[Webinar] "Trust, Fear and Energy"

© 2013 Activate Networks 1

617.558.0210 | [email protected] | www. activatenetworks.net

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617.558.0210 | [email protected] | www.activatenetworks.net


Energy, Trust and Fear:The Dimensions Underlying Engagement, Innovation

and Talent Optimization in Social Networks

Prof. Rob Cross, University of VirginiaThursday, June 20th, 2013


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


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


Ask yourself…

Are my teams creating a toxic

environment for engagement,

collaboration & innovation?


Think back…

Where have I encountered fear

in my career?


Think of it this way…

Have I ever walked out of a meeting with the

life sucked out of me?


617.558.0210 | [email protected] | www. activatenetworks.net



1. Networks’ Effect On Innovation and Talent Optimization

2. How Energy, Fear and Trust Impact Innovation and Talent Optimization


Networks are often under-appreciated in comparison to the formal structure

Informal StructureFormal Structure


= 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


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.


Getting better leverage from key talent…

Network Effectiveness

Perf

orm

ance

Rati

ng AlignmentUnder-Utilized (25% High Performers But Peripheral)

Under-Recognized(40-50% Overlap Top

Talent Lists)

On-boarding, Staffing, Development


1. Networks’ Effect On Innovation and Talent Optimization

2. How Energy, Fear and Trust Impact Innovation and Talent Optimization


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?”


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.


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


Example: ONA


Example: Survey questions


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.


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!


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


Receptive SourceAre you accessible and

approachable?

Discreet SourceCan you keep a

confidence?

Shared VisionDo 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 LanguageCan we understand each other’s professional and

cultural jargon?

Shhh


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


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


…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


Questions?

[Webinar] "Trust, Fear and Energy"

Documents

networks effect

crossexpertise points

net1 newton executive

collaboration innovation

yieldbreakthrough innovation

innovation potential

trust impact innovation

global connectivity