Cisco Communities          Get INVOLVED!                                                                      Michelle Rag...
• • • •© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   2
Volunteering andGiving BackPresentation_ID   © 2007 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   3
“Cisco has a strong culture of giving back – deeply                                                  rooted in our DNA spa...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   5
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   6
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   7
Cisco Club Red made 1,000 Care Kits for Tornado Victims in Need    © 2010 Cisco Systems, Inc. All rights reserved.        ...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   9
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   10
Providence Baptist Church made 302,400 meals for malnourished children© 2010 Cisco Systems, Inc. All rights reserved.     ...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   12
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   13
Nominate those who                                                  do a great job                                        ...
- -      Each Month Highlight:       Volunteer of Month       And Charity/Cause© 2010 Cisco Systems, Inc. All rights reser...
https://communityconnection.my.salesforce.com/home/home.jsp Earn a Volunteer Badge:© 2010 Cisco Systems, Inc. All rights r...
How much money can we raise for the causes we believe in?Which team can Log the Most Volunteer hours?  © 2010 Cisco System...
Inclusion and DiversityPresentation_ID   © 2007 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   18
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   19
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   20
•     •     •     •     •© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   21
•   Share expertise                                                  •   Prove leadership                                 ...
Communication                     Subject                     Matter                       Trusted                      Ex...
Prepare:                                          Establish:– Decide if you                                   – Mentors: D...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   25
http://wwwin.cisco.com/HR/mentoring/ementorme.shtml       E-Mentor Me Video: https://videosharing.cisco.com/vportal/VideoP...
 Support link in eMentorMe tool                                                    (response in 24 biz hrs)              ...
Employee EngagementPresentation_ID   © 2007 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   28
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   29
    © 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   30
2,536 Hours                                                     13%colleagues   © 2010 Cisco Systems, Inc. All rights rese...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   32
Clarkehttp://iwe.cisco.com/html/index.html#url=/web/gtmss/employee-engagement © 2010 Cisco Systems, Inc. All rights reserv...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   34
Rewards and RecognitionPresentation_ID   © 2007 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   35
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   36
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   37
· STAKEHOLDER ENGAGEMENT AWARD (Individual) –blue-badgefocuses on successes achieved with your stakeholders, implementatio...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   39
http://wwwin.cisco.com/learning/ementorme/© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   40
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential 41 41
Expected to                                    Not Expected to • Help mentee develop appropriate                • Become o...
Expected to                                    Not Expected to • Initiate and drive relationship                • Know all...
Expected to                                    Not Expected to • Support employee development                   • Abdicate...
Informational Level (ie New                                                  Hire)                                        ...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential 46 46
Professional                                 Management                             Executive                             ...
 Meyer Briggs                             Globesmart StrengthsFinder 2.0© 2010 Cisco Systems, Inc. All rights reser...
Purpose:                                       Contents: • Framework for the relationship                 • Name of relati...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential 50 50
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential 51 51
                                                 “Easy out” for                                                  both par...
© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential 53 53
Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring &Protégé, Vol. 9, No. 4, Fall ...
Source: Lois Zachary, “Mentoring Relationships: 7 Tips forComing to Closure,” Mentoring & Protégé, Vol. 9, No. 4, F...
Prepare • Readiness Assessments • Expectation FAQ’s • Establish • Mentor/Mentee Guides • Mentoring Agreement     Sustain: ...
 Support link in eMentorMe tool                                                    (response in 24 biz hrs)              ...
•     •     •     •     •© 2010 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   58
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Michelle Ragusa Cisco Communities 9 26-2012

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  • Many people want to jump into the relationship, but preparation sets the stage for the success of the relationship.
  • Review slide contents.Can we all agree with this? Anything to add?
  • Review slide contentsCan we all agree with this? Anything to add?
  • Review slide contentsCan we all agree with this? Anything to add?
  • Establish is where you define competencies to mentor on (mentors) or to seek development (mentees). It is where you connect with your mentoring partner.
