The Vision of Transparency

THE VISION FROM THE TOP --
WHAT A HEALTHY WORKPLACE
LOOKS LIKE
Tep Misa
May 28, 2014
Happy at Work Conference 2014

WHAT ARE THE ELEMENTS OF A
HAPPY WORKPLACE?
Fun Engaged Excitement
Work and Play I know what to do
Learning Training Certifications
Increasing Skills and Competencies
Clear Roles and Responsibilities Accountability
I contribute Celebrate Success Clear policies
I get rewarded for what I do Openness I can speak openly
I am appreciated Awards Rewards
Comfy workplace Cool office Social Networking Allowed
Teamwork Free coffee Flexible work hours

Our research unveils something we did not expect nor have seen backed
by research in the popular press. There is a very strong relationship and
correlation between an employee‟s self-reported happiness level is and the
transparency of management. Rating of co-workers and team members,
relationship with co-workers, and effectiveness of responding to feedback
also correlated highly to employee happiness but transparency of
management came out on top.
Source: Tiny Pulse

11.3%
Percentage of higher profits from ‘most transparent’ companies
compared to S&P 500
“Studies show that companies that rate high in transparency tend to
outperform more opaque ones. It is not only good for employees but also
for the bottom line.”
From the book:
Transparency: Creating a Culture of Candor
by Warren Bennis

Every organization should be thinking about how they can be
more transparent. It is one of the lowest to no cost initiatives to
tackle right away. But of course, it requires an ongoing
commitment from management to be more transparent to the very
people they so carefully brought onboard. At the end of the day,
to give is to get.
Source: Tiny Pulse

Management transparency
is the top factor when determining employee
happiness.
“To us, transparency isn't a buzzword--it's a huge competitive
advantage when everyone knows what everyone is working on
and getting done. It seems obvious, right? But I'm constantly
shocked by how many companies say they understand the
importance of transparency but don't make any steps to make
their companies more transparent.”
- Leo Widrich, Founder of Buffer

trans·par·en·cy
tranˈsparənsē
Noun
1. the condition of being transparent.
Synonyms: translucency, limpidity, clearness, clarity
Source: Wikipedia

trans·par·ent
adjective tran(t)s-ˈper-ənt
able to be seen through
easy to notice or understand
honest and open : not secretive
Source: Merriam-Webster

trans·par·ent
a : free from pretense or deceit : frank
b : easily detected or seen through : obvious
c : readily understood
d : characterized by visibility or accessibility of information
especially concerning business practices
Source: Merriam-Webster

HOW DO WE ACHIEVE
TRANSPARENCY?
WHERE DO WE START?
Part II
A 2-Step Process To Start the Journey

O R G A N I Z A T I O N A L A R C H I T E C T U R E : A C O N G R U E N C E
M O D E L O F O R G A N I Z A T I O N S
 Concept of “Ambidextrous organizations”
and “Innovation Streams”
 Sustain incremental change while
simultaneously leading revolutionary
change
 Supporting different structures,
competencies, cultures, and processes –
key to “innovation streams”
 Practical Guide to Congruence Model -
Identify and diagnose performance gaps
 Leveraging Culture for Innovation and
Competitive Advantage
STEP 1.
DIAGNOSE THE ORGANIZATION

