global glbt leadership workshop 2011 for external review
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© 2011 IBM Corporation19 December 2011
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Добро пожаловать!
いらっしゃいませいらっしゃいませいらっしゃいませいらっしゃいませ
ברוך הבא
καλώς ορίσατε환영합니다환영합니다환영합니다환영합니다
歓迎歓迎歓迎歓迎
© 2011 IBM Corporation
Global GLBT IBM Leadership Workshop Dallas, Texas, 28 October 2011
Global GLBT IBM Leadership Conference, Dallas, Texas, USA, 28 October 2011
© 2011 IBM Corporation19 December 2011
WelcomeFred Balboni and Sarah Siegel
8.30
© 2011 IBM Corporation19 December 2011
Vital Few readout – Claudia Woody15.15
Closing remarks – Claudia Woody16.25
Small groups & report out: What happens when you return home?16.00
Your IBM story – Participants in plenary, introduced by Fred Balboni14.30
Leadership pipeline focus and the IBM Competencies – Tom Fleming12.15
Small groups & report out: gender among GLBT leaders, what’s the difference?11.15
Small groups on how our identity informs our leadership10.15
Break11.00
IBM Competencies brought to life by participants’ stories
Guy Pacitti; Peter Havelock; Greg Johns; Kathy Colucci; Claudia Woody; David Likins; Annette Coffey; Rob Shook; Tom Fleming
13.30
Bon voyage! Workshop is done.16.30
Current initiatives to join – Tony Tenicela15.30
Break15.00
Lunch & networking12.30
GLBT executive panel
Esther Dryburgh; Fred Balboni; Mary Garrity; and Joseph Bertolotti; Moderator: Sarah Siegel
9.05
Welcome! Breakfast is provided.8.30
Global GLBT IBM Leadership Workshop Agenda
© 2011 IBM Corporation19 December 2011
GLBT Executive PanelEsther Dryburgh, Fred Balboni, Joseph Bertolotti,
and Mary GarritySarah Siegel, moderator
9.05
© 2011 IBM Corporation19 December 2011
When and why did you first
think of yourself as a leader?
How did you act on your
knowledge?
© 2011 IBM Corporation19 December 2011
How can we contribute to the 2015 Roadmap?
© 2011 IBM Corporation19 December 2011
When and why did you first think of yourself as gay, lesbian, bi and/or trans?
How did you act on your knowledge?
© 2011 IBM Corporation19 December 2011
Where will Business Analyticscontribute to GLBT equality in
the next five years?
© 2011 IBM Corporation19 December 2011
When and why did you first think about your gender
identity?
How did you act on your knowledge?
© 2011 IBM Corporation19 December 2011
When will Cloud Computingbenefit a majority of technical
leaders?
© 2011 IBM Corporation19 December 2011
When and why did you first
think of yourself as among
your nationality?
How did you act on your
knowledge?
© 2011 IBM Corporation19 December 2011
In a Smarter Planet, how do we ensure respect for local
identities and imperatives?
© 2011 IBM Corporation19 December 2011
Small Group Discussion: how our identity informs our leadership
Executive panelists join the small groups
10.15
© 2011 IBM Corporation19 December 2011
When and why did you first
think of yourself as a leader?
How did you act on your
knowledge?
© 2011 IBM Corporation19 December 2011
When and why did you first think of yourself as gay, lesbian, bi and/or trans?
How did you act on your knowledge?
© 2011 IBM Corporation19 December 2011
When and why did you first think about your gender
identity?
How did you act on your knowledge?
© 2011 IBM Corporation19 December 2011
When and why did you first
think of yourself as among
your nationality?
How did you act on your
knowledge?
© 2011 IBM Corporation19 December 2011
Break
11.00
© 2011 IBM Corporation19 December 2011
Small group & report out: gender among GLBT leaders, what’s the difference?
11.15
© 2011 IBM Corporation19 December 2011
Gender Among GLBT Leaders:What’s the Difference?
Please discuss as a group. One person per table, agree to be thescribe to capture key discussion points The scribe gives the summary-sheet to your team’s spokesperson to report out on:
Imagining non-GLBT leaders’ perspectives:
� What do you think are among their assumptions when they consider promoting you?