  • This is where the work gets done
  • Discussion: What might be challenging about ending relationships?Many people consider this one of the most difficult parts of the relationship, like “breaking up”
  • See this as part of the relationship. Very few people keep the same mentor forever. Lack of closure – partners don’t know how to let go, mentoring relationship evolves slowly into friendship Fear of closure – not wanting to take action and close, fear of causing offense or simply going through the motions of the relationship because a relationship is “expected” Partner moves suddenly or can no longer be in relationship due to personal issues, doesn’t end the relationship formally-it just dies suddenly Scheduled end – time is up so relationship is over but no “ritual” to assess progress/celebrate success
  • From Zachary article: There are number of things that mentoring partners can do to insure satisfying in meaningful closure: Be proactive. Don't wait until the end to begin! Agree on how you will come to closure when you first negotiate your mentoring partnership. Discuss and plan how you will come to closure — if it is planned or unplanned. Set ground rules for having the discussion. Make one of those ground rules an agreement to end on good terms. Many mentoring partners adopt the no-fault rule, meaning that there is no blaming if the partnership is not working or one person is uncomfortable.2. Look for signals. Keep your antenna up so you can recognize signs that the relationship may be ending. Check out your perceptions and assumptions when the first indicators appear. What you think you see may be a reflection of your on anxiety, fear, or hope.3. Respect your partner. If he or she wants to end the relationship and you don't, you must honor their wishes (ok to negotiate first). You may want to leave the door open in case circumstances change. Time is the most frequent cause of mentoring partnership derailment. Being flexible but focused is helpful. Always get a date on the calendar. If you need to close on a meeting, do it, but make sure you schedule your next one when you do. Used wisely, a calendar reminder is a contact point for communication.
  • Michelle Ragusa Cisco Communities 9 26-2012

    1. 1. Cisco Communities Get INVOLVED! Michelle Ragusa, September 26, 2012Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 1
    2. 2. • • • •© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 2
    3. 3. Volunteering andGiving BackPresentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 3
    4. 4. “Cisco has a strong culture of giving back – deeply rooted in our DNA spanning back to the early days when we were headquartered in East Palo Alto and then-CEO John Morgridge encouraged employees to hop the fence over to the elementary school next door and help mentor, tutor and help contribute to the upkeep of the buildings”© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 4
    5. 5. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 5
    6. 6. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 6
    7. 7. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 7
    8. 8. Cisco Club Red made 1,000 Care Kits for Tornado Victims in Need © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 8
    9. 9. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 9
    10. 10. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 10
    11. 11. Providence Baptist Church made 302,400 meals for malnourished children© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 11
    12. 12. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 12
    13. 13. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 13
    14. 14. Nominate those who do a great job volunteering/leading in the community… If they win the “Pay it Forward Award”… we will interview them and highlight the Charity they support!© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 14
    15. 15. - - Each Month Highlight: Volunteer of Month And Charity/Cause© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 15
    16. 16. https://communityconnection.my.salesforce.com/home/home.jsp Earn a Volunteer Badge:© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 16
    17. 17. How much money can we raise for the causes we believe in?Which team can Log the Most Volunteer hours? © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17
    18. 18. Inclusion and DiversityPresentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 18
    19. 19. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 19
    20. 20. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 20
    21. 21. • • • • •© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 21
    22. 22. • Share expertise • Prove leadership • Expand network Mentor • Invest in organization’s future • Obtain fresh perspectives • Give back • Enhance career opportunities • Learn about another division/dept • Expand leadership abilities • Increase technical skills Mentees • Make valuable contacts • Integrate into new company or job role© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 22 22
    23. 23. Communication Subject Matter Trusted Expert Advisor Problem Solver© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 23
    24. 24. Prepare: Establish:– Decide if you – Mentors: Define the are ready knowledge and skills for– Determine which you can mentor relationship type – Mentees: Define focus and goals for what a mentor can help you with specifically – Both: Match with mentoring partner, create mentoring agreement (Invitation)Close: Sustain:– Bring the – Meet with your relationship to a mentoring partner close, evaluate and regularly to accomplish summarize the the goals of the accomplishments mentoring agreement – Guideline: 1-3 hrs/mo© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 24 24
    25. 25. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 25
    26. 26. http://wwwin.cisco.com/HR/mentoring/ementorme.shtml E-Mentor Me Video: https://videosharing.cisco.com/vportal/VideoPlayer.jsp?ccsid=C- 0f844aaf-83fd-41ec-8a97-7dfa992523a7:-1#© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 26
    27. 27.  Support link in eMentorMe tool (response in 24 biz hrs)  Send questions to eMentorMe Program Team mailbox (ementorme@cisco.com) or Peter Nguyen nguyenph@cisco.com  Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learnin g/ementorme /© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 27 27
    28. 28. Employee EngagementPresentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 28
    29. 29. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 29
    30. 30.  © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 30