Critical
Tasks
People Culture
Formal
Organi-
zation

Critical
Tasks
People Culture
Formal
Organi-
zation
Strategy
Create Long Range Plan
aligned to 5x9
Provide Research Funding on
Industries to Drive Growth –
UC in ITS, SP / PS Megadeals
• Trust Issues
• Turf Oriented
• Some Collaboration
• Unclear/Inadequate Goals
• Unclear Expectations
• High Stress, Long Hours,
No weekends
• Risk Averse
• AM’s as gods
• Lack of Openness and Candor
• Some Cliques
• Some Dissent
• Secret Pipeline
• lack of business predictability
and consistency
• Strong Technical Skills
• Individual Contributors
• Passion for Cisco and
Technology
• Transaction-driven
• Focus mainly on revenue,
near-term gains
• Riding the wave of Cisco brand
and market share
• Comfort Zones
• It’s all about the numbers
• Functional Execution
• RMs – mind your own business/group
• Limited coaching and dev’t of
managers
• Awards and Rewards mainly on
Revenue
• Job fit issues
• some feedback process
• hiring discipline
• Inconsistent sales disciplines
• Drive Revenue - It’s all about the
numbers
• Weekly Commits
• Many top customers under partner
control
• Functional/LOB Execution
• Salesmanship
• Capitalize only on run rate
business/market share leadership
• Traditional Channel Management
• Some Transformational Planning
Congruence Model: Assessment of the Company – Circa 2008

Critical
Tasks
People Culture
Formal
Organi-
zation
Strategy
Create Long Range Plan
aligned to 5x9
Provide Research Funding on
Industries to Drive Growth –
UC in ITS, SP / PS Megadeals
• Trust Issues
• Turf Oriented
• Some Collaboration
• Unclear/Inadequate Goals
• Unclear Expectations
• High Stress, Long Hours,
No weekends
• Risk Averse
• AM’s as gods
• Lack of Openness and Candor
• Some Cliques
• Some Dissent
• Secret Pipeline
• lack of business predictability
and
consistency
• Strong Technical Skills
• Individual Contributors
• Passion for Cisco and
Technology
• Transaction-driven
• Focus mainly on revenue,
near-term gains
• Riding the wave of Cisco brand
and market share
• Comfort Zones
• It’s all about the numbers
• Functional Execution
• RMs – mind your own business/group
• Limited coaching and dev’t of
managers
• Awards and Rewards mainly on
Revenue
• Job fit issues
• some feedback process
• hiring discipline
• Inconsistent sales disciplines
• Drive Revenue - It’s all about the
numbers
• Weekly Commits
• Many top customers under partner
control
• Functional/LOB Execution
• Salesmanship
• Capitalize only on run rate
business/market share leadership
• Traditional Channel Management
• Some Transformational Planning
Congruence Model: Assessment of the Company – Circa 2008

Critical
Tasks
People Culture
Formal
Organi-
zation
Aspiration
To be the most admired, trusted,
and respected ICT company
Vision
To be a $100m business in 2013
Mission
Changing the way Filipinos live,
work, play, learn
Strategies
WIN new customers
DRIVE revenue growth thru
partners
GROW the market
PEOPLE, PROCESSES Executive Leadership
• Culture of Trust
• Collaboration and Teamwork
• Clear Goals/Measures
• Celebration of Success
• Fun
• Empowerment
• Candor
• Open and Respectful
• Accountability
• Challenges the status quo
• Recognition and Rewards
• AM’s as partners to success
• Support for Risk Taking/Change
• Adherence to COBC
• Worklife balance
One Cisco!
• Strong Leadership Skills
• Positioning and Competitive Skills
• Deep Executive Relationship Skills
• Strategy Skills
• Deep Technical Skills &
Business Acumen
• Team Players
• Jack Welch’s 3E’s
• Challenge the status quo
• Command and Control of Top Accts
• Balanced EQ, IQ, SQ
Right Skills and Competencies!
• Deep Leadership Bench
• Succession Plan
• Attract/Hire Top Talent
• Strong RMs as GMs in their own right
• GM as Problem Predictor/Anticipator
• Awards and Rewards
for Innovation, Cust Sat,Teamwork, ABC
(and not just revenue)
• Leaders active in the frontline
• Employees tackle issues openly/head on
• People - right place where they can shine
• Regular and Documented Feedback
• Career Development
Build Next Generation Org!
• Customer Focus thru
Business/Acct Plans &
Executive Relationships
• Revenue Accountability –
Weekly, Monthly, Qtrly Commits
• Governance
• Rhythm of the Business Excellence
Sales, Ops, Channels, Mktg
•Next Generation Partners
Depth, Breadth, New Frontiers
•Cross Functional Planning & Execution
•Transformational Initiatives
Do The Right Thing! Raise the bar!
Desired Congruence Model: The Present

STEP 2.
CRAFT A VSEM & EXECUTE.
Vision-Strategy-Execution-Measurement Plan
Make it strong.
Craft it well!
Execute.
Vision and Strategy – crafted by the Leaders.
Execution Plan – built by the People.
Measure results rigorously!

