www.create-learning.com
1.716.629.3678

Objectives.
What is relevance within work?
Why should I care?
How can I use this?
“We all have been hog-tied by
pessimistic misconceptions of people
at work. These misconceptions have
arisen from the obse...
Wh y

www.create-learning.com

d o yo

u wor

k?
Why Relevance?
CP + V + K&S +Wi + (-T) = CAC

www.create-learning.com
Why Relevance?
CP + V + K&S +Wi + (-T) = CAC

www.create-learning.com
www.create-learning.com
Relevance describes how pertinent, connected, or applicable something
is to a given matter. A thing is relevant if it serv...
relevance
g in
ork lackin
W
leads to;

www.create-learning.com
relevance
g in
ork lackin
W
leads to;

Who is accountable for determining how the relevancy of the
work (task to be comple...
In work it is the manager; who has
control of the system.
People are spontaneously energetic with respect to things that
i...
Finding the First Rung—A study on the
challenges facing today’s frontline leader,
surveyed 1,130 supervisors and first-lev...
Indicators that the person
does not value the work
and role they are in

“When the Going Gets
Tough…The Tough Default
To T...
Relevance Defined: Something (A)
is relevant to a task (T) if it increases
the likelihood of accomplishing the
goal (G), w...
Relevance Enneagram

www.create-learning.com
Relevance Enneagram
Model Overview
0-1-2 = The “what” is relevant.
3-4-5 = The “So-What” and “How” is
it relevant.
6-7-8 =...
0 = What is relevant to self.
0: What about your work interests you the most?
• When you speak with people about your work...
1 = What is relevant to people on the team.
1: Explain & explore the skill sets and why each person was
chosen to be on th...
2 = What is relevant to people in the organization.
2: As an organization (company) what is relevant to us?
• What are the...
Relevance Enneagram
Model Overview
0-1-2 = The “what” is relevant.
3-4-5 = The “So-What” and “How” is
it relevant.
6-7-8 =...
mike@create-learning.com
1 716 629 3678
www.create-learning.com
www.facebook.com/teambuildingwny
Twitter: @teambuildingny
...
Interested in learning more
about the Relevance Enneagram.
Contact Mike…
Want to increase retention of talent,
satisfactio...
Michael Cardus is Create-Learning
Making Teams & Leaders Better.
By improving individual effectiveness and
team processes....
Photo Credit(s) in order of appearance
Flickr.com
Aaron Escobar ♦ (the spaniard)™
mikecolvin82
Emergency Photography.
Pedr...
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Finding What is Relevant About Your Work and Organization

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http://www.create-learning.com
Want to increase retention of talent, satisfaction with work & production? You need a tool that finds what is relevant and how people value the work they do; Then apply that information to the tasks and goals to be completed.

The Relevance Enneagram
Does That.

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Finding What is Relevant About Your Work and Organization

