’s hot button and use it to get the best out of him/her. Pushes tasks and decisions down. Empowers others. Invites input from each
person and shares ownership and visibility. Makes each individual feel his/her work is important. Is someone people like working for and with.
–
Priority Setting. Spends his/her time and the time of others on what’s important. Quickly zeros in on the critical few and puts the trivial aside. Can quickly
sense what will help or hinder accomplishing a goal. Eliminates roadblocks. Creates focus.
–
–
Developing Direct Reports and Others. Provides challenging and stretching tasks and assignments. Holds frequent development discussions. Is aware of
each person’s career goals. Constructs compelling development plans and executes them. Pushes people to accept developmental moves. Will take on
Hiring and Staffing. Has a nose for talent. Hires the best people from inside and outside. Is not afraid of selecting strong people. Assembles talented staffs.
 Build and Maintain Effective Relationships
–
Interpersonal Savvy. Relates well to all kinds of people – up, down, and sideways, inside and outside the organization. Builds appropriate rapport. Builds
constructive and effective relationships. Uses diplomacy and tact. Can defuse even high-tension situations comfortably.
–
Understanding Others. Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; what they
reactions to his/her attempts to influence and perform, and adjusts. Seeks feedback; is sensitive to changing personal demands and
requirements and changes accordingly.
Organizational
Leader
REWARDS
Pay for
Performance
6
–
–
Innovation Management. Is good at bringing the creative ideas of others to market. Has good judgment about which creative ideas and suggestions will
work. Has a sense about managing the creative process of others. Can facilitate effective brainstorming. Can project how potential ideas may play out in the
marketplace.
Total Work Systems. Is dedicated to providing organizational or enterprise-wide common systems for designing and measuring work processes. Seeks to
reduce variances in organizational processes. Delivers the highest-quality products and services which meet the needs and requirements of internal and
external customers. Is committed to continuous improvement through empowerment and management by data. Leverages technology to positively impact
quality. Is willing to re-engineer processes from scratch. Is open to suggestions and experimentation. Creates a learning environment leading to the most
efficient and effective work processes.
 Navigating Change and Ambiguity
–
Dealing with
ith Ambiguity.
Ambig it Can effecti
effectively
el cope with
ith change
change. Can shift gears comfortabl
comfortably. Can decide and act without
itho t having
ha ing the total pict
picture.
re Isn’t upset
pset
when things are up in the air. Can comfortably handle risk and uncertainty.
–
Decision Quality. Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and
solutions.
–
Organizing. Can marshal resources (people, funding, material, support) to get things done. Can orchestrate multiple activities at once to accomplish a goal.
Uses resources effectively and efficiently. Arranges information and files in a useful manner.
 Build and Engage Teams
–
–
Building Effective Teams. Blends people into teams when needed. Creates strong morale and spirit in his/her team. Shares wins and successes. Fosters
open dialog. Lets people finish and be responsible for their work. Defines success in terms of the whole team. Creates a feeling of belonging in the team.
Sizing Up People. Is a good judge of talent. After reasonable exposure, can articulate the strengths and limitations of people inside and outside the
organization. Can accurately project what people are likely to do across a variety of situations.
 Lead and Influence Astutely and Courageously
–
Command Skills. Relishes leading. Takes unpopular stands if necessary. Encourages direct and tough debate but isn’t afraid to end it and move on. Is
looked to for direction in a crisis. Faces adversity head on. Energized by tough challenges.
–
Organizational Agility. Knowledgeable about how organizations work. Knows how to get things done both through formal channels and the informal
Executive
Leader
Talking
g
7
Talking Talent
Process
Selection
Talking
g
TALENT
Succession
Management
Talent Inventory and
Succession
Plan for Future Success of all Avaya Stakeholders
possibilities. Is optimistic. Creates mileposts and symbols to rally support behind the vision. Makes the vision shareable by everyone. Can
strategies and plans.
– Negotiating. Can negotiate skillfully in tough situations with both internal and external groups. Can settle differences with minimal noise.
parties to the negotiations. Has a good sense of timing.
Manage the Business versus Managing the Work
– Global Business Knowledge. Understands business on a global scale. Understands what works in many countries. Understands what’s
Understands that different laws and regulations govern global business. Is learning agile. Understands that different approaches work in
different places.
– Managing Through Systems. Can design practices, processes, and procedures which allow managing from a distance. Is comfortable
results remotely.
Inspire and Lead by Example
– Humility. Can get things done quietly without unnecessary noise. Quickly admits flaws and mistakes. Is careful to make others comfortable.
Is authentic.
authentic Helps others save face in difficult situations
situations. Maximizes the contribution of all
all. Encourages the expression of viewpoints from all
8
Talking
g
CAPABILITY
Capability
Development
Development
Plans
Leader
Assessment
(e.g., 360)
The Best Laid Plans…..
GET READY
GET SET
POISED FOR
GROWTH
21
…Often Face Unexpected Challenges!
Unexpected
p
Challenge:
Lost $1b
in revenue
GET READY
GET SET
Unexpected
Challenges:
Pay freeze,
no bonus,
furloughs
furloughs,
reductions
POISED FOR
GROWTH
22
Tracking Progress
Unexpected
Challenge
Challenge:
Pay freeze,
no bonus,
furlough,
reductions
Unexpected
Challenge:
Lost $1b
in revenue
GET READY
GET SET
POISED FOR
GROWTH
23
What’s Next?
24
25

Culture Change at Avaya

Transcription

Similar documents

AvayaLive Video Fact Sheet

Avaya B179 Conference Phone

Transport company gets data

Avaya 1220 IP Deskphone

Avaya 10U100 Cordless Headset Telephone

Avaya Aura® Contact Center helps specialist clothing brand prepare

A communications platform to match the guest experience

Avaya Communication Server 1000E

Score One for Technology: New Home Turf a Win for San Jose

Digital Industry - PASSTI | Perkumpulan Assessment Center Indonesia