Imaginarium Engaging Leadership Commitment and Action

1. ImaginariumEngaging Leadership Commitment and Action Leaders Diane Burrus, Senior Consultant, WFD Consulting Perry Christensen, VP Human Resources, Healthpoint Biotherapeutics

2. The Work-Life Leadership Gap The story hasn’t changed when it comes to leadership commitment to work-life integration… backed up by words and actions.

3. The Work-Life Leadership Gap Business leaders around the world, both men and women alike, appear to support the work-life business case, yet still cling to the notion of the “ideal worker” as always available and unencumbered with personal commitments.

4. The Work-Life Leadership Gap • Over 8 in 10 managers say they support the work-life business case (recruiting and retaining top talent, employee satisfaction and productivity) yet they… • believe the ideal employee is available to meet business needs regardless of business hours; • believe that the most productive employees are those without personal commitments; • are concerned that employees working flexibly won’t be accessible to meet an immediate need, that work will fall on others in the group, and that they will not know whether the person is getting his/her job done. Global Study on Men and Work-Life IntegrationWFD Consulting and AWLP, 2011

5. Lessons from LeadersRosabeth Moss Kanter – How Great Companies Think Differently Economic logic is augmented with institutional/social logic • Business is perceived as an integral part of society • Society and people are core to great companies’ purpose • Producing societal value and building enduring institutions outweigh transactions

6. Lessons from LeadersRosabeth Moss Kanter – How Great Companies Think Differently • Six facets of institutional logic alter leadership behavior: • Common purpose and alignment of values (personal and organizational) • Long-term view • Emotional engagement • Community building through public-private partnerships • Innovation • Self-organization • People are trusted to make effective choices about when, where and how they work

7. Lessons from Leaders Stew Friedman (Director, Wharton Work-Life Integration Project) • Openness to experimentation • Align values of the organization with health, wellness and work-life integration • Language of leadership, performance and results • The current work-life emphasis on system level change is not where the real action is. It is at the individual level Ed Colbert (Global Director Talent Management, Dow Corning and Wharton leadership program, PhD candidate) • Care about people on a personal level • Clearly present the business proposition of work-life and how it can make leaders more successful and employees more engaged • Synthesize corporate messages so employees have a clear picture of how they apply in their day-to-day jobs • Be transparent, sharing as much information as possible with employees

8. Lessons from Leaders: Driving Performance and Work-Life Integration from Two Converging Initiatives Performance/ Results and Work-Life Integration How Work Is Done (Leslie A. Perlow, Jessica L. Porter) Work Efficiency Work Effectiveness What Work Is Done (Stew Friedman, Sharon Lobel, Perry Christensen, Lotte Bailyn, Rhona Rapoport, etc.)

9. Work-Life Leadership Success StoriesClassic Examples From Our Past Fel-Pro and First Tennessee Bank • Description • Why is this company a good example? • What have they done that’s different? Why? • What are the outcomes for people, the business, community, society?

10. Work-Life Leadership Success StoriesStories of Endurance IBM and Marriott • Description • Why is this company a good example? • What have they done that’s different? Why? • What are the outcomes for people, the business, community, society?

11. Work-Life Leadership Success StoriesMarriott International

12. Work-Life Leadership Success StoriesBig Names, Low Profile Costco and IKEA • Description • Why is this company a good example? • What have they done that’s different? Why? • What are the outcomes for people, the business, community, society?

13. Work-Life Leadership Success StoriesEdgy, Innovative Giants Zappos • Description • Why is this company a good example? • What have they done that’s different? Why? • What are the outcomes for people, the business, community, society?

14. What do these stories tell us about creating lasting value? Part I: Small Group Exercise (40 minutes) • Why were/are these companies successful? • What leadership characteristics and behaviors contributed to success? • How do these success stories relate to your own organization and experience? • What are the implications for closing the work-life leadership gap?

15. Engaging leadership commitment and action Part II: Small Group Exercise (40 minutes) • If the business case for work-life has been made, why doesn’t it compel action? (10 minutes) • What do we need to do to break through leadership barriers, and create organizational cultures that drive work-life integration as a priority for competitive advantage? (20 minutes) • What’s required to move from awareness to action? • Report out on highlights of your discussion. (10 minutes)

16. Preparing to Tell OUR Story • What are the most viable strategies and potential solutions we want to share with Forum participants? (30 minutes) • Who will tell our story? (5 minutes) • How will we tell our story in a creative and compelling way? (15 minutes)