� What do you wish they understood about your gender in the GLBT context?
Overcoming challenges:
� As a G, L, B or T leader, how do I overcome any challenges inherent in my gender?
� What are specific actions I can take to overcome any challenges inherent in my gender?
Future CEO of IBM:
� What do you think it will take for there to be a female L, B, or T CEO of IBM?
� What do you think it will take for there to be a male G, B or T CEO of IBM?
© 2011 IBM Corporation19 December 2011
Leadership Pipeline Focus and IBM Competencies
Tom Fleming
12.15
© 2011 IBM Corporation19 December 2011
IBM: Top Company for Developing Leaders
Fortune ranks IBM #1
Top Companies for Leaders
2009-2011 – judged biennially
Hewitt Assoc/CEO Magazine
Ranked IBM #1
Top Companies For Leaders
2002 & 2003
Comprehensive practices
well executed
Innovation in
leadership development
Differentiated
business results
Forward-thinking
proactive initiatives
IBM Leadership Development, always ranked near the top
© 2011 IBM Corporation19 December 2011
IBM Leadership Landscape
IBM Leadership Governance
Strategy TeamStrategy Team
IBM’s strategic direction and emerging
business opportunities
Technology TeamTechnology Team
Near- and long-term emerging technologies,
technical developments and issues
Integration and Values Team (I&VT)
Integrate IBM’s enterprise-wide capabilities, and
align and communicate strategies and values
Performance Team
Accountable for business performance & results.
Develop cross-unit strategies.
Operating TeamOperating Team
Day-to-day marketplace execution
B XXX
C XXXX
D XXXX
All Band 10 and below
XXX,XXX+
PT: 58I&VT: XXXA XX
AA XX
© 2011 IBM Corporation19 December 2011
IBM Population
>425,000
Managers
XX,XXX
Executives
X,XXX
IBMers Worldwide Today
© 2011 IBM Corporation19 December 2011
IBM Population
X,XXX
Out GLBT
Executives
< XX
The GLBT Leadership Opportunity
Ca X% self-
selected
≡ < X%
See the list of out executives here: http://ibmurl.hursley.ibm.com/1W7T.
© 2011 IBM Corporation19 December 2011
GLBT Indicator linkage with Global Business and Technical Leadership Resources
� For first time, the GLBT Indicator linked with Business and Technical Leadership Resources (BTLR) database for analysis.
� XXXXX self identified, GLBT employees formally approved the linkage of their status with the BTLR data (some declined).
� GLBT Indicator link with Business and Technical Leadership Resources (BTLR) allows for broad data analysis including what is noted below:
– For Band 10 and Above:
• Ultimate Potential
• Next Move Timeframe
• Current Executive Role Pipeline
– For Band 8-9:
• Band 10 Attainability
• Band 10 Role Pipeline
• Next Move Timeframe
© 2011 IBM Corporation19 December 2011
� Thinking systemically
� “360 Degrees” of Trust
� Handling ambiguity and
uncertainty
� Cultural adaptability
� Emphasis on result-
oriented communication
� Inspiring employee
engagement and
empowerment
� Taking initiative and
accountability
New themes
� Former Leadership Competencies are embedded
� Former Foundational Competencies are embedded
Business Evolution Requires Leadership Evolution
What we bring forward
2010
© 2011 IBM Corporation19 December 201129
IBMers at Our Best: Our Competencies
29
Embracechallenge
Partnerfor clients’success
Collaborateglobally
Act with asystemic
perspective
Buildmutual trust
Influence through
expertise
Continuouslytransform
Communicatefor impact
Help IBMerssucceed
© 2011 IBM Corporation19 December 2011
Lunch
12.30
© 2011 IBM Corporation19 December 2011
IBM Competencies brought to life by participants’ stories
Guy Pacitti; Peter Havelock; Jim Freeman; Kathy Colucci; Claudia Woody; Esther Dryburgh; Annette Coffey; Rob
Shook; Tom Fleming
13.30
© 2011 IBM Corporation19 December 2011
Embrace challenge
IBM is in the business of taking on
complex situations and challenges. The
mission of IBMers is to make the world
work better--from daily breakthroughs
to world-changing progress. So we
focus on the future and embrace the
hard challenges facing our teams, our
clients and our communities.
