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Employee Guide: Becoming an Enterprise Contributor
February 2013
CEB Corporate Leadership Council
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved.
Becoming an Enterprise Contributor
2
How to use this guidebook:
Audience:This guide helps employees understand CEB Corporate Leadership Council’s model for top performance: enterprise contribution.
How to Use:This guidebook was written to be beneficial to employees at all levels and jobs functions. It explains the changing nature of how they need to evaluate their own performance in the new work environment.
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 3
The Changing Work
Environment
Understanding Enterprise
Contribution
Becoming an Enterprise Contributor
EMPLOYEE GUIDE: BECOMING AN ENTERPISE CONTRIBUTOR
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 4
THE WORK ENVIRONMENT HAS BECOME MORE COMPLEX
Widespread changes in the organizational environment fundamentally change the way you perform your work.
■ You and your colleagues increasingly work across multiple time zones, cultures, and customer segments.
■ You are having to report to an increasing number of managers, complicating your work flow.
■ An abundance of information can improve your performance, but also
complicates decision making and distracts from work priorities.
Your Colleagues are More DispersedChange in Amount of Work with Coworkers in Another Location in the Past Three Years, by Percentage of Employees
More Stakeholders are Involved in Your WorkChange in Number of Individuals Involved in Decisions in the Past Three Years, by Percentage of Employees
57% Increased
38% Stayed the Same
5% Decreased
50% Increased
43% Stay the Same
7% Decreased
You Have Access to a Higher Volume of Information Change in Time Spent Finding and Reviewing Data and Information in the Past Three Years, by Percentage of Employees
76% Increased
18% Stayed the Same
6% Decreased
Source: CEB, CEB Corporate Leadership Council High Performance Survey, 2012.
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 5
WORK IS MORE INTERCONNECTED THAN EVER
Greater complexity at work means your performance is more dependent on collaboration with others.
Your Work Requires More Collaboration with OthersChange in Amount of Work That Requires Collaboration with Others in the Past Three Years, by Percentage of Employees
3% Decreased
67% Increased
30% Stayed the Same
You Work With More People on a Day-to-Day BasisNumber of People Involved in Day-to-Day Work, by Percentage of Employees
30% 20 or More
40% 0–9
30% 10–19
Source: CEB, CEB Corporate Leadership Council High Performance Survey, 2012.
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 6
Those outside your company that can impact your performance include:
■Vendors■Customers■Suppliers■Professional associations■Alumni networks
COLLEGUES BEYOND YOUR MANAGER AND TEAM INCREASINGLY INFLUENCE YOUR PERFORMANCE
Manager Immediate Team
Coworkers Outside Your Team External Partners
Colleagues outside of your team, and even your company, impact your performance to a greater extent than ever.
•For example: Your performance may depend on a supplier in another country shipping needed goods or documents in a timely manner.
•For example: A colleague on another team might be working with you on a joint project.
•For example: Your company may be partnering with another to gain a lucrative contract.
•For example: Your company recently opened a new office in another country and you are asked to educate the new team on company culture and procedures.
Those outside your team that can impact your performance include:
■Different Teams■Different Job Levels■Different Locations
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 7
Understanding Enterprise
Contribution
Becoming an Enterprise Contributor
EMPLOYEE GUIDE: BECOMING AN ENTERPISE CONTRIBUTOR
The Changing Work
Environment
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 8
Given today’s more interdependent workplace, your performance is no longer based on individual tasks alone, but also on your network performance.
+ =
Individual Task Performance
An employee’s effectiveness at achieving his or her individual tasks and assignments
Network Performance
An employee’s effectiveness at improving others’ performance and using others’ contributions to improve his or her own performance
Enterprise Contribution
An employee’s effectiveness at his or her individual tasks, contribution to others’ performance, and use of others’ contributions to improve his or her own performance
TOP PERFORMANCE LOOKS DIFFERENT TODAY THAN IN THE PAST
■ Taken together, these two performance types are known as ‘enterprise contribution.’
CEB Corporate Leadership Council’s Model of High Performance
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved.
BENEFITS OF BECOMING AN ENTERPRISE CONTRIBUTOR
Increased recognition from management for investing effort into bettering the company overall, not just in your own role.
Learning different people’s expertise and task ownership will help make your work easier since you will be able to identify whom to seek assistance from right away.
A willingness to help others in their jobs will make them more willing to help you when you need it from them.
You will be able to better manage your work if you are able to work better with your colleagues spread across geographies and departments.
You will gain from introducing more efficient and improved working processes and tools.
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Why should you seek to become an enterprise contributor?
There are many benefits to becoming an enterprise contributor.
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved.
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Enterprise contributors succeed in both individual tasks and activities based on collaboration and contribution to others’ work.
Introduction of improved processes
Implementation of new product or service ideas
Improved working methods, processes, tools
Transfer of great ideas from other parts of the organization
Transfer of skills and knowledge
+ =Enterprise
Contribution
■ Some activities represented in network performance are conducted informally, rather than through official lines of communication, including improved working methods and transferring skills and knowledge.
HIGH PERFