collaborative
leadership workshop
Survey Results
Paul Gibson
25/May/09
leadership role ?
Attendee's Role
Count
Dev Leader / Manager / Senior / Director
97
Architect / Tech Strategy / STSM / DE / Fellow
36
Unknown
18
PDT / OT / Leader / Program Manager
12
Test / Quality / Coordinator / Manager / Director
10
Leader / Team / Senior / Executive
8
HR Leader / Director / Exec
7
Project / Release Manager
7
Business Leader
3
Services / Manager
3
Support / Manager / Senior
3
Marketing
2
Research
1
Total
207
Workshop Held Your Interest?
Strongly Agree
Agree
Disagree
Strongly Disagree
Total
Positive
49%
49%
2%
0%
93
93
3
0
100%
189
98%
186
17/Apr/09
17%
35%
Superior
Good
45%
51%
55%
Good
Average
1%
26%
9%
Poor
1%
4%
Inferior
0%
0%
98%
68%
Comfortable
Comfortable
53%
Useful Handouts
Useful Handouts
Superior
Positive
Effective Presenters
Effective Presenters
Overall Assessments
102
34
67
87
104
105
Average
1
53
18
0%
Poor
2
8
0
0%
Inferior
0
1
0
n/a
1
2
0
193
202
190
91%
Total
17/Apr/09
When to Step Up / Step Back
Creating a culture of trust
Decision Making
Problem Solving
Risk Management
Great
40%
39%
35%
38%
24%
27%
36%
Good
53%
53%
51%
54%
57%
55%
54%
Fair
7%
9%
15%
8%
18%
16%
10%
Poor
1%
0%
0%
0%
1%
2%
1%
Positive
93%
91%
85%
92%
81%
82%
90%
Workshop Session / Group
Exercises
Collaboration & Leadership
Sessions
17/Apr/09
 Build Trust?
Stories / Discussion / Real life
Examples
Workshop Session / Group Exercises
Risk Management
Problem Solving
Decision Making
Creating a culture of trust
When to Step Up / Step Back
Collaboration & Leadership
Top / Most Applicable Sessions
Top
11
15
13
8
0
3
3
22
Most Applicable
33
33
42
26
8
17
0
0
Not Applicable
1
2
1
6
2
6
0
0
17/Apr/09
Most Valuable – Write Ins
Votes Comment
4 Build
Trust?
Practical
things to Apply / New Tools to Use
2
Overall Concepts / Broad Picture / Awareness
2
Thought provoking
2
Time to think about the whole topic
Creating a collaborative environment within a C&C organisation
Not accepting the status Quo and continual process improvements made
by the team
Awareness to more often leverage the wisdom of the team
Interaction
Knowing that data from sessions is being collected and used
22/May/09
Collaboration & Brainstorm
Process
Let the team figure out
how
Ask Questions to Guide
Step Up / Step Back
Red Flags
Macro Leadership Cube
Business Value Model
Market Differentiation
Model
Billboard / Decision Filters
Uncertainty Complexity
Model
Tools
Will Use
57%
52%
49%
60%
55%
41%
56%
53%
68%
49%
Already Use
15%
32%
38%
18%
15%
6%
9%
12%
8%
8%
Can Use
24%
16%
11%
22%
29%
51%
35%
34%
24%
40%
No Value
3%
1%
2%
1%
1%
2%
1%
2%
0%
3%
Using
73%
83%
87%
78%
70%
47%
65%
65%
76%
57%
17/Apr/09
All the Tools
Uncertainty Complexity Model
Billboard / Decision Filters
Market Differentiation Model
Business Value Model
Macro Leadership Cub
Red Flags
Step Up / Step Back
Ask Questions to Guide
Let the team figure out how
Collaboration & Brainstorm Process
Top / Most Applicable Tools
Top
22
1
2
12
2
8
16
7
16
8
6
Most Applicable
18
3
4
21
1
10
15
4
8
3
1
Not Applicable
0
0
0
1
1
1
1
2
0
1
0
17/Apr/09
What I need from my Leaders
Area
Total Score
Trust
68
Vision & Strategy
34
Clarity
22
Communication
19
 Sustainable
Risk Taking
Support
 Competitive advantage
17
16
Focus
15
Collaborate
14
Feedback
13
Decisiveness
12
Investment / Resources / Dollars
12
Empowerment
11
Leadership
11
17/Apr/09
An Open
Environment
means
Open Environment has…
Trust
Total
133
Respect for people
60
Teaming & Collaboration
55
Empowerment / Ownership
51
All Ideas Considered / Respected
/ Non Judgemental / Listening
48
Communication
43
Integrity / Openness / Honesty
39
Shared goals
17
Safe / Lack of Fear
13
Equality
11
Fun/Laughter
10
17/Apr/09
Not working
Total
Strategy & Planning & Vision
39
PBC/Appraisal/HR Processes
39
Process
26
Finance / Travel - penny wise pound foolish
21
Compensation
18
Resources
16
Workload
15
Too Many (status) Meetings
14
Requirements (iterations )
14
Communication
13
Bureaucracy
12
Decision Making
11
Recognition & Reward
10
Globalized Development
10
Stakeholder Involvement
10
Prioritization
10
17/Apr/09
More Effective for teaching Execs
12