S
E
M
V
Many companies can assess and diagnose
an organization and craft a good VSEM.
Why is it that we have varying results?
Some succeed, others produce no change
while others fail?
Where lies the difference?

Five Key Differentiators that Lead to
Greater Transparency and Results in our Workplace

DIFFERENTIATOR #1:
PICK A FIGHT!
Pick a fight. A holy war!
Get people into a battle. (If there is none, make one!)
More than a VSEM, make an Aspirational Statement.
Recruit warriors for the battle.
Highlight the challenge, not just the prize.
Show them your scars, not your trophies.
Show the people that you are fighting in the front lines yourself!
Key:
People engage more and unite as one when there is a good battle to fight.

DIFFE R E NTIATOR # 2.
C OMMU NIC ATE THE R IGHT BE HAV IOR S
A ND ME A SU R E THE M W E LL
Consistenly and Predictably.
In All Hands Meetings. In Team Meetings.
Numerics and Non-numerics.
Performance and Behavior.
No solo-flyers. One Team.
C-LEAD
9-BLOCK
Key:
Always let your people know where they stand.
“What doesn‟t get measured won‟t get done!”

Leader with
Potential
Develop to
Excel
Leading
Edge
Evaluate
Further
Solid and
Steady
High
Performing
Pro
Performing
Without
Innovating
Limited
Progress
Low Impact

9-BLOCK MODEL
ProtectingLegacyManagingfor
Today
Horizon
Leadership
Leading the WayRight on TrackLow Impact
Leader with
Potential
Develop to
Excel
Leading
Edge
Evaluate
Further
Solid and
Steady
High
Performing
Pro
Performing
Without
Innovating
Limited
Progress
Low Impact
7. High potential leader who is under-
performing due to newness of role,
business strategy or management team;
focus Is on enhancing contribution and
leveraging leadership capabilities (C-
LEAD)
8. Solid performance with high
potential to make significant
contributions to the business;
positioned to excel by leveraging
leadership capabilities (C-LEAD) in
challenging assignments
1.Below average performance and
inconsistent leadership behaviors (C-
LEAD)
operating from previous business
models despite feedback focus Is on
performance management
2. Solid business performance today but
with risk of falling behind
due to lack of
leadership capability (C-LEAD)
3. Good current performance but with
risk of inability to grow leadership
capabilities, expertise and future focus
as required by the business; focus is on
developing leadership capability (C-
LEAD) with emphasis on innovation
9. Strong performance coupled with
strong leadership capability (C-LEAD)
to drive innovative growth of business;
focus is on leveraging against critical
needs of business
4. Average to below-average
performance with limited capacity to
increase performance through
management and leadership capabilities
(C-LEAD); focus is on evaluating fit in
role; development is on improving
performance
5. Solid management and performance
for today’s business challenges;
potential to maximize contribution In
current business model; focus on
development of leadership capabilities
(C-LEAD) and maintaining required
expertise
6.Strong business performance and
strong day-to-day management of the
business/function; management style is
focused on today’s challenges; focus is
on developing leadership capability (C-
LEAD) with emphasis on innovation
LeadershipCompetencyandPotential
Performance
E-/E E/E+ E+/X