We see opportunity in complexity, and
are skilled at identifying the central
issues and charting a path forward. We
take personal accountability for
transformative outcomes--and our
belief in progress inspires others to rise
to the challenge with us.
Displaying and inspiring a positive attitude
Seeking and seeing opportunities in challenging situations
Demonstrating resilience and overcoming resistance
Focusing on key priorities
© 2011 IBM Corporation19 December 2011
Partner for clients’ success
IBM’s worth depends not just on what we
imagine, but what we deliver. IBMers go
above and beyond what is expected to
achieve our clients’ current and future
aspirations. We deliver client value. We
act as their partners and derive great
pride from their success. We invest the
time to understand their situation and
unmet needs; seek out market and
societal insights; and make connections
across the whole of IBM to serve them.
We work alongside our clients, co-
creating approaches, solutions and
ultimately their success--which in turn,
transforms whole industries, economies
and society.
Understanding the
client and the industry
Focusing on the client’s needs
Developing enduring
partnerships with clients
Connecting across and beyond
IBM to provide integrated
solutions
© 2011 IBM Corporation19 December 2011
Collaborate globally
IBMers are global professionals and
global citizens--and must therefore be
skilled at collaboration. We think and
work shoulder-to-shoulder with others--
across the boundaries of teams,
disciplines, organizations, countries and
cultures--to achieve the right outcome.
As the human dimension of a globally
integrated enterprise, we build our own
networks of experts--and we encourage
our colleagues to use the collective
intelligence of their network not just to
get work done, but to identify what needs
to be done and to take collective action.
We see our networks of global citizens
not just as collections of individuals, but
as a collective leadership force creating
the full promise of IBM to transform the
marketplace, society and the world.
Fostering collaboration
within and between teams
Developing and leveraging
networks across disciplines
and cultural boundaries
Leveraging IBM’s collective
intelligence and capabilities
Taking collective action
© 2011 IBM Corporation19 December 2011
Act with a systemic perspective
IBMers are systems thinkers. We help
our clients, our colleagues and the world
understand and design the essential
dimensions of any system – how it
senses, maps and analyzes information,
detects underlying patterns, and
translates that knowledge into belief and
action. We help others see this end-to-
end view, synthesizing information from
many dimensions – whether the system
in question is technological, economic,
societal, cultural or natural. This systemic
view allows us to frame problems
properly, and to take the right action in
the right way at the right time. It also lets
us anticipate the impact of our actions on
others. Knowing all this, we act wisely
while boldly taking the right risks.
Thinking Systemically
Detecting underlying patterns and
interrelationships among seemingly
disparate issues
Making timely and effective
decisions
Acting decisively, taking risks
when appropriate
© 2011 IBM Corporation19 December 2011
Build mutual trust
IBM’s business model requires getting different constituents to work together to solve problems and open up opportunity--be that inside IBM, among organizations, within our clients, or in the case of world-changing work, with many communities. IBMers are skilled at building “360 degrees of trust” across this full spectrum of IBM’s constituents--finding common ground for those with different objectives, aspirations, constraints and cultures. We build these kinds of relationships by acting with integrity, assuming positive intent and ensuring that openness and trust are maintained--even when agreement is not achieved. We trust in the skills of others--that they know what to do and how to do it, and are motivated to achieve the result. And if we see trust eroding, we take accountability to remedy that quickly.
Developing “360 degrees”
of trust
Respecting other’s values,
cultural and organizational norms
Trusting in other's capabilities
Acting with honesty and integrity
Taking responsibility
© 2011 IBM Corporation19 December 2011
Influence through expertise
IBM’s value proposition and business model are grounded in delivering expertise. So we continually deepen our own and our colleagues’ knowledge and eminence--as professionals, as collaborators, as leaders, and as fully realized IBMers. We develop our skills and careers through feedback, coaching, mentoring and challenging assignments--within IBM and in the communities where we and our clients live and work. And we take personal responsibility for developing IBM’s thought leadership, both inside and outside our organizations.