    31. 31. 2,536 Hours 13%colleagues © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 31
    32. 32. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 32
    33. 33. Clarkehttp://iwe.cisco.com/html/index.html#url=/web/gtmss/employee-engagement © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 33
    34. 34. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 34
    35. 35. Rewards and RecognitionPresentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 35
    36. 36. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 36
    37. 37. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 37
    38. 38. · STAKEHOLDER ENGAGEMENT AWARD (Individual) –blue-badgefocuses on successes achieved with your stakeholders, implementation ofnew service offerings and proactive engagements that improve the ease ofdoing business with Cisco. (Two awards per quarter)· ONE CISCO COLLABORATION AWARD (Individual) –blue-badgeeligible award that focuses on continuously seeking new ways to workmore efficiently, fostering business transformation through increased agilityand adaptability to new business environments and rebuking the statusquo to drive to the Once Cisco model. (Two awards per quarter)· INNOVATION AWARD (Individual) – is a red-badge eligible awardfocuses on an individual who has built a best practice based on aninnovative idea or process that enables a customer to improveprofitability, capabilities or increase productivity, along with fosteringteamwork and collaboration. (Two awards per quarter) Upcoming Awards: Team and Volunteer!Please take some time to nominate your team members and/or peers! © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 38
    39. 39. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 39
    40. 40. http://wwwin.cisco.com/learning/ementorme/© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 40
    41. 41. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 41 41
    42. 42. Expected to Not Expected to • Help mentee develop appropriate • Become or replace mentee’s mentoring agreement/objectives supervisor or manager • Provide guidance based on • Report to others about mentee’s mentees learning and progress development needs • Help mentee access appropriate • Know all the answers experts • Develop a friendship • Be resource, advisor, role model • Provide feedback • Respect confidentially© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 42 42
    43. 43. Expected to Not Expected to • Initiate and drive relationship • Know all questions to ask (unless otherwise defined by program) • Get things right the first time • Identify initial learning goals • Fit all learning into one relationship • Seek feedback • Look to mentor for all answers • Take active role in learning • Be submissive in the relationship • Initiate meetings and discussions • Develop a friendship • Allocate time and energy • Follow through on commitments© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 43 43
    44. 44. Expected to Not Expected to • Support employee development • Abdicate development responsibility to the mentor • Provide time for mentoring relationship • (Anything else ??) • Recognize the contribution of mentors ( CPC, public settings ) • Initiate meetings and discussions • Respect confidentially agreement between mentoring partners© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 44 44
    45. 45. Informational Level (ie New Hire)  LESS   Accountability Skill Level Intensity  Trust  Time Career Development Level   MORE © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 45 45
    46. 46. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 46 46
    47. 47. Professional Management Executive Working Across Boundaries Team Building Working Across Boundaries Building Relationships Managing Conflict Engaging Others Communicating for Action Team PlanningC Earning Trust Recognizing Good Performance Earning Trust Earning Trust Developing Self Developing SelfL Active Learning Coaching Developing Others Helping Others Improve Demonstrating Passion Delegation Demonstrating PassionE Self-Starting Performance Feedback Empowering Teams Problem Solving & Decision Making Achieving Results Communicating Goals Shaping Strategy Aligning with Business GoalsA Building Capability Building Capability Innovation & Risk Taking Promoting Innovation Creating SolutionsD Thriving in Change Envisioning Opportunities Leading Change Leading Change C-LEAD © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 47 47
    48. 48.  Meyer Briggs Globesmart StrengthsFinder 2.0© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 48 48
    49. 49. Purpose: Contents: • Framework for the relationship • Name of relationship • Clarity of expectations (Communication Skills, Change Leadership, etc.) • “Contract” between partners • Partner names • Goals – the results to achieve • Knowledge and skill goals • Type of relationship (1-1, Group or Situational - Skill/Knowledge, Information or Career focus) • Any additional information or clarification • Meeting frequency • Confidentiality and accountability standards • How to monitor progress • Duration of relationship© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 49 49
    50. 50. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 50 50
    51. 51. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 51 51
    52. 52.  “Easy out” for both partners See “First Three Meetings” document in eMentorMe Learning Resources for full agendas and additional ideas© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 52 52
    53. 53. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 53 53
    54. 54. Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring &Protégé, Vol. 9, No. 4, Fall 1999© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 54 54
    55. 55. Source: Lois Zachary, “Mentoring Relationships: 7 Tips forComing to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 55 55
    56. 56. Prepare • Readiness Assessments • Expectation FAQ’s • Establish • Mentor/Mentee Guides • Mentoring Agreement Sustain: • First Three Meetings document • Newsletters Close: • Cisco eMentorMe Training content • Cisco eMentorMe Mentoring Arcive© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 56 56
    57. 57.  Support link in eMentorMe tool (response in 24 biz hrs)  Send questions to eMentorMe Program Team mailbox (ementorme@cisco.com)  Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learnin g/ementorme /© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 57 57
    58. 58. • • • • •© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 58

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