Ep 30: How to Deliver Leadership Based on Values

Celeste Warren is the Vice President of Human Resources and Global Diversity and Inclusion, Center of Excellence at Merck. In this dual role, she has responsibility for the strategic and operational Human Resources support of Merck's Global Legal, Compliance, Communications, Population Health, Patient Health and Global Public Policy Organizations. She is also responsible for working with Merck’s global leaders to advance and embed diversity and inclusion as a strategic approach to maximize business performance and create a competitive advantage. Warren is extremely passionate about D&I and she has received numerous awards for her work including Diversity Global’s 2017 Influential Women in Diversity award and most recently she was named one of the 21 Leaders for the 21st Century. Merck is a pharmaceutical organization that makes drugs, operating in about 140 countries with about 60,000 employees. What is the difference between diversity and inclusion? Warren explains that diversity is simply our ‘differences’. For example: men/women, Black, White, Latino or a disability that is not visible, whether someone is married or single, genetic differences, and in general, what difference someone identifies with. Inclusion, on the other hand, is creating a culture that allows all people to ‘bring themselves into work’. When you have employees with differences within the organization, how do you create a culture of inclusion that allows them to be able to bring themselves into work? We have to find out whatever people identify with - so they can be productive. We also have to ensure that people aren’t marginalized and that their ideas are received and considered, to contribute to the success of the organization. There are four diversity ambassador teams at Merck that look at D/I. The first is employee business or affinity groups. There are 10 groups in Merck that come together once a month to talk about issues within organization to be the voice of organization. The second is their global diversity and inclusion business consortium. This group focuses on how business leaders need to do their job through the lens of D/I and so they learn from each other The third is the global diversity and inclusion extended HR leadership team who ensure that work is done with the lens of D/I And the fourth group’s focus is on creating a culture for employees with disabilities. Advice for managers to be more aware of Diversity & Inclusiveness Look inside themselves, what are the capabilities, how knowledgeable am I? Read articles, around D/I and see what is happening around the world. Build your own capabilities - take a few online courses to look at unconscious bias and how it impacts your leadership In staff meeting, bring in an article around diversity and start a dialog, create a safe, brave space to talk about these things. What can I be doing better? What can I do to better create a culture? Take that information and go to your peers/ your manager. Have that discussion with your manager to figure out how your organization can create a more diverse and inclusive environment. Warren’s advice for individual employees is to understand your own biases, come into the workplace and talk with your peers about it – bring in an article, get together with others and talk about things happening, have a conversation with your manager and join an employee affinity group. Get involved and be a leader.  What you will learn in this episode: What role diversion and inclusion plays in organizations Why should organizations think about diversity? How is diversity and inclusion tied to business goals? What data should organizations look at in terms of D/I? What roles individual employees, managers and leaders play in creating a more diverse and inclusive organization

22 Jan 20181h 11min

A study about satisfaction carried out by a professor of psychology gives us something to think about in the workplace. Tom Gilovich, a professor of psychology at Cornell University, did a study along with some members of his team to find out how levels of satisfaction are affected by spending money on experiences versus spending money on physical things. Gilovich and his team found that people who spend money on physical things such as phones, computers, houses or cars tend to have a drop in satisfaction as time goes on. On the other hand, they found that people who spend money on experiences, like skydiving, traveling or learning a new skill, have higher satisfaction levels overtime. How can we translate this phenomenon into the workplace? A lot of times the relationship we have with our organizations tends to stay very transactional. When we first get the job our satisfaction levels are high, we are excited, expectant and happy. However, as time goes on we tend to become more and more dissatisfied with our jobs. We get bored, disconnected and burned out. Organizations need to find a way to allow employees to feel as if they have purchased an experience--as if they have climbed a mountain or gone skydiving. They need to find a way to help employees get that feeling of increased satisfaction as time goes on. If organizations could do this successfully, think of what that would do to the way we work, the way we feel and the way we live. What do you think? How do you think organizations could fix the way we view work?