Promoting the continuous
development of one’s own and
others’ knowledge and expertise
Adopting a mentoring and
coaching approach
Developing others through
challenging and cross-
organizational assignments
Focusing on talent
development
© 2011 IBM Corporation19 December 2011
Continuously transform
IBMers are committed to building the
future--a better world, and a better IBM.
This is what IBM has done for 100 years.
Our intellectual curiosity and spirit of
restless reinvention, animated by a belief
in reason, in science and in progress,
infuses the enterprise with energy.
Today, in a world where the future is far
less predictable, IBMers actively seek
what we do not know and haven’t yet
imagined. We cultivate an environment
of openness to new approaches and
experimentation. We rethink
assumptions and ask probing questions–
to grasp new situations, unearth
opportunities and create new markets.
We engage others whose background,
culture, language or work style is
different from our own. This is the heart
of an IBM that can learn, adapt, and
continuously transform.
Adapting to and leveraging
changing situations
Infusing the organization with
intellectual curiosity and energy
Cultivating a climate of
openness
Fostering innovation
© 2011 IBM Corporation19 December 2011
Communicate for impact
IBMers communicate to find mutual
understanding and to build a sense of
shared outcomes. That starts with
listening; we ensure people’s ideas and
concerns are heard. We bring deep
expertise and perspective, which are the
ingredients to communicating clearly and
simply, especially in complex situations.
We interpret and synthesize disparate
concepts, strategies and intent. We
leverage our understanding of others’
perspectives--the ones they can express,
and the ones they cannot yet--to tailor
what we say and how we say it. We
communicate authentically, in a timely
way and in the most effective manner--
even when conveying difficult topics or an
unpopular opinion.
Listening for mutual
understanding
Creating messages focused
on the target audience
Delivering messages in a
timely and effective manner
© 2011 IBM Corporation19 December 2011
Help IBMers succeed
The IBM brand is about IBMers, and how
we show up in the world--not just client-
facing IBMers, but all of us. So we each
strive to bring our best selves to our
work. And we are in the service of the
success of others--ensuring they have
resources, ongoing support and clear
milestones. We take the time to share
insights and discuss the challenge in
front of us. We anticipate and remove
obstacles and prevailing practices that
are holding people back. We
acknowledge others’ contributions,
champion their ideas, and help each
IBMer find his or her own motivation. We
create an environment in which our
colleagues feel a sense of purpose and
engagement, and which draws on their
own strong desire to act.
Establishing clarity on
roles, expectations and goals
Providing resources and support
Motivating people by providing a
sense of purpose and impact
Recognizing contributions and
championing others’ ideas
Removing obstacles
to performance
© 2011 IBM Corporation19 December 2011
Reflect on how you have demonstrated IBM Competencies
© 2011 IBM Corporation19 December 2011
Your IBM storyParticipants in plenary, introduced by Fred Balboni
14.30
© 2011 IBM Corporation19 December 2011
How Do You Communicate Your IBM story?
© 2011 IBM Corporation19 December 2011
Break
15.00
© 2011 IBM Corporation19 December 2011
Vital Few readoutClaudia Woody
15.15
© 2011 IBM Corporation19 December 2011
Current initiatives to joinTony Tenicela
15.30
© 2011 IBM Corporation19 December 2011
Small group & report out: What happens when you return home?
16.00
© 2011 IBM Corporation19 December 2011
Which Vital Few and community initiatives will you pursue, to advance your leadership & career, and our people & allies?
1. Please discuss as a group at your table
2. One person per table, agree to be the scribe to capture all of the ideas
3. The scribe gives the summary-sheet to your team’s spokesperson.
© 2011 IBM Corporation19 December 2011
Thank You!
Merci!
Dankë!
Gracias!
Obrigado!Obrigado!Obrigado!Obrigado!
Grazie!Grazie!Grazie!Grazie!
Xie xie
ShukriyaShukriyaShukriyaShukriya
Dhanyavaad
Shukran
Domo Arigato!Domo Arigato!Domo Arigato!Domo Arigato!
Multumesc
Barka!
Sagol!
HvalaHvalaHvalaHvala
Khawp khun Terima kasih!
Barkal
Dakujem
Doh je
Ashi
Dank u
Takk
KoszonomTack
Dankie
תודה רבה
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