  1. 1. www.create-learning.com 1.716.629.3678 Objectives. What is relevance within work? Why should I care? How can I use this?
  2. 2. “We all have been hog-tied by pessimistic misconceptions of people at work. These misconceptions have arisen from the observation of how people behave, understandably, within badly flawed managerial leadership systems.” -Elliott Jaques “Social Power and the CEO” http://create-learning.com/blog/manager-training/10-misconceptions-about-people-at-work www.create-learning.com
  3. 3. Wh y www.create-learning.com d o yo u wor k?
  4. 4. Why Relevance? CP + V + K&S +Wi + (-T) = CAC www.create-learning.com
  5. 5. Why Relevance? CP + V + K&S +Wi + (-T) = CAC www.create-learning.com
  6. 6. www.create-learning.com
  7. 7. Relevance describes how pertinent, connected, or applicable something is to a given matter. A thing is relevant if it serves as a means to a given purpose. Imagine a patient suffering a well-defined disease such as scurvy caused by lack of vitamin C. The relevant medical treatment for him would be doses of tablets containing vitamin C (ascorbic acid). Other medicines, such as vitamin B, are non-relevant. Given this example, we can generalize and have the following Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002). A thing might be relevant, a document or a piece of information may be relevant. The basic understanding of relevance does not depend on whether we speak of "things" or "information". http://en.wikipedia.org/wiki/Relevance www.create-learning.com
  8. 8. relevance g in ork lackin W leads to; www.create-learning.com
  9. 9. relevance g in ork lackin W leads to; Who is accountable for determining how the relevancy of the work (task to be completed) is aligned with the person tasked to complete the work? www.create-learning.com
  10. 10. In work it is the manager; who has control of the system. People are spontaneously energetic with respect to things that interest them, that are relevant to them completing great work that is of value. www.create-learning.com
  11. 11. Finding the First Rung—A study on the challenges facing today’s frontline leader, surveyed 1,130 supervisors and first-level managers to understand how they’re overcoming the challenges of their jobs and what is holding them back from being successful. The major findings of the study include: • 42% of new managers don’t understand what it takes to succeed • Half took the role for an increase in compensation • Only 23% actually wanted to lead others -Development Dimensions International http://www.ddiworld.com/DDIWorld/media/trend-research/findingthefirstrung_mis_ddi.pdf www.create-learning.com -> vance Rele s -> Value ment -> it Comm ness -> ive Effect ivity ct Produ
  12. 12. Indicators that the person does not value the work and role they are in “When the Going Gets Tough…The Tough Default To Their Level Of Competence” •Manager Complains about subordinates •Manager actively pushes out competent subordinates •Subordinates actively seek transfers from the division •Manager hires subordinates that also lack the proper capability for the roles •Manager is excessively over controlling – micro-managing •Manager fails to set an adequately broad context for subordinates to work •Manager sets increasingly constraining policies and regulations in order to gain control •Noticeable deterioration of leadership qualities as compared with effective leadership in previous role •Managers personality has noticeably changed http://create-learning.com/blog/manager-training/before-the-prom www.create-learning.com
  13. 13. Relevance Defined: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002). www.create-learning.com
  14. 14. Relevance Enneagram www.create-learning.com
  15. 15. Relevance Enneagram Model Overview 0-1-2 = The “what” is relevant. 3-4-5 = The “So-What” and “How” is it relevant. 6-7-8 = The “Now-What” and “Application” of the relevance. Additionally scales + results for metrics of performance. 0-3-6 = What is relevant to “self” and “individual”. (Sub-System) 1-4-7 = What is relevant to “team” and “people on the team”. (System) 2-5-8 = What is relevant to “organization” and “people in the organization”. (Super-System) www.create-learning.com
  16. 16. 0 = What is relevant to self. 0: What about your work interests you the most? • When you speak with people about your work-what do you share with them about what you enjoy doing? • If I was to observe you doing your work, when would I see you at your most productive? Why does that happen? • What do you find valuable about the work you do? 0:3:6 Relevant to Self Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002). 3 = How is it relevant to self. 3: When assigned a task or goal how do you prioritize the work? • How does the work you do contribute to your overall effectiveness? • What is an example of a completed task or goal that was important to you as a person? How did you manage to acquire that task and what was the feedback/interaction with your manager about that task? • How do you find personal value in your work? 6 = Application to tasks (self). 6: On a scale of 0 – 10 with 0 being irrelevant to you and 10 being very relevant where would you rate your current work? What is currently happening at (x) that is not happening at a lower number? • What would you need to move up one number on that scale? • If the relevance of your work was at a 9 what would you be doing more of? www.create-learning.com
  17. 17. 1 = What is relevant to people on the team. 1: Explain & explore the skill sets and why each person was chosen to be on this team. • What about this team project (task, goal, etc…) is relevant to people on team? Why are they on the team, why now? • What is the goal? • What challenges does the team leader have? What challenges does the team leaders manager (MOR) have? • What are the shared values of the people on the team? 1:4:7 Relevant to Team Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002). 4 = How is it relevant to people on the team. 3: What is in it for them? How will each person be able to know and engage in the team goal. • Who will benefit from the success of the team? • How will they benefit? • What is the feedback process for performance & underperformance of work? • How can the team ensure that each person has tasks that are of value to them? 7 = Application to tasks (team). 7: Implementation - getting work done; • When working in the past on teams what was successful in keeping the work relevant to the team and people on the team? • If you arrived tomorrow and unknown to you, everyone on the team found this project personally very relevant what would you notice was being done? What else? • What is the 1st step the team can take to quantify the relevance of this project? www.create-learning.com
  18. 18. 2 = What is relevant to people in the organization. 2: As an organization (company) what is relevant to us? • What are the spoken values of the organization? • What are the unspoken values? (folkloric constructs) • When we speak to employees what do they find relevant about the work they do? • When we speak to the public what do they find relevant about the work we do? 5 = How is it relevant to people in the organization. 5: Does it matter? • How are we relevant to employees? • How are they relevant to the organization? • How does the SuperSystem (society as a whole) impact the way we view employees? 2:5:8 Relevant to Organization Definition: Something (A) is relevant to a task (T) if it increases the likelihood of accomplishing the goal (G), which is implied by T. (Hjørland & Sejer Christensen,2002). 8 = Application to tasks (organization). 8: Are we trying to be relevant to everyone OR do we know who is relevant to the company at the right time, with the right Current Actual Capacities needed for success? • What is our current knowing – doing gap? • In what ways do we screen for values in the people who we hire and work for us? • Who is responsible for matching relevancy to peoples work in the organization? • If you arrived tomorrow and unknown to you, everyone in the company found their work personally relevant what would you notice was being done? What else? • What is the 1st step take? • How will we know it has been achieved? www.create-learning.com
  19. 19. Relevance Enneagram Model Overview 0-1-2 = The “what” is relevant. 3-4-5 = The “So-What” and “How” is it relevant. 6-7-8 = The “Now-What” and “Application” of the relevance. Additionally scales + results for metrics of performance. 0-3-6 = What is relevant to “self” and “individual”. (Sub-System) 1-4-7 = What is relevant to “team” and “people on the team”. (System) 2-5-8 = What is relevant to “organization” and “people in the organization”. (Super-System) www.create-learning.com
  20. 20. mike@create-learning.com 1 716 629 3678 www.create-learning.com www.facebook.com/teambuildingwny Twitter: @teambuildingny www.create-learning.com
  21. 21. Interested in learning more about the Relevance Enneagram. Contact Mike… Want to increase retention of talent, satisfaction with work & production? You need a tool that finds what is relevant and how people value the work they do; Then apply that information to the tasks and goals to be completed. The Relevance Enneagram Does That. Call 1.716.629.3678 Email mike@create-learning.com www.create-learning.com www.facebook.com/teambuildingwny http://twitter.com/teambuildingny www.create-learning.com
  22. 22. Michael Cardus is Create-Learning Making Teams & Leaders Better. By improving individual effectiveness and team processes. Resulting in increased productivity & people who love the work they do. Create-Learning's Consulting, Facilitation, Training and Coaching results in increased retention of staff, increased satisfaction with work, increased collaboration and information sharing within and between departments, increased accountability of success and failures, increased knowledge transfer, increased trust as well as speed of project completion and decision making of Leaders, Teams and Organizations. www.create-learning.com
  23. 23. Photo Credit(s) in order of appearance Flickr.com Aaron Escobar ♦ (the spaniard)™ mikecolvin82 Emergency Photography. Pedrosimoes7 accent on eclectic http://www.thecoachingame.com/ www.create-learning.com

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