More Related Content Similar to [Webinar] "Trust, Fear and Energy" Similar to [Webinar] "Trust, Fear and Energy" (20) More from Steven Wardell (20) 1. © 2013 Activate Networks 1
617.558.0210 | info@activatenetworks.net | www. activatenetworks.net
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Energy, Trust and Fear:
The Dimensions Underlying Engagement, Innovation
and Talent Optimization in Social Networks
Prof. Rob Cross, University of Virginia
Thursday, June 20th, 2013
3. © 2013 Activate Networks 3
Presenter: Rob Cross
• Professor of Management
at University of Virginia’s McIntire
School of Commerce
• Founder and Research Director
of The Network Roundtable
• Senior Consultant for
Activate Networks, Inc.
• Author of Driving Results through
Social Networks: How Top
Organizations Leverage Networks
for Performance and Growth
4. © 2013 Activate Networks 4
Activate Networks
Network science based on 15 years of research of leading and analysis
from both Harvard and UVA’s participation with leading corporations
Users of ONA include major global organizations and industry leaders
A software company providing the strategic tools to identify and
understand the key social connections that drive commercial,
organizational, and health results
Utilizes innovative social network analytic technology developed by
Prof. Rob Cross of the University of Virginia
5. © 2013 Activate Networks 5
Ask yourself…
Are my teams creating
a toxic environment for
engagement, collaboration
& innovation?
6. © 2013 Activate Networks 6
Think back…
Where have I
encountered fear
in my career?
7. © 2013 Activate Networks 7
Think of it this way…
Have I ever walked
out of a meeting with the
life sucked out of me?
8. © 2013 Activate Networks 8
617.558.0210 | info@activatenetworks.net | www. activatenetworks.net
1 Newton Executive Park, Suite 100 | Newton, MA 02462
9. © 2013 Activate Networks 9
1. Networks’ Effect On Innovation and Talent Optimization
2. How Energy, Fear and Trust Impact Innovation and Talent
Optimization
10. © 2013 Activate Networks 10
Networks are often under-appreciated
in comparison to the formal structure
Informal StructureFormal Structure
11. © 2013 Activate Networks 11
= NA
= ASIA
Region
Issue
– Well known consumer products
organization driven depth in R&D
expertise by investing heavily in a
number of core capabilities. Very
successful in driving incremental
innovation but breakthrough products
and cross-expertise group innovations
had stalled.
Solutions
– Managing global connectivity: Rotation
and targeted attention to connecting key
people across regions (e.g., strategically
important growth hub in Asia).
– Developing select cross-expertise
integration plans: Identified 42 cross-
expertise points likely to yield
breakthrough innovation and took steps
to promote connectivity at those points.
– Replicating networks of high performing
NPD teams: Profiled networks of
successful teams and embedded project
management and process practices to
encourage relevant reaching out.
Realizing innovation potential across
select collaborative silos
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Solutions
– Re-structure face to face and virtual
meeting formats: Employ mechanisms
that create awareness of expertise and
vision for integration.
– Paper or electronic expertise profiles:
Critical to contain professional
information that creates legitimacy and
personal information that creates
approachability.
– Web 2.0 technologies: Wikis and other
tools can take work out of the network
and build awareness of expertise.
13. © 2013 Activate Networks 13
Getting better leverage from key
talent…
Network Effectiveness
PerformanceRating
AlignmentUnder-Utilized (25% High
Performers But Peripheral)
Under-Recognized
(40-50% Overlap Top
Talent Lists)
On-boarding, Staffing,
Development
14. © 2013 Activate Networks 14
1. Networks’ Effect On Innovation and Talent Optimization
2. How Energy, Fear and Trust Impact Innovation and Talent
Optimization
15. © 2013 Activate Networks 15
A highly energized network…
= Level 1
= Level 3
= Level 2
Hierarchy
= Level 4
Question: “When you interact with this person, how does it affect your energy level?”
16. © 2013 Activate Networks 16
Energy (and Energizers) matters more
than you might think…
• Energizers get more from those around them.
‒ People are more engaged in a given conversation
and are more likely to devote discretionary time
to these issues.
• People tend to be more innovate and creative with
energizers.
• Energizers tend to win out in the internal labor market
and with customers.
‒ Ability to motivate others is as, or more,
important than knowing the answer.
• Energizers promote work satisfaction and learning
among those around them.
• Energy spills over into follow-on interactions.
‒ De-energizers can be deadly on this front.
