Date post: | 21-Oct-2014 |
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© 2013 Activate Networks 1
The Multiplier Effect:
How Energy, Fear and Trust Drive or Drain Innovation and Performance
© 2013 Activate Networks 2
A highly energized network…
= Level 1
= Level 3= Level 2
Hierarchy
= Level 4
Question: “When you interact with this person, how does it affect your energy level?”
© 2013 Activate Networks 3
= NA
= ASIA
Region
Solutions
– Managing global connectivity: Rotation and targeted attention to connecting key people across regions (e.g., strategically important growth hub in Asia).
– Developing select cross-expertise integration plans: Identified 42 cross-expertise points likely to yield breakthrough innovation and took steps to promote connectivity at those points.
– Replicating networks of high performing NPD teams: Profiled networks of successful teams and embedded project management and process practices to encourage relevant reaching out.
Realizing innovation potential across select collaborative silos
© 2013 Activate Networks 4
Name # Incoming Ties Department Location % Energizing Ties % Problem Solving
/ Bus Opp Ties % Cross-Dept Ties
George A 52 Investment Banking Australia
Sharron M 48 Operations Other Asia
Stephano C 46 Financing North America
Jessica S 46 Research North America
Michael G 46 Equities North America
Pat B 43 Currncy & Commdts Australia
Deborah K 42 Financing North America
Roman N 41 Equities South America
Josh W 40 Asset Mgmt North America
Gene P 39 Investment Banking Europe
Birger S 39 Asset Mgmt Europe
Seth I 39 Equities South America
Dmitry K 38 Fixed Income China
Deborah K 38 Investment Banking North America
Johan W 37 Currncy & Commdts Australia
Ivana L 36 Other North America
Ricardo I 36 Investment Banking North America
Sylvia E 35 Fixed Income China
Richard M 34 Investment Banking Europe
Vladimir T 34 Financial Adv Svcs China
Andrey K 34 Financing North America 31%
57%
48%
50%
30%
64%
32%
45%
49%
38%
40%
45%
76%
31%
33%
30%
39%
26%
25%
45%
42%
54%
52%
58%
63%
47%
53%
64%
59%
61%
48%
33%
60%
43%
47%
49%
46%
41%
49%
40%
29%
62%
76%
53%
15%
40%
31%
94%
84%
39%
66%
49%
62%
44%
73%
54%
83%
91%
67%
87%
83%
96%
56%
Successful Leaders Know and Work Through Key Opinion Leaders…
© 2013 Activate Networks 5
Name # Effective Incoming Info Ties
# Advice Incoming
Ties
XXXTenure Role
Primary Therapeutic
AreaLocation
Person 1 41 22 1 to < 3 yrs VP Metabolics NJ
Person 2 39 22 1 to < 3 yrs VPCardio- vascular
Person 3 36 26 < 1 year VPMultiple Areas NJ
Person 4 34 21 1 to < 3 yrsExec Drctr Immunology NJ
Person 5 27 16 1 to < 3 yrs VP OncologyPerson 6 23 15 1 to < 3 yrs Drctr Metabolics
Person 7 22 18 1 to < 3 yrs VPMultiple Areas NJ
Person 8 20 13 1 to < 3 yrsExec Drctr
Multiple Areas
Person 9 19 13 1 to < 3 yrsExec Drctr Metabolics NJ
Person 10 18 11 1 to < 3 yrsGp
Drctr Oncology
On-Boarding and Talent Utilization is Significantly Impacted By Energy...
Ties by Tenure
Cross-Function Ties by Tenure
Characteristics of Fast Movers (i.e., Least Tenured Connectors) Compared to Others in Same Tenure Band:
• Provide expertise across the enterprise: almost three times as many cross-function ties.
• Create enthusiasm: four times as many energizing incoming ties.
• Help others: more than two and a half times as likely to provide advice to help formulate strategies and key decisions.
Avg. number of incoming ties
Avg. number of ties from people outside function.
Least Tenured Top Connectors
© 2013 Activate Networks 6
Sought by Others
Seek Out Others
Within Same Work Location
86% more frequently
33% more frequently
Outside Same Work Location
2.3X more frequently
18% more frequently
Sought by Others
Seek Out Others
Within Level 78% more frequently
23% more frequently
Outside Level
2.3X more frequently
30% more frequently
Sought by Others
Seek Out Others
Within Capability
2.0X more frequently
17% more frequently
Outside Capability
2.1X more frequently
44% more frequently
Sought by Others
Seek Out Others
Expertise, Info & Resources
2.0X more frequently
27% more frequently
High Performers Are Almost Always Considered Energizers In Their Organizations
More than three times the number of people find high performers energizing compared to others. Energized co-workers give greater effort and attract effective networkers.
Higher performers have a much greater focus on those outside of their capability (ratios are fairly similar for unit & CoE also):
High performers are more sought and seek out others more frequently than others. The comparative ratio is:
High performers are 2.8 times as likely to play a brokering role in the network by positioning themselves at key inflection points.
Notes:1) High Performers are defined as those people who received a bonus rank of 1. This represents 22% of the population.2) Ratios represent the increment of ties of high performers over those of all others on average.
High performers have significantly more ties with people outside their location:
High performers are much more likely to seek out others up and down the hierarchy. They are also more sought out by people in other grade levels.
© 2013 Activate Networks 7
Energy (and Energizers) matters more than you might think…
• Energizers get more from those around them.‒ People are more engaged in a given conversation
and are more likely to devote discretionary time to these issues.