Address and Give IBM / SWG examples / case studies with metrics / anonymized / Large Teams /
Matrixed Teams / Global Teams / Complex Environments / In hierarchy
5
More on Collaboration / creating a culture of trust / Deeper questions / Responses / Dialogs / Respecting
Boundaries / Boundary Cube
4
Problem Statement / Clarity of Objectives / Quantified data on Why / Focus on Results Real to IBM / Link
to Strategy & Business Objectives
4
Include Feedback / Data from Lower level classes so they recognize and accept the need to address
2
Linkage to changes needed ongoing inside IBM / Larger Processes / IPD
In some topics, align content closer with IBM (e.g. leadership competencies, PBCs)
More examples in decision making
Report out after day 2 workshop
Less/No Exercises
Focus on behaviours
Shorter Module 1-2 hours total
Less content, more focus on tools. Leave out Business Value sessions if you don't get more days
How to promote cross brand collaboration ( dealing with silo priorities )
They should take this with their teams to hear the real issues
Yes but with our brand decision makers and executive team
Explain implications on Agile s/w development
How to Improve the Workshop – Part 1
17
12
4
2
9
3
3
2
More Real Life / IBM / Practical Examples / Exercises / Case Studies /
Challenges faced and addressed / Successes / More tuned to IBM Complexity
& Matrix / Global Teams
More exercises / More Time for Exercises / Real Exercises / More time for
discussions / Conversation / Teamwork
Nothing
Address the two dimensions of management in IBM. 1) Process / Product
Management 2) Personnel Management - Bridge to IPD and other activities
Feel very strongly that content should be synchronized with other leadership
content, values and value based practices are foundational
Need more time / Drop the exercises / 2 days
Add more depth/content and not rush through
Do this with one product / Brand / Cross functional team at a time to help
them to work together
Why this is important - link to IBM's other messaging
How to Improve the Workshop – Part 2
Feel very strongly that content should be synchronized with other leadership content,
values and value based practices are foundational
Pace a little faster
More breaks
Should be different angles covered for job-role types
More substance, less "buzzword bingo". Less subjects but more time for each.
Less "selling" up front ( first half of the class ) to Europeans
Less time on philosophy. It makes sense. More time on tools / measurements, etc
Put structure to the presentations. The material is hard to follow ("word clouds" )
Better divide in Lecture, Discussion, Exercise
I think all this, especially the method to teach it should better fit the local culture
Perhaps a real project that is prepared and can be used consistently throughout the
whole day
How to Improve the Workshop – Specifics
More on selected top modules
More on How to lead up
Explain / Use online version of the collaboration tool
More on risk management
For Architect - more focus on decision making and problem solving
More time on Red Flags to step back
More time on Market Differentiation and Business Value Models
Examples on how these tools and concepts may apply to Agile projects
Vision & Strategy Coherence
More synergy among the participants
What’s Missing ?
6
How to integrate these ideas into IBMs rigid culture / Bridge to IBM Reality - IPD, Agile / Multi Site /
Multi-Product / Remote / Global
4
Dealing with Up Line management
3
Collaborative leadership in a matrixed environment
2
Coaching related to collaboration and leadership
2
How to develop a leadership vision and communicate it
2
How to give feedback
2
None
Psychological contracts
More details on Step Up/Step Back and tools for that not clear enough
Maybe something on team building and dealing with issues
Driving change above your responsibility
Case studies for building Collaborative Environment to build trust
More breakout sessions
Recognition to team modules
I don't think decision making and problem solving received enough attention
More information on the behaviours that support trust and communication
Client / Customer / User Orientation
Is this a new IBM leadership model?