Protecting Legacy Leading for Today 3.0 or Horizon Leadership CM and Directors
C
Working
Across
Boundaries
Maintains primary focus on
functional success
Collaborates cross functionally
by informing others of solutions
and approach
Collaborates across functions to
develop solutions that benefit
function, theater & enterprise
Involve Customers, Partners, Suppliers,
and Groups From Across the Enterprise
to Develop Strategy and Maximize
Results
Engaging
Others
Holds people accountable
for performing duties as
assigned
Achieves buy in to functionally
created strategy and objectives
Inspires others to create and
support enterprise strategies and
objectives
Motivate Others to Align With and
Execute Against the Organization’s
Objectives
Earning Trust
Does what he/she says will
be done
Gives others’ interests equal
weight to one’s own
Puts others’ priorities ahead of
one’s own for sake of enterprise
Earn the Confidence of Others Through
Open Communication and Respectful
Behavior
L
Developing
Self
Builds deep expertise within
functional area
Pursues development outside of
function and area of expertise
Challenges self to look at and do
things differently
Continue to Develop the Leadership and
Technical/Functional Capabilities
Needed to Achieve Results for Cisco
Developing
Others
Assigns work and expects
success
Assigns work and personally
provides support necessary to
ensure other’s success
Challenges and rewards others
for looking at and doing things
differently
Help Others Develop the Capabilities
Needed for Individual Career Growth
and Effective Leadership at Cisco
E
Demonstrating
Passion
Demonstrates intense focus
on flawless execution
Shows passion for execution as
well as broad objectives of the
business
Build passion in others for long
term goals and enterprise
objectives
Communicate Personal Commitment to
Cisco’s Vision and Success in the
Global Marketplace
Empowering
Teams
Teams implement
assignments given
Teams supplement chain of
command by making
recommendations
Teams replace the chain of
command
Provide the Direction, Support, and
Authority Teams Need to Achieve
Significant Results
Achieving
Results
Performs assigned tasks
successfully
Achieves results beyond what is
assigned
Transforms goals and objectives
into new paradigm that achieves
more than initially planned
Translate Strategy into Clear Operating
Plans and Promote Operational
Excellence in the Delivery of Results
A
Shaping
Strategy
Implements the strategy as
given
Participates in the development
of strategy
Adapts to market and global
conditions to evolve and develop
a new strategy
Develop a Bold Strategy for the
Business That Is Based on Input From
Multiple Sources and Promotes Short-
term as Well as Long-term Success
Building
Capability
Hires and retains functional
experts to achieve flawless
execution
Balances hiring and developing
functional expertise with broader
leadership capability
Create a pipeline of leadership
talent that is motivated and
challenged for the long-term
Build an Exceptional Portfolio of Talent
to Lead and Execute Against Cisco’s
Business Strategy
D
Promoting
Innovation
Fixes problems to proven
processes and strategies as
issues arise
Makes innovation a part of day
to day execution, prioritizing,
teamwork and planning
Continually challenges and sets
new standards for the status quo
Create an Environment That
Encourages Innovation in Support of
Cisco’s Business Strategy
Leading
Change
Messages consistently
about altering the way
business gets done
Creates a structure to guide
change as an integral and
desirable way to do business
Insists on change by making it an
element of the culture Initiate and Effectively Guide the
Organization Through Change

DIFFERENTIATOR #3.
MAKE THE TOUGH DECISIONS
On Top 3 Things you will do.
On The Other 300 Things that you will not do. TTT.
COBC.
When letting go of people. No chess game.
When fighting for your people.
When fighting for what is right.
Key:
People gravitate towards courageous and authentic leaders who do what is right.

WARNING
Newton‟s 3rd Law of Motion --
For every action there is an opposite reaction.
Be ready to handle the consequences.

DIFFE R E NTIATOR # 4 .
LIV E A C U LTU R E OF A PPR E C IATION
Say “thank you” more.
Verbally and visually.
Formal and informal.
Do it often.
Involve all employees to “safeguard” the new way of life.
“Are you the most positive representation of our company?”
Key:
People stay longer when they feel valued and appreciated no matter how hard
the challenges may be.

