Global GLBT Leadership Workshop 2011 For External Review

© 2011 IBM Corporation19 December 2011

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© 2011 IBM Corporation

Global GLBT IBM Leadership Workshop Dallas, Texas, 28 October 2011

Global GLBT IBM Leadership Conference, Dallas, Texas, USA, 28 October 2011


WelcomeFred Balboni and Sarah Siegel

8.30


Vital Few readout – Claudia Woody15.15

Closing remarks – Claudia Woody16.25

Small groups & report out: What happens when you return home?16.00

Your IBM story – Participants in plenary, introduced by Fred Balboni14.30

Leadership pipeline focus and the IBM Competencies – Tom Fleming12.15

Small groups & report out: gender among GLBT leaders, what’s the difference?11.15

Small groups on how our identity informs our leadership10.15

Break11.00

IBM Competencies brought to life by participants’ stories

Guy Pacitti; Peter Havelock; Greg Johns; Kathy Colucci; Claudia Woody; David Likins; Annette Coffey; Rob Shook; Tom Fleming

13.30

Bon voyage! Workshop is done.16.30

Current initiatives to join – Tony Tenicela15.30

Break15.00

Lunch & networking12.30

GLBT executive panel

Esther Dryburgh; Fred Balboni; Mary Garrity; and Joseph Bertolotti; Moderator: Sarah Siegel

9.05

Welcome! Breakfast is provided.8.30

Global GLBT IBM Leadership Workshop Agenda


GLBT Executive PanelEsther Dryburgh, Fred Balboni, Joseph Bertolotti,

and Mary GarritySarah Siegel, moderator

9.05


When and why did you first

think of yourself as a leader?

How did you act on your

knowledge?


How can we contribute to the 2015 Roadmap?


When and why did you first think of yourself as gay, lesbian, bi and/or trans?

How did you act on your knowledge?


Where will Business Analyticscontribute to GLBT equality in

the next five years?


When and why did you first think about your gender

identity?



When will Cloud Computingbenefit a majority of technical

leaders?



think of yourself as among

your nationality?


knowledge?


In a Smarter Planet, how do we ensure respect for local

identities and imperatives?


Small Group Discussion: how our identity informs our leadership

Executive panelists join the small groups

10.15



think of yourself as a leader?


knowledge?


When and why did you first think of yourself as gay, lesbian, bi and/or trans?



When and why did you first think about your gender

identity?




think of yourself as among

your nationality?


knowledge?


Break

11.00


Small group & report out: gender among GLBT leaders, what’s the difference?

11.15


Gender Among GLBT Leaders:What’s the Difference?

Please discuss as a group. One person per table, agree to be thescribe to capture key discussion points The scribe gives the summary-sheet to your team’s spokesperson to report out on:

Imagining non-GLBT leaders’ perspectives:

� What do you think are among their assumptions when they consider promoting you?

� What do you wish they understood about your gender in the GLBT context?

Overcoming challenges:

� As a G, L, B or T leader, how do I overcome any challenges inherent in my gender?

� What are specific actions I can take to overcome any challenges inherent in my gender?

Future CEO of IBM:

� What do you think it will take for there to be a female L, B, or T CEO of IBM?

� What do you think it will take for there to be a male G, B or T CEO of IBM?


Leadership Pipeline Focus and IBM Competencies

Tom Fleming

12.15


IBM: Top Company for Developing Leaders

Fortune ranks IBM #1

Top Companies for Leaders

2009-2011 – judged biennially

Hewitt Assoc/CEO Magazine

Ranked IBM #1

Top Companies For Leaders

2002 & 2003

Comprehensive practices

well executed

Innovation in

leadership development

Differentiated

business results

Forward-thinking

proactive initiatives

IBM Leadership Development, always ranked near the top


IBM Leadership Landscape

IBM Leadership Governance

Strategy TeamStrategy Team

IBM’s strategic direction and emerging

business opportunities

Technology TeamTechnology Team

Near- and long-term emerging technologies,

technical developments and issues

Integration and Values Team (I&VT)

Integrate IBM’s enterprise-wide capabilities, and

align and communicate strategies and values

Performance Team

Accountable for business performance & results.

Develop cross-unit strategies.

Operating TeamOperating Team

Day-to-day marketplace execution

B XXX

C XXXX

D XXXX

All Band 10 and below

XXX,XXX+

PT: 58I&VT: XXXA XX

AA XX


IBM Population

>425,000

Managers

XX,XXX

Executives

X,XXX

IBMers Worldwide Today


IBM Population

X,XXX

Out GLBT

Executives

< XX

The GLBT Leadership Opportunity

Ca X% self-

selected

≡ < X%

See the list of out executives here: http://ibmurl.hursley.ibm.com/1W7T.