18 Jan 20182min

Chip Heath, PhD. is the Professor of Organizational Behavior in the Stanford Graduate School of Business.  He is also the co-author (along with his brother, Dan) of Made to Stick: Why Some Ideas Survive and Others Die and a new book, The Power of Moments: Why Certain Experiences Have Extraordinary Impact.   The Power of Moments looks at defining moments. Defining moments are those that stand out in the flow of experiences. In life, there are probably a half of dozen ‘moments’ that stick out. For example, when you meet the person you will marry or have big moments in your career. But you also have smaller moments – like times on a vacation. Defining moments can be good or bad times. One example of a bad defining moment is when basketball player, Michael Jordan was in high school. He tried out for the varsity basketball team but did not make the team and was instead place on the lower, junior varsity level team.  This was a defining moment for him. So, throughout his life, when he has gone through tough times, he would remember seeing his name on the list for the less prestigious team. That memory would drive him. 4 Elements of Defining Moments: Elevation – ‘Rise above the everyday’. These are moments of powerful sensory sensations – like watching a fireworks show where there is sound and lights. In an organization it would be a promotion - if it came with a celebration in some way. Insight – ‘Rewire our understanding of ourselves or the world’. In our daily lives, every now and then a break-through happens, something becomes clear to us. For example, this is the person I want to marry or this is a job I don’t want. In the workplace, if you can provide insights to clients then they will love you. “Often what people want from us is a level of insight rather than comfort or pleasure.” Pride – ‘Capturing us at our best achievement’ – undervalued at most organizations. It is hard to praise people as much as they would like to be praised. There is a huge benefit of saying ‘I saw what you did… great work’. Connection – ‘connecting with others’. Connecting with others is very powerful. “Connection requires a level of depth that we don’t often get to in the workplace.” But when we get to that level of depth it’s amazing that we can get to it very quickly. Heath says there are two reasons why don’t we praise people enough. First of all, we think we are doing it. We ‘feel’ positive towards employees and we think we’ve said, ‘nice work’. It takes discipline to articulate the words. Also, it is surprisingly embarrassing to say positive things directly to someone face to face. If organizations can take the time to look at the four elements of defining moments and figure out how to create powerful and impactful moments for their people, the results can be astounding. How can your organization take the first step to creating “Powerful Moments”?   What you will learn in this episode: How John Deere tractor company welcomes new employees The power of praise How to build in defining moments into your organization What role does ‘creating moments of stretch’ play in one’s life or organization?

15 Jan 20181h 5min

Now more than ever employees are looking for a sense of purpose and meaning in their work. But where does that purpose come from--the worker or the organization? There is a story about President Kennedy visiting to NASA in the 1960s. While he was visiting he was walking down a hallway and saw a man who was carrying a broom and a bucket and Kennedy asked the man what he did at NASA. The man, who was a janitor at Nasa, replied, “Sir, I help put a man on the moon”. That story has been told and retold because it is a great example of the importance of having a sense of purpose in the work that we do. But where does that sense of purpose come from? Is it something that the organization is supposed to provide for you or is it something that the employee is supposed to come to work with? I think the answer is that it is partially the responsibility of both parties to create. I believe that the organization needs to help employees connect what they are doing to the impact they are having in a way that helps them see how they are changing the organization, the community and the world. Organizations can do this through stories, through helping employees feel like they belong at the company and giving them opportunities to grow and advance. But it is also partially the responsibility of the employee. The employee cannot just show up to work and assume the organization is going to hold their hand and do everything for them. Employees need to have an open mind, they need to find ways to contribute and they need to figure out why they are working for the organization in the first place. The greatest sense of purpose comes when both the organization and the employee create and nurture that purpose and that mindset on a daily basis. Do you agree with me? Who do you think is responsible for creating a sense of purpose at work?

11 Jan 20184min

Robin Hanson is an associate professor of economics at George Mason University and a research associate at the Future of Humanity Institute of Oxford University. He has a PhD in social science from Caltech, Master's in physics and philosophy from the University of Chicago and worked for nine years in artificial intelligence as a research programmer at Lockheed and NASA. He helped pioneer the field of prediction markets, and published The Age of Em: Work, Love and Life when Robots Rule the Earth, which was the topic of our discussion in a previous podcast episode back in 2016.  His most recent book is entitled, The Elephant in the Brain: Hidden Motives in Everyday Life. He also blogs at OvercomingBias.com.   The big mistake we are making – the ‘elephant in the brain’. the elephant in the room, n. An important issue that people are re­luc­tant to ack­now­ledge or add­ress; a social taboo. the elephant in the brain, n. An important but un­ack­now­ledged fea­ture of how our minds work; an introspective taboo. The elephant in the brain is the reason that people don’t do things they want to do. They have a lot of hidden motives. People think they do certain things for one reason but really do these things for a different reason.  Some of the motives are unconscious. This may be due to many reasons but one of them is the desire/need to conform to social norms. The book, The Elephant in the Brain includes 10 areas of hidden motives in everyday life. These include: Body language Laughter Conversation Consumption Art Charity Education – one reason people really go to school is to ‘show off’ Medicine – it isn’t just about health – it’s also about demonstrating caring Religion Politics The puzzle of social status in the workplace is one to be explored. People are always working to improve their position within an organization but often the competition is ‘hidden’ by socially expected terms like ‘experience’ or ‘seniority’. To discuss one’s social status in the workplace is not acceptable. So, to continue to explore and think about people’s true motives can be beneficial.   What you will learn in this episode: Why people have hidden motives. Are people just selfish? Why do companies have sexual harassment workshops? What could be alternative reasons to hold workplace meetings? How Robin and co-author Kevin Simler researched for the book Do we have the power to change our self-deceptive ways?