DIFFE R E NTIATOR # 5.
C E LE BR ATE SU C C E SS & INJE C T FU N
Nothing beats great results.
Especially when done the right way.
Especially when there were hardships along the way.
Do it often. Once in a while, very special.
Fuel the momentum!
Key:
Momentum is your best friend. When you get into a cycle of winning battles,
achieving great results, and celebrating successes, fuel the momentum and you
will see longer lasting positive results.

S
E
M
V
Crafted by Leaders
Crafted by the team
Top 3 priorities
Top 30 non-priorities
Clead
9-block
5 key Differentiators:
1. Pick a fight!
2. Communicate behaviors &
Measure them well (always
Let everyone know where they
STAND)
3. Make the tough decisions
4. Live a culture of
appreciation – verbally and
visually
5. Celebrate success &
inject fun.
“Bawal ang rasonable.”
“walang mahiraP Sa magaling.”
“Do the right things and the numbers will follow.”

A WORD ON LEADERSHIP
“Everything rises and falls on leadership.”
John Maxwell
[Translation: Hire the best leaders that you can afford.
You get what you pay for.]

A WORD ON LEADERSHIP
Build the best leadership bench.
Put a thoughtful succession plan.
Practice Diversity and Portability – do not hire people like you!
Spend 80% of your time with your leaders.
Inspire. Mentor. Coach.
Get out of the way!
Key:
True leaders do not shy away from making the tough decisions. This why
practicing leadership is reserved for a few. It is not a walk in the park.

One of the best signs of a happy workplace
is when people follow leaders, not orders.

Q: So how does the workplace look like now?
Did it produce the desired results?

Results
Tripled the business in 5 years; growth trajectory
Top 2 Best Performing Countries in Asia (from the bottom)
People reaping awards and rewards
Zero red flags or yellow flags for the last 4 years
Best in teamwork, camaraderie, esprit-de-corps

Results
Influx of expats
Influx of CV‟s
Best practices adopted in other countries
High Partner and Customer Satisfaction Scores
Highest level of trust and employee engagement
Admiration of regional leaders and other countries
Trusted Advisor status to a growing number of customer and partners
People are happy to go to the office!

All I Really Need to Know
I Learned in Kindergarten
Robert Fulghum
“What is the meaning of life?”

IN THE SPIRIT OF TRANSPARENCY,
A FINAL REVELATION
Nothing I tell you today is originally from me.
No values or principles that you haven‟t heard before.
For how can we talk about real happiness, without talking about the
true source of joy?
I always tell my people,
“Do not just follow me. Follow the One that I follow.”

Incidentally…
Transparentia
also means „shining through‟
Origin
late Middle English: from Old French, from medieval Latin
transparent- 'shining through', from Latin transparere, from trans-
'through' + parere 'appear‟.
Source: Oxford Dictionary
Q: Are you a reflector of light?
Are you a shining light to others?

So, the big question is:
Are you a reflector of light?
Are you a shining light to others?

The ultimate manifestation of transparency is
when the voice people hear is not yours anymore
but the one coming from
The Voice.

The ultimate manifestation of transparency is
when the voice light people hear see is not yours anymore
but the one coming from
The Voice
The Light.

“In the same way, let your light shine before others,
that they may see your good deeds and glorify your Father in
heaven.”
Jesus‟ Words in the Book of Matthew 5:16

“So what is in it for me?
Why should I reflect light on others?”

“… I came that they may have life,
so that all may have a more abundant life.”
John 10:10
it is a promise!

“For I know the plans I have for you,” declares the Lord,
“plans to prosper you and not to harm you, plans to give you
hope and a future.”
Jeremiah 29:11

The Final Key
Transparency is the number one factor that
determines workplace happiness.
Be a model of Transparency.
May the Light of the Truest Model of Transparency be with you and
shine through you always on your way to a more abundant life!
The End.

The Vision of Transparency

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to The Vision of Transparency

Similar to The Vision of Transparency (20)

More from Salt & Light Ventures

More from Salt & Light Ventures (20)

Recently uploaded

Recently uploaded (17)

The Vision of Transparency