GLBT Indicator linkage with Global Business and Technical Leadership Resources

� For first time, the GLBT Indicator linked with Business and Technical Leadership Resources (BTLR) database for analysis.

� XXXXX self identified, GLBT employees formally approved the linkage of their status with the BTLR data (some declined).

� GLBT Indicator link with Business and Technical Leadership Resources (BTLR) allows for broad data analysis including what is noted below:

– For Band 10 and Above:

• Ultimate Potential

• Next Move Timeframe

• Current Executive Role Pipeline

– For Band 8-9:

• Band 10 Attainability

• Band 10 Role Pipeline

• Next Move Timeframe


� Thinking systemically

� “360 Degrees” of Trust

� Handling ambiguity and

uncertainty

� Cultural adaptability

� Emphasis on result-

oriented communication

� Inspiring employee

engagement and

empowerment

� Taking initiative and

accountability

New themes

� Former Leadership Competencies are embedded

� Former Foundational Competencies are embedded

Business Evolution Requires Leadership Evolution

What we bring forward

2010


IBMers at Our Best: Our Competencies

29

Embracechallenge

Partnerfor clients’success

Collaborateglobally

Act with asystemic

perspective

Buildmutual trust

Influence through

expertise

Continuouslytransform

Communicatefor impact

Help IBMerssucceed


Lunch

12.30


IBM Competencies brought to life by participants’ stories

Guy Pacitti; Peter Havelock; Jim Freeman; Kathy Colucci; Claudia Woody; Esther Dryburgh; Annette Coffey; Rob

Shook; Tom Fleming

13.30


Embrace challenge

IBM is in the business of taking on

complex situations and challenges. The

mission of IBMers is to make the world

work better--from daily breakthroughs

to world-changing progress. So we

focus on the future and embrace the

hard challenges facing our teams, our

clients and our communities.

We see opportunity in complexity, and

are skilled at identifying the central

issues and charting a path forward. We

take personal accountability for

transformative outcomes--and our

belief in progress inspires others to rise

to the challenge with us.

Displaying and inspiring a positive attitude

Seeking and seeing opportunities in challenging situations

Demonstrating resilience and overcoming resistance

Focusing on key priorities


Partner for clients’ success

IBM’s worth depends not just on what we

imagine, but what we deliver. IBMers go

above and beyond what is expected to

achieve our clients’ current and future

aspirations. We deliver client value. We

act as their partners and derive great

pride from their success. We invest the

time to understand their situation and

unmet needs; seek out market and

societal insights; and make connections

across the whole of IBM to serve them.

We work alongside our clients, co-

creating approaches, solutions and

ultimately their success--which in turn,

transforms whole industries, economies

and society.

Understanding the

client and the industry

Focusing on the client’s needs

Developing enduring

partnerships with clients

Connecting across and beyond

IBM to provide integrated

solutions


Collaborate globally

IBMers are global professionals and

global citizens--and must therefore be

skilled at collaboration. We think and

work shoulder-to-shoulder with others--

across the boundaries of teams,

disciplines, organizations, countries and

cultures--to achieve the right outcome.

As the human dimension of a globally

integrated enterprise, we build our own

networks of experts--and we encourage

our colleagues to use the collective

intelligence of their network not just to

get work done, but to identify what needs

to be done and to take collective action.

We see our networks of global citizens

not just as collections of individuals, but

as a collective leadership force creating

the full promise of IBM to transform the

marketplace, society and the world.

Fostering collaboration

within and between teams

Developing and leveraging

networks across disciplines

and cultural boundaries

Leveraging IBM’s collective

intelligence and capabilities

Taking collective action


Act with a systemic perspective

IBMers are systems thinkers. We help

our clients, our colleagues and the world

understand and design the essential

dimensions of any system – how it

senses, maps and analyzes information,

detects underlying patterns, and

translates that knowledge into belief and

action. We help others see this end-to-

end view, synthesizing information from

many dimensions – whether the system

in question is technological, economic,

societal, cultural or natural. This systemic

view allows us to frame problems

properly, and to take the right action in

the right way at the right time. It also lets

us anticipate the impact of our actions on

others. Knowing all this, we act wisely

while boldly taking the right risks.

Thinking Systemically

Detecting underlying patterns and

interrelationships among seemingly

disparate issues

Making timely and effective

decisions

Acting decisively, taking risks

when appropriate


Build mutual trust

IBM’s business model requires getting different constituents to work together to solve problems and open up opportunity--be that inside IBM, among organizations, within our clients, or in the case of world-changing work, with many communities. IBMers are skilled at building “360 degrees of trust” across this full spectrum of IBM’s constituents--finding common ground for those with different objectives, aspirations, constraints and cultures. We build these kinds of relationships by acting with integrity, assuming positive intent and ensuring that openness and trust are maintained--even when agreement is not achieved. We trust in the skills of others--that they know what to do and how to do it, and are motivated to achieve the result. And if we see trust eroding, we take accountability to remedy that quickly.