• People tend to be more innovate and creative with energizers.
• Energizers tend to win out in the internal labor market and with customers.
‒ Ability to motivate others is as, or more, important than knowing the answer.
• Energizers promote work satisfaction and learning among those around them.
• Energy spills over into follow-on interactions.‒ De-energizers can be deadly on this front.
© 2013 Activate Networks 8
What Creates/Drains Energy?
My Right – Groups of Two or Three: Describe energizers — those people that you interact with and then walk away feeling better about what you are doing. Discuss:―What energizers do in interactions that creates energy.―Beyond specific behaviors, describe what energizers are
like as people.
My Left – Groups of Two or Three: Describe de-energizers — those people that can suck the life out of the room in a heartbeat. Discuss:―What de-energizers do in interactions that drain energy.―Beyond specific behaviors, describe what de-energizers are
like as people.
© 2013 Activate Networks 99
Reflect For a Moment. How Would You Characterize an “Energizer”?
Connect With Others as People
Stand For Something Larger Than Themselves
Inspire Competence and Benevolence Based Trust
Use Humor (Often At Their Own Expense) Well
Are Fully Present in Conversations
See Opportunities That Connect With What Others Care About
© 2013 Activate Networks 10
Of Course, Energy Has Another Side…
We all know people who can drain the life out of a group.
© 2013 Activate Networks 11
Reflect For a Moment. How Would You Characterize a “De-Energizer”?
ALWAYS See Roadblocks orHave Criticisms
Don’t Create Opportunities for Others’ to be Valued
Are OftenInflexible in Their
Thinking
Don’t ShowConcern for Those
Around Them
Often Don’t Come Through on Commitments
Get Louder When People Don’t Listen
© 2013 Activate Networks 12
Energy Building Behaviors
1. I strike an effective balance between tapping people in my network to get work done and connecting with these people on a personal level unrelated to our work.
2. I maintain a good balance between what I ask for and what I contribute to those in my network.
3. I consistently do what I say I am going to do and follow through on commitments I maketo people in my network.
4. I am committed (and show this commitment) to principles and goals that are larger than my own self-interest.
5. In meetings and one-on-one conversations, I engage others in realistic possibilities that capture their imaginations and hearts.
6. I am typically fully attentive in meetings and one-on-one conversations and show my interest in others and their ideas.
7. I create room for others to be a meaningful part of conversations and make sure they see how their efforts will contribute to an evolving plan.
8. When I disagree with someone’s plan or a course of action, I do so in a way that focuses attention on the issue at hand and not the individual.
9. I maintain an effective balance between pushing toward a goal and welcoming new ideas that improve the project or the process for reaching a goal.
© 2013 Activate Networks 13
Example: ONA
© 2013 Activate Networks 14
Example: Behavioral Feedback
© 2013 Activate Networks 15
Voice in a new product development team
Network Diagram Based on Response: In either one-on-one conversations or meetings, my interactions with each person below can typically be characterized as: extremely guarded -- I am unlikely to take risks with ill-formed thoughts or ideas.
On average, people identified 4.5 others with whom they are “extremely guarded” in terms of
sharing thoughts and ideas. The minimum and maximum times that a person was cited
by others was 1-13.
© 2013 Activate Networks 16
= Above Average = High
Cultural ValuesLow Flexible Culture (less than 2.12)
Below Average(2.12-2.85)
Above Average(2.85-3.57)
High Flexible Culture(greater than 3.57)
Cultural Mean: 2.85
Central employees have both very high on lowperceptions of the culture
Driving Cultural Engagement
© 2013 Activate Networks 17
Strategies for reducing influence of destructive/toxic ties• Removing or minimizing stressful or
negative interactions.
• Reframing your reactions to these interactions or people.
• Converting de-energizing interactions or relationships.
• Shifting time away from (or altering activities with) unhealthy ties.
Reducing Impact of Toxic Interactions:5% Of The Interactions Often Cause 90% Of The Misery!
© 2013 Activate Networks 18
Two forms of trust – competence and benevolence
Two forms of trust – competence and benevolence – are critical to effective knowledge transfer/exchange
Strong Ties(frequent and
close interaction)
Weak Ties(infrequent interaction)
Benevolence-based trust“I trust you will not harm me when given the opportunity”
Competence-based trust“I trust you know what you
are talking about”
Receipt of Useful
Knowledge
What really matters in the receipt of useful knowledge is having a high level of trust that the knowledge source is benevolent and competent
© 2013 Activate Networks 19
We asked people how they made the judgment that other people are trustworthy.
They looked for six key behaviors
1. Demonstrate what you know (and what you don’t)
2. Deliver information clearly and consistently
3. Display consistency between actions and words
4. Respect others’ vulnerability and confidential
information
5. Broaden the conversation beyond work
6. Recognize and share what is valuable
6 Key Behaviors of Trustworthy People
Individual signals
Management style
Organization design
© 2013 Activate Networks 20
In addition to the individual behaviors, managers have two ways they can signal trust convincingly.
7. Allow appropriate latitude in completing tasks
8. Permit mistakes and allow for uncertainty
2 strategies to create trust
Individual signals
Management style
Organization design
© 2013 Activate Networks 21
…that demonstrates trust convincingly will assure employees of the company’s commitment to trust and knowledge sharing
9. Time and space
10. Accountability
11. Fairness
12. Transparency
An organizational context…
Individual signals
Management style
Organization design