Diversity & Inclusion

1. Diversity & Inclusion by Seth Kahan May 10, 2010 WORLD BANK

2. Employee Engagement

3. Employee Engagement = Doing the right thing for the Organization

4. Employee Engagement = Doing the right thing for the Organization + Doing the right thing for the Employee

5. Employee Engagement = Doing the right thing for the Organization + Doing the right thing for the Employee in ways that Inspireand Activate

6. Doing the right thing

7. Doing the right thing = Generating VALUEfor the Organization Organizational Value

8. Doing the right thing = Generating VALUEfor the Organization & Generating VALUEfor Employees Organizational Value Employee Value

9. Doing the right thing = Generating VALUEfor the Organization & Generating VALUEfor Employees Organizational Value Sweet Spot Employee Value

10. 2000 – World Bank Most Admired Knowledge Enterprise

11. 2002 – Visionary Center for Association Leadership

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15. Getting Change Right • Create RapidWidespread Engagement

16. The Wrong Model of Communication Shannon & Weaver “The Mother of all Models”

17. A better way: Social Construction • The ways we come to understand the world and ourselves are created in relationship.

18. A better way: Social Construction • The ways we come to understand the world and ourselves are created in relationship. • There is no requirement by the world that we interpret it in a particular way.

19. A better way: Social Construction • The ways we come to understand the world and ourselves are created in relationship. • There is no requirement by the world that we interpret it in a particular way. • The shared understanding we construct together springs from its utility

20. A better way: Social Construction • The ways we come to understand the world and ourselves are created in relationship. • There is no requirement by the world that we interpret it in a particular way. • The shared understanding we construct together springs from its utility • Our understandings influence the ways we behave and possibilities for our future.

21. A better way: Social Construction • The ways we come to understand the world and ourselves are created in relationship. • There is no requirement by the world that we interpret it in a particular way. • The shared understanding we construct together springs from its utility • Our understandings influence the ways we behave and possibilities for our future. • Reflection on assumptions, what we take for granted, is vital to effectiveness.

22. A better way: Social Construction • The ways we come to understand the world and ourselves are created in relationship. • There is no requirement by the world that we interpret it in a particular way. • The shared understanding we construct together springs from its utility • Our understandings influence the ways we behave and possibilities for our future. • Reflection on assumptions, what we take for granted, is vital to effectiveness.

23. Getting Change Right • Create RapidWidespread Engagement • Communicate so People Get It and Spread It

24. Skills for Getting Ideas to Spread

25. Skills for Getting Ideas to Spread • Lead Conversations that Engage

26. Skills for Getting Ideas to Spread • Lead Conversations that Engage • Weave People into Work • Make them Co-Collaborators • Co-Create a Shared Future

27. Skills for Getting Ideas to Spread • Lead Conversations that Engage • Weave People into Work • Make them Co-Collaborators • Co-Create a Shared Future • Generate Cascades of Activity Set off chain reactions of meetings and conversations

28. Skills for Getting Ideas to Spread • Lead Conversations that Engage • Weave People into Work • Make them Co-Collaborators • Co-Create a Shared Future • Generate Cascades of Activity Set off chain reactions of meetings and conversations • Conduct Strategic Engagement

29. Skills for Getting Ideas to Spread • Lead Conversations that Engage • Weave People into Work • Make them Co-Collaborators • Co-Create a Shared Future • Generate Cascades of Activity Set off chain reactions of meetings and conversations • Conduct Strategic Engagement • Coordinating Events instead of Music • Timing, Emphasis, Highlight Virtuosos, Feedback • Create a Balance that is Cohesive, Compelling, Powerful

30. Getting Change Right • Create RapidWidespread Engagement • Communicate so People Get It and Spread It • Energize Your Most Valuable Players

31. Who are the MVPs? • Political leaders • Policymakers • Resource providers (time, people, money) • Influencers • Thought leaders • Technical experts • Researchers and academicians • Practical visionaries • Frontline executers • Partners • Alliances • Suppliers • Competitors • Detractors

32. What do with MVPs?

33. What do with MVPs? • Activate!

34. What do with MVPs? • Activate! • Equip!

35. What do with MVPs? • Activate! • Equip! • Energize!

36. Getting Change Right • Create RapidWidespread Engagement • Communicate so People Get It and Spread It • Energize Your Most Valuable Players • Understand the Territory of Change

37. StoryListening

38. StoryListening • Create a Reconnaissance Report & Share Widely

39. StoryListening • Create a Reconnaissance Report & Share Widely • Names • Bullets • Quotes without Attribution

40. StoryListening • Create a Reconnaissance Report & Share Widely • Names • Bullets • Quotes without Attribution • Five StoryListening Gems

41. StoryListening • Create a Reconnaissance Report & Share Widely • Names • Bullets • Quotes without Attribution • Five StoryListening Gems • Red Lights

42. StoryListening • Create a Reconnaissance Report & Share Widely • Names • Bullets • Quotes without Attribution • Five StoryListening Gems • Red Lights • Yellow Lights

43. StoryListening • Create a Reconnaissance Report & Share Widely • Names • Bullets • Quotes without Attribution • Five StoryListening Gems • Red Lights • Yellow Lights • Themes

44. StoryListening • Create a Reconnaissance Report & Share Widely • Names • Bullets • Quotes without Attribution • Five StoryListening Gems • Red Lights • Yellow Lights • Themes • Educational Deficits

45. Getting Change Right • Create RapidWidespread Engagement • Communicate so People Get It and Spread It • Energize Your Most Valuable Players • Understand the Territory of Change • Accelerate Change through Performance Communities

46. Three Dimensions of Successful Performance Communities

47. Three Dimensions of Successful Performance Communities • Business Benefits Improved Operational Performance Innovation Greater Reach Better Product/Service Design Increased Engagement

48. Three Dimensions of Successful Performance Communities • Business Benefits Improved Operational Performance Innovation Greater Reach Better Product/Service Design Increased Engagement • Community Concerns Championing a Cause Contributing to a Field of Expertise Group Recognition Executing a High-value Task

49. Three Dimensions of Successful Performance Communities • Business Benefits Improved Operational Performance Innovation Greater Reach Better Product/Service Design Increased Engagement • Community Concerns Championing a Cause Contributing to a Field of Expertise Group Recognition Executing a High-value Task • Participant Payoffs Recognition Skill Building Advancement Support Problem Solving

50. Getting Change Right • Create RapidWidespread Engagement • Communicate so People Get It and Spread It • Energize Your Most Valuable Players • Understand the Territory of Change • Accelerate Change through Performance Communities • Generate Dramatic Surges in Progress