Society of Information Managers

1. Society of Information Managers Assessing, developing, engaging your people to their highest level of sustainable performance Presented by Arne Kainu Vice President, SBI and Company akainu@SBIandCompany.com | 360.607.9737 | www.SBIandCompany.com November 16, 2002 Dinner Meeting, SIM Portland Oregon Chapter

2. Assessing, Developing and Engaging… • your people • the Team • to their highest level of sustainable performance

3. Overview Highlighting two excellent resources on people • Developing The Leaders Around You • John C. Maxwell • First Break All The Rules • Marcus Buckingham & Curt Coffman

4. Your people are the Team “The guy who puts the ball through the hoop has ten hands.” John Wooden, USC Basketball Coach • Ten National championships in span of twelve years

5. The Most Important Task For Leaders Is… Acquiring and keeping good people • Programs and systems become dated, • Machines wear out • People can grow, develop and become more effective • Establishing a team (that includes other leaders)

6. Those Closest to a Leader Will… Determine the success level of that leader • Strategy Expert • ERP Specialist • Supply Chain Expert • CRM Specialist • User Experience Expert • Solution Architect • EAI Expert • Infrastructure Expert • Program Management Expert • Sales Professionals

7. Organization Growth Potential is Directly Related to… Personnel Potential • Growth in this context is NOT headcount, it IS results, effectiveness • Increase Revenue / Employee • Reduce Cost as a Percent of Revenue • Reduce Year over Year Cost • Shorter Release Cycles • Becoming more efficient • The leader must recognize potential and draw it out • The leader must train, coach and encourage their people in order to change their people • or literally change (replace) their people

8. Everything Rises and Falls on Leadership • Enron is a current example of how leadership failed, and brought down the organization • The sports world is is filled with examples of how leadership made the difference between good and great

9. Potential Leaders Help Carry the Load • Some leaders believe they must compete with people close to them • “No executive ever suffered because his people were strong and effective” – Peter Drucker • They provide a sounding board • Followers tell you what you want to hear • Leaders tell you what you need to hear • There is no success without a successor. • Who are you developing to take you place? - Peter Drucker

10. Mentoring Relationships Now that you have the right people, (HOW do you) mentor them • How • Advise, do not manage, • What • A mentor is a trusted contact, that can be objective with you • When • 24x7x365, whenever they need a sounding board • At least once a quarter • Where • Phone, Breakfast, Lunch, Dinner, e-mail, golf, basketball, coffee • Who • You might not be their mentor, but you can insist that they have one

11. Their highest level of sustainable performance

12. First, Break All The Rules What The World’s Greatest Managers Do Differently Product of two huge Gallup research studies • First: What do the most talented & productive employees need from their workplace? • Over 1M+ employees, companies, industries and countries • Talented employees need great managers • Second: How do the worlds greatest managers find focus and keep talented employees? • Based on in-depth interviews by the Gallup organization of over 80,000 managers in over 400 companies • Managers came from: leadership positions, mid-level managers, front line employees, key players in small entrepreneurial companies

13. We Know What is Important… But find it difficult to measure • Simple, accurate measuring stick to compare strength of one workplace to another • Which elements will attract only talented employees and keep them, which are attractive to all employees • Gallup interviewed 1M+ employees • Found the questions that measured the core of a strong workplace. • Didn’t care about unanimous “yes” or “no” • Found the questions that the best employees responded to positively, all others were • Tested questions over 2,500 business units, 24 different companies • Answers linked employee opinion to strong business performance

14. 12 Questions Measuring the Strength of a Workplace • Do I know what is expected of me at work? • Do I have the materials & equipment I need to do my work right? • At work, do I have the opportunity to do what I do best everyday? • In the last 7 days, have I received recognition or praise for good work? • Does my supervisor, or someone at work seem to care about me as a person? • Is there someone at work who encourages my development? • At work, do my opinions seem to count? • Does the mission, or purpose, of my company make me feel like my work is important? • Are my co-workers committed to doing quality work? • Do I have best friend at work? • In the last 6 months, have I talked with someone about my progress? • This past year, have I had opportunities at work to learn and grow?

15. 100 Best Companies to Work For (NOT) Those criteria are important but… • Employee relationship with Manager is the most important • Employees work for managers, not for companies • It is better to work for a great manager in an old fashioned company • Than to work for a terrible manager in a “100 Best” company • Managers are more important to employees than are Companies, or their Leaders

16. What Do Great Managers Do Differently? • Just starting – What do I get from this role? (Base Camp) • Do I know what is expected? • Do I have the required materials & equipment? • Can I excel? - What do I give? (Camp 1) • At work, do I have the opportunity to do what I do best everyday? • In the last 7 days, have I received recognition or praise for good work? • Does my supervisor, or someone at work seem to care about me as a person? • Is there someone at work who encourages my development? • Do I belong here? – (Camp 2) • At work, do my opinions seem to count? • Does the mission, or purpose, of my company make me feel like my work is important? • Are my co-workers committed to doing quality work? • Do I have best friend at work? • Fully engaged - Wanting to make things better innovation – (Camp 3) • In the last 6 months, have I talked with someone about my progress? • This past year, have I had opportunities at work to learn and grow?

17. Four Things A Manager Must Do Well • Select a person • Set expectations • Motivate the person • Develop the person

18. When Selecting a Person Remember… People Don’t Change That Much • Don’t waste time trying to put in what was left out • Focus on drawing out what is already there

19. People are Motivated Differently… • $ • Time off • New Opportunity • Increased Responsibility • Less Responsibility • Flexible hours • Recognition

20. Set Expectations Consistent with… Talent, Skills and Knowledge • Skills can can be taught • Knowledge can be taught • Talent is either there, or it is not

21. Develop a Person Varies widely by role… • Technical Skills training • Business Knowledge education • Assignments that push the envelop of a persons talent

22. In Closing… Read these books, or get the tapes Developing The Leaders Around You John C. Maxwell First Break All The Rules Marcus Buckingham & Curt Coffman