17. © 2013 Activate Networks 17
4 Factors of Trusting a
Knowledge Source
• Creates Personal Connection
• Builds Reciprocity
• Follows through on commitments
• Stands for something larger than self
• Engages in possibilities
• Is attentive in meetings
• Helps others contribute
• Disagrees Productively
• Flexible
20. © 2013 Activate Networks 20
Voice in a new product
development team
Network Diagram Based on Response: In either one-on-one conversations or meetings, my
interactions with each person below can typically be characterized as: extremely guarded -- I
am unlikely to take risks with ill-formed thoughts or ideas.
On average, people identified
4.5 others with whom they are
“extremely guarded” in terms of
sharing thoughts and ideas.
The minimum and maximum
times that a person was cited
by others was 1-13.
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Strategies for reducing influence
of destructive/toxic ties
• Removing or minimizing stressful or
negative interactions.
• Reframing your reactions to these
interactions or people.
• Converting de-energizing interactions or
relationships.
• Shifting time away from (or altering
activities with) unhealthy ties.
Reducing Impact of Toxic Interactions:
5% Of The Interactions Often Cause 90% Of The Misery!
22. © 2013 Activate Networks 22
Two forms of trust – competence and
benevolence
Two forms of trust – competence and benevolence – are critical to
effective knowledge transfer/exchange
Strong Ties
(frequent and
close
interaction)
Weak Ties
(infrequent
interaction)
Benevolence-based trust
“I trust you will not harm me
when given the opportunity”
Competence-based trust
“I trust you know what you
are talking about”
Receipt of
Useful
Knowledge
What really matters in the
receipt of useful knowledge is
having a high level of trust that
the knowledge source is
benevolent and competent
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Receptive Source
Are you accessible and
approachable?
Discreet Source
Can you keep a
confidence?
Shared Vision
Do we have the same
perspective on the
work at hand?
4 Factors of Trusting a Knowledge
Source
There are four factors that people look for when deciding whether they will
trust a knowledge source
Shared Language
Can we understand each
other’s professional and
cultural jargon?
Shhh
24. © 2013 Activate Networks 24
We asked people how they made the judgment that
other people are trustworthy.
They looked for six key behaviors
1. Demonstrate what you know (and what you don’t)
2. Deliver information clearly and consistently
3. Display consistency between actions and words
4. Respect others’ vulnerability and confidential
information
5. Broaden the conversation beyond work
6. Recognize and share what is valuable
6 Key Behaviors of Trustworthy People
Individual
signals
Management style
Organization design
25. © 2013 Activate Networks 25
In addition to the individual
behaviors, managers have two ways
they can signal trust convincingly.
7. Allow appropriate latitude in completing tasks
8. Permit mistakes and allow for uncertainty
2 strategies to create trust
Individual
signals
Management style
Organization design
26. © 2013 Activate Networks 26
…that demonstrates trust
convincingly will assure employees
of the company’s commitment to
trust and knowledge sharing
9. Time and space
10. Accountability
11. Fairness
12. Transparency
An organizational context…
Individual
signals
Management style
Organization design
Editor's Notes Quick background on the company. We’re a social networks analytic company focused on driving commercial, organizational and health results. Our focus today is on Organizational network analysis or ONA. Specifically, we provide ONA to a wide variety of companies, to improve organizational effectiveness and achieve their strategic objectives. Boxes and lines of the trsditional “org chart” often mask relationships in networks and how work really gets done. Individuals who appear influential in formal structures may not carry much weight in day to day operations, and some key individuals are not evident from the formal structure. More and more leaders understand that behind any formal structure there is a web of informal relationships that help drive growth and organizational performance. ONA acts as an x-ray for leaders to view these invisible relationships between people and groups. By Using analytics developed by industry-leader Rob Cross, executives can map and assess these relationships revealing the hidden “networks at work” and provide a birds-eye view of information flow, decision-making, collaboration, and leadership patterns., ONA can pinpoint silos, information bottlenecks, overloaded individuals, poorly distributed expertise, and unrecognized talent.Rob is a recognized leader of organizational network analytics and author of dozens of articles in refereed journals (HBR, MIT Sloan Management Review, McKinsey Quarterly, etc), four books, multiple chapters, scores of conference presentations and other publications. This is where I put in a plug for his books by telling you they’re available on Amazon.comWe’re also the sponsor of the network roundtable which is s consortium of corporate, public and non-profit institutions committed to the application of network analytics to enhance organizational effectiveness. Organizations ranging from Raytheon to Bloomberg to NASA are members. And finally ,These solutions are the results of more than a decade of conducting social network analyses for more than 300 national and global enterprises. In the pharma space, we count Merck, BMS, Merrimack and Novartis as clients to give you a sense of who’s used this technology.