8 Jan 20181h 4min

Michael Arena, PhD is the Chief Talent Officer at General Motors. He is responsible for enterprise talent management, strategic workforce analytics, talent acquisition, executive development and global learning. GM employs 200,000 people across the globe. Major markets include North America, China and South America.   Prior to joining GM, Dr. Arena served as Senior Vice President of Leadership Development for Bank of America's Global Consumer and Small Business Banking group and spent two years as a visiting scientist within the Massachusetts Institute of Technology Media Lab, where he studied the intersection of human behavior, innovation and social connectivity. He is also currently a Lecturer at the University of Pennsylvania.  He is the author of a new book coming out in June, 2018 called Adaptive Space: How GM and other Companies are Disrupting Themselves and Transforming into Agile Organizations. One area that General Motors has looked at is Social Network Analysis, also called ONA – Organizational Network Analysis. This is what you see in your social network – it is a map or grid. Every person is a statistic. Are they someone who is a central connector? Or are they a broker who bridges two groups to drive them. So, GM might start with a survey that asks people about who they interact with each day. Through those surveys they map the connections together. Then they leverage that information and tap it into it. One example of this is when GM looked at team results. In one area they found that the cohesion scores of a team were correlated to their response rates to requests -the higher the cohesion, the quicker the response rates.  Teams that were spread out had lower response rates and lower quality responses. With that in mind, they relocated people so they were ‘looking at each other’, then created ‘huddles’ – where people could share regularly. It improved productivity by 25% in some cases. There are multiple areas that are being looked at in GM. One initiative that General Motors is currently focused on is called GM 2020 – it is a bottom up emergent movement. The focus is on how they can reinvent the ‘future of work’ – today. What are some of the key imperatives needed to make it happen? They look specifically at four areas: Talent gap Connected Simplicity Sustainability and Purpose Innovation They also have conducted two day ‘blitzes’ called Co-Labs where  particular challenges are worked on – focusing on leadership and innovation. At the end of the session the groups make a pitch. They have found that this is a good way to develop – engage people in real life business challenges.   What You Will Learn In This Episode: What does a Chief Talent Officer do How GM is looking to be a disrupter in the future Why an intentional workspace is critical The culture of GM The role of a ‘futurist’ at GM What GM is doing on the People Analytics front

3 Jan 20181h 5min

In the past we have always depended on humans and their ideas, intuitions, and feelings to figure out certain issues in our companies such as how to build teams, work on projects and carry out performance evaluations. Now, we have an increase in devices and ways to collect data in the workplace so we are able to track anything and everything. With this move towards data collection and technology we have a new field emerging, people analytics. With this new field we are able to add in data and science alongside of our intuitions to help our companies function as successfully as possible. Data can help us figure out things such as, what the most successful leaders in organizations do, what the key qualities are that make up an amazing team or how the best customer service professionals talk to their customers (and for how long). I don’t think that we will ever completely remove the human aspect, but I believe that by combining data with human ideas, intuition and feelings companies will be able to make better, more informed decisions. This truly is an exciting and fascinating time. Successful businesses should make an investment in people analytics.

29 Dec 20173min

Teresa Roche, Ph.D is the Chief Human Resources Officer for the City of Fort Collins, Colorado. Sixty miles north of Denver, Fort Collins is home to Colorado State University, with 32,000 students, several large high tech employers, and leading businesses in the brewing industry. There are 2400 employees at the city, with 28 that are in the HR department. There are similarities and differences in private and public sectors. One difference is found in various types of departments that this public sector has - such as a wellness team and a volunteer program manager. In the public sector, there is a requirement to serve all people’s needs. That is quite different as compared to private companies that may focus on one group – the customers.  In addition, there is an emphasis on transparency in public forum. The city of Fort Collins’ finances are available online for anyone to view. Budgeting is BFO – budgeting for outcomes. They have a triple bottom line – social, environmental and economic. Some trends that Teresa is paying attention to are: Technology changes – such as smart cities and driverless cars Ensuring they have an inclusive group of talent, be connected to each person across the city The way work can be done Fort Collins’ vision is to have a culture of innovation. However, there is a tension between the ‘fail fast, fail early’ in the public sector as compared to private. What is required in a leadership role? The ability to have a clear vision, the ability to set goals, and attract and retain people. One needs the basics of leading others to accomplish results. In the public sector, Roche believes the question is--how do we respond to patterns and signals. “I think it takes a special person to lead in the public sector”, Roche says. Roche’s advice for others is to realize what is possible for the city you live in and then demand more from the city. She also mentions the 3 P’s she is looking at: Purpose – aligning the purpose of people and cities Presence – leadership who can ‘remain calm in the storm’ Practice – no separation between work and learning   What you will learn in this episode: Similarities and differences between public and private sector HR Leading an HR department in a city Why Fort Collins, CO was named a great place to live What is BFO? How the public sector is looking at AI How to create a culture of innovation

27 Dec 20171h 3min