Not a module, but in need of a follow-up Mentoring on how to do step back and ask questions
Call to Action
Improve the Handouts
12
Additional content for reference / more robust / more detailed / Speaker Notes / more background rather
than the website
8
Provide full hardcopy handouts with all the slides
6
None - Handouts are OK, sharp and concise - will get from the web
4
Make Available Online - and in advance of the workshop
3
Handouts / slides / workshop need to be more coordinated
2
Provide more case studies and examples
2
More detail on charts and slides supporting graphics - answers as well as questions
2
Provide handouts in a notebook to allow better note taking
I would like the handouts to take back and fill out
Different Style - Physical layout - many of the charts appeared to be black and white
Take a real life example and work through the details
2 copies - 1 for team work in class - one to take home
Consider online application/tools and deliver online using Elluminate so can do for a global audience
This slide deck will not meet C162 accessibility requirements
Online for some of the exercises
Some worksheets did not start at the top of the page. Would be better if they did.
Not really used except for notes
I don't need handouts if there is not enough time for the exercise
Connect tables for powering laptops
Other comments - 1
11
Great / Good / Engaging / Delightful / Helpful / Useful / Worthwhile class - keep spreading the word on this - I will recommend /
use with my team
4
Need more time or less content - more time for reflections and exercises if real action is the goal
2
Very good to have VP / executive support and presence at the meeting
2
Good, would recommend doing with a team and a real issue - enable with facilitators
2
Should be turned into a regular education class. Would be good to have such a kind of education (at least parts of it) for teams so
that they better understand the concepts
2
Provided Great tools to use
Good refresher - trigger for ideas
discovery
Very thought provoking. No matter how good you think you are we need to pause, reflect, learn then practice new way of
operating
Good opportunity for interaction and sharing ideas
There is hope and light at the end of the tunnel
Question and consensus of participants should be heard better and understood better. We know many of the concepts. More
focus on help to appy them other than teaching would help.
The classroom discussions were helpful gaining common pain points & possible improvements
Link to business priorities / PBCs of executives for grounding = not separate class
Needs further executive support
Best if I can have real teams to work on their real problems, as we did - but I am not sure some of the folks outside the core team
got as much out of it.
Some are a little too common sense, but tools are always good to have
It is nice to see IBM trying to become more innovative, open collaborative & agile. Keep up the fight
Still trying to figure out how well it can be applied in the current IBM context
Other comments - 2
I learned about the content of the current workshop
To roll out more broadly requires more robust facilitation guide and handouts
It is very Agile development focused = so would need to rethink for different environment
I would like to see more tie-in to agile
Would be better if class had attendees in similar job roles. Eg All 2nd lines. This class was stymied a bit because my manager was in the room.
I think it is good that this data is being used at the highest levels in IBM to fix our company
This is very similar to much of the data taught in adv PM classes. Although these specific tools are not covered.
discovery
Get VPs thru class cause they set tone & team culture. During times of crisis they mis-behave and as a result, all of what we have learned today to
enable collaborative leadership gets minimized & panic/micromanagement sets in
Need to include cross-discipline people ( ie Marketing, Finance )
Good coverage of topic. Material not covered in IBM's current leadership materials so it was helpful
Ownership and empowering teams messages were most valuable
Some concepts similar to team empowerment of the 90's
Some pieces of this have a lot of the same flavor as the mgmt training in employee empowerment. For experienced leaders it needs to be more
clear how it is different
I liked it. Some was a recap xxxx acquired before. Other gave it a new twist
Contain more information, which the speakers add
Helpful Course but not all aspects
I put no for culture of trust because no "tool" action item - seemed more general info
Collaboration and leading collaboration was very simplistic
Some of the theoretical themes are from my viewpoint over simplistic
Not so helpful, but if something will be communicated to the execs I would be happy
I felt thoroughly confused at times. Too much content ( too many buzzwords ) in too little time. That makes it hard to take things away.
Not really useful. Collaboration involves building consensus as well as the subjects presented
Don't bring free candy - I will eat it