1 / 9

TOOLKIT

TOOLKIT. Leadership Toolkit. TOOLKIT. About This Guide. This guide contains instructions on your role, as a leader, in sharing the new values as well as building engagement action plans with your team.

francism
Télécharger la présentation

TOOLKIT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. TOOLKIT Leadership Toolkit

  2. TOOLKIT About This Guide • This guide contains instructions on your role, as a leader, in sharing the new values as well as building engagement action plans with your team. • Get to know the new values to determine how we are going to achieve Staples 2.0 and bring them to life • Reflect on the new values to determine what they mean to you and how you can embody them • Schedule and conduct a meeting with your team: • Share and generate excitement around the new values, the critical role they play, and how to demonstrate in their day to day work • Present the engagement results to your team and build action plans to continue to foster and drive engagement Contents Values Overview Values Self-reflection Engagement Survey And Values Action Planning

  3. VALUES OVERVIEW • Staples 2.0: Values • As we prepare to reinvent ourselves to customers and in order to become a growth company that empowers businesses to succeed, we must align our corporate values to the work that we do. Our new values were created with the overall business strategy in mind. To ensure success, we must commit to our new values and behaviors and embody them in our actions. These new values require us to do things differently: • how we interact • how we develop ourselves • how we get work done • All of us must ensure these critical values work in harmony. We are more powerful as an organization when we put the customer first, work together, and stay curious. We must push our potential to bring our best.

  4. VALUES OVERVIEW • Put the Customer First…Always • Everything we do is in service of our customer (internal and external) – they come first.It is about exceeding their expectations and proving our value to become a critical part of their success. We do this by taking ownership and proactively anticipating their needs by using customer insight to identify opportunities. • Work Together…Be inclusive • Work together and break down silos to understand how each component achieves our company vision. It means including others and generating diversity of thought. It requires working collaboratively across boundaries to develop solutions, inspiring others to become change agents, and using data to influence the best decisions for the organization. • Be Curious…Be your best • Ask questions and dig deeper to learn, progress, and push your potential both internally and externally. This includes learning about our customers and how we can we help them be successful and how we need to take the initiative to continuously learn, ask questions and share with peers.

  5. VALUES SELF-REFLECTION Reflection Questions Now that you’ve reviewed the new values, take time to self reflect using the following questions: What does the value "Put the customer first. Always." mean to you? How would you incorporate this value into the work you do today? Reflect on who your customers, both internally and externally, are. _________________________________________________ _________________________________________________ What does the value "Work together. Be Inclusive." mean to you? How would you incorporate this value into the work you do today? _________________________________________________ _________________________________________________ Think about each of the values, are there any obstacles that may prevent you from bringing them to life. How would you overcome them? _________________________________________________ _________________________________________________

  6. VALUES SELF-REFLECTION • Reflection Questions (Cont.) • Considering the new values and your Engagement survey results: • What are the things that we need to do differently to bring the values to life? Leverage the values to create an action plan to drive engagement. • What are the natural connections between the new values and engagement? i.e. Working across silos - The value is 'Working Together’; What actions can you take that will help you bring the value to life and move the needle on engagement? • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

  7. ENGAGEMENT AND VALUES ACTION PLANNING Associate Engagement Survey (AES) and values Action Planning Every person brings to their work unique talents, skills and abilities. Whether their work reflects their full potential is their personal choice. Associates can choose to do their very best at work, making the difference between work that is merely good and world class. An effective leader inspires others to reach their full potential and produce extraordinary results. DecisionWise research has shown that engaged managers have engaged teams. In addition, Fully Engaged managers have a greater positive effect on their teams than the negative effect disengaged managers have on their teams. At a time when the number of positions available in the workforce is greater than the number of people to fill the positions and many baby boomers are retiring, keeping your best talent is paramount. Companies that work to improve the associate experience have yielded higher retention, productivity, and business profits over time. Purpose The purpose of this section of the toolkit is to help you as a leader engage your team in positive change and review the new values in a standing team meeting or a separate meeting, if preferred. The resources and timeline in this toolkit are for your reference, but look for specific direction from your SLT member on process and expectations. • Understand the importance of associate engagement. • Interpret and share engagement survey results with your team. • Facilitate team action planning, creating momentum and ownership among team members. • Follow best practices to ensure a successful action planning experience. Resources As you prepare for your team meeting, review Page 1 of your AES Survey Report that you received on November 12th from DecisionWise. Here you’ll find suggested areas of focus to review with your team. • Follow this link to find additional tools and resources. • Follow this link for a template to document your 2018 Engagement Action Plans.

  8. VALUES & ENGAGEMENT MEETING TALKING POINTS Meeting Time & Date ____________________________________ Set the Stage (5 minutes) • Explain that you are going to discuss the information shared at the Associate Forum, specifically around our new Values and the Engagement Survey. • Be sure to thank your team for participating in the survey as their feedback is crucial to the success of our future. Share and Discuss Information (20 minutes) • Share our new company values • Facilitate an open discussion about the values, using the reflection questions in this toolkit. • Present the engagement results. Note: Personalize the results: “I want to create an environment. . . “ or “It is our goal to make sure you feel informed . . . “ Underscore the “why” of asking for associate feedback. You may share a copy of the report or put together a presentation with the data. Keep in mind that your role as a leader should be to protect the confidentially of your associate responses. • Review the top strengths identified: • . • . • . • Review the areas of opportunity identified: • . • . • . • Facilitate an open discussion about the survey results and ask questions to encourage participation, while soliciting suggestions for improvement. • What stands out to you? • How do we use our strengths to drive improvement? • What else? … What else?” to get as many suggestions as possible. • What should be our plan for FY19 to increase engagement on our team? Next steps (5 minutes) • Reiterate our new values and engagement strengths and opportunities. • Explain immediate next steps: • Describe that you will have an action planning meeting after everyone has had a chance to digest the results. You can ask for action planning. • Encourage your team to share stories of values in action. • Set Q1 FY19 objectives with values in mind.

  9. Meeting Time & Date ________________________________________ • ACTION PLANNING MEETING TALKING POINTS Review strengths and opportunities identified in Values & Engagement Meeting (5 minutes) • Review strengths and opportunities You can choose to focus on areas of needed improvement or areas of existing strength. • If your results are extremely positive, recommit to your team that you will reinforce and further improve upon your existing strengths. • If your results show areas that need improvement, this is your opportunity to commit to making those improvements. Discuss Goals (20 minutes) • In alignment with your SLT member, select two to three areas for improvement. • Discuss specific actions to improve in each area; set accountabilities and determine who is responsible for what. You can use the accompanying action plan template to write down your goals. • Set a deadline to start and/or complete the first items of the action plan. Next Steps (5 minutes) • Summarize action items and timeline. • Ensure that team members own and commit to specific assignments. • Thank team members again for their feedback. • Schedule a time for the next meeting.

More Related