Developing “360 degrees”

of trust

Respecting other’s values,

cultural and organizational norms

Trusting in other's capabilities

Acting with honesty and integrity

Taking responsibility


Influence through expertise

IBM’s value proposition and business model are grounded in delivering expertise. So we continually deepen our own and our colleagues’ knowledge and eminence--as professionals, as collaborators, as leaders, and as fully realized IBMers. We develop our skills and careers through feedback, coaching, mentoring and challenging assignments--within IBM and in the communities where we and our clients live and work. And we take personal responsibility for developing IBM’s thought leadership, both inside and outside our organizations.

Promoting the continuous

development of one’s own and

others’ knowledge and expertise

Adopting a mentoring and

coaching approach

Developing others through

challenging and cross-

organizational assignments

Focusing on talent

development


Continuously transform

IBMers are committed to building the

future--a better world, and a better IBM.

This is what IBM has done for 100 years.

Our intellectual curiosity and spirit of

restless reinvention, animated by a belief

in reason, in science and in progress,

infuses the enterprise with energy.

Today, in a world where the future is far

less predictable, IBMers actively seek

what we do not know and haven’t yet

imagined. We cultivate an environment

of openness to new approaches and

experimentation. We rethink

assumptions and ask probing questions–

to grasp new situations, unearth

opportunities and create new markets.

We engage others whose background,

culture, language or work style is

different from our own. This is the heart

of an IBM that can learn, adapt, and

continuously transform.

Adapting to and leveraging

changing situations

Infusing the organization with

intellectual curiosity and energy

Cultivating a climate of

openness

Fostering innovation


Communicate for impact

IBMers communicate to find mutual

understanding and to build a sense of

shared outcomes. That starts with

listening; we ensure people’s ideas and

concerns are heard. We bring deep

expertise and perspective, which are the

ingredients to communicating clearly and

simply, especially in complex situations.

We interpret and synthesize disparate

concepts, strategies and intent. We

leverage our understanding of others’

perspectives--the ones they can express,

and the ones they cannot yet--to tailor

what we say and how we say it. We

communicate authentically, in a timely

way and in the most effective manner--

even when conveying difficult topics or an

unpopular opinion.

Listening for mutual

understanding

Creating messages focused

on the target audience

Delivering messages in a

timely and effective manner


Help IBMers succeed

The IBM brand is about IBMers, and how

we show up in the world--not just client-

facing IBMers, but all of us. So we each

strive to bring our best selves to our

work. And we are in the service of the

success of others--ensuring they have

resources, ongoing support and clear

milestones. We take the time to share

insights and discuss the challenge in

front of us. We anticipate and remove

obstacles and prevailing practices that

are holding people back. We

acknowledge others’ contributions,

champion their ideas, and help each

IBMer find his or her own motivation. We

create an environment in which our

colleagues feel a sense of purpose and

engagement, and which draws on their

own strong desire to act.

Establishing clarity on

roles, expectations and goals

Providing resources and support

Motivating people by providing a

sense of purpose and impact

Recognizing contributions and

championing others’ ideas

Removing obstacles

to performance


Reflect on how you have demonstrated IBM Competencies


Your IBM storyParticipants in plenary, introduced by Fred Balboni

14.30


How Do You Communicate Your IBM story?


Break

15.00


Vital Few readoutClaudia Woody

15.15


Current initiatives to joinTony Tenicela

15.30


Small group & report out: What happens when you return home?

16.00


Which Vital Few and community initiatives will you pursue, to advance your leadership & career, and our people & allies?

1. Please discuss as a group at your table

2. One person per table, agree to be the scribe to capture all of the ideas

3. The scribe gives the summary-sheet to your team’s spokesperson.


Thank You!

Merci!

Dankë!

Gracias!

Obrigado!Obrigado!Obrigado!Obrigado!

Grazie!Grazie!Grazie!Grazie!

Xie xie

ShukriyaShukriyaShukriyaShukriya

Dhanyavaad

Shukran

Domo Arigato!Domo Arigato!Domo Arigato!Domo Arigato!

Multumesc

Barka!

Sagol!

HvalaHvalaHvalaHvala

Khawp khun Terima kasih!

Barkal

Dakujem

Doh je

Ashi

Dank u

Takk

KoszonomTack

Dankie

תודה רבה

Documents

Global GLBT Leadership Workshop 2011 For External Review