The document discusses motivating and developing human resources at a global company. It summarizes the speaker's 25 years of international IT sales and services experience, including roles at Microsoft since 2005 as EPG Lead for Italy, Italy Managing Director, and Western Europe Senior Director. The company values integrity, passion for customers and technology, openness and respect. It has grown from 84,000 employees in 1988 to over 100,000 today. The document outlines a performance leadership approach using an influence model to shift mindsets and behaviors through role modeling, developing skills, accountability, and formal reinforcement mechanisms. It promotes tools for career development planning and management excellence.

1. La sfida di valorizzare
e motivare le risorse umane
in un’Azienda globale

2. Since 2005 at Microsoft
EPG Lead – Italy,
Italy Managing Director, then
Western Europe Senior Director
25 years IT sales & svcs international
experience

3. To enable
people and
businesses
throughout
the world to
realize their
full potential

4. “To Enable People And Businesses Throughout The
World Realize Their Full Potential”
As A Company, And As Individuals, We Value:
Integrity And Honesty
Passion For Customers, For Our Partners, And For
Technology
Openness And Respectfulness
Taking On Big Challenges And Seeing Them Through
Constructive Self-Criticism, Self-Improvement, And Personal
Excellence
Accountability To Customers, Shareholders, Partners, And
Employees For Commitments, Results, And Quality

6. 84.000
19.641
5.600
88 89 90 91 92 93 94 95 96 97 98 99 00 01 Today

7. The Influence Model forms the second phase of the Performance Leadership approach
Where are you today and What do you need to How do you lead the
where do you want to go? do to get there? implementation?
Direction
Account-ability Coordination &
Control Role-modeling Fostering
understanding
and conviction
External
Leadership Innovation Behavior
Orientation
and mindset
shifts
Developing Reinforcing
talent with formal
Capability Motivation
and skills mechanisms
Environment &
Vaues
Performance Profile Influence Model Tailored
Understand current Develop a set of Implementation
performance and set initiatives required to Architect an
aspirations for the future change mindsets and implementation program
based on a diagnosis of behaviors and close the and make choices
the nine elements of existing performance around tailoring the
organizational gaps changes
performance

8. The Influence Model consists of four change levers designed to shift
mindset and behaviors
"I will change my own behavior if…"
Role-modeling Fostering
“I see superiors, peers understanding and
and subordinates conviction
behaving in the new “I know what is
way” expected of me – I
agree with it, and it is
meaningful”
Reinforcing with
Developing talent and formal mechanisms
skills “The structures,
“I have the skills and processes and systems
competencies to behave reinforce the change in
behavior I am being
in the new way”
asked to make”

9. My Microsoft
Management Excellence
Talent Management
Workplace Advantage
Off-the-record
9

10. …and for managers to
We’re making it easier than
provide the targeted
ever to create a high-quality
and relevant coaching
career development plan…
employees are asking for
10

11. Management Excellence
From Culture “Aspire To” Culture
Features and technology Solutions and services
Product focus Customer focus
Last minute heroics Disciplined execution
Activity-focus Results-focus
Solve for my P&L Solve for Microsoft
Individual-focused Collaborative
Opacity Transparency

13. CAREER EVENTS CONNECTIONS CONTINUOUS LEARNING
Manager Ramp Up Management Excellence Recommended Readings
Manager (M1) Community (MEC) ME OneNote Notebook
Foundation Leaders who Teach Job Aids
Midterm Mentors and Coaches Tip of the Week
Pivotal Community Events E-Coaching
Manager of Managers (M2) MEC Web Online training
Foundation
Midterm
Classroom training
Pivotal Best Practices

15. Career development Integrated Talent
is the main focus
Management
(~80% of time)
Commitment check-in Cycle includes two
(~20% of time) annual processes
15

16. What stage am I in? Choose Development
What path am I on? Activities
Where do I want to go? What development activities
and experiences will meet
my development and career
objectives?
ONE
Development
Plan
What results are
expected?
How do I get to the next Take Assessment
stage? Where are my
development gaps?
What competencies
enable better results?

17. Providing a Competitive Advantage through
more Productive Work Environments

18. Q&A
Mario Derba
Senior Director – Western Europe
Via Rivoltana 13
20090 Segrate (MI) Italy
Phone: +39-0270392210
Mobile: +39-335-7940441
e-mail: maderba@microsoft.com
18

19. © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market
conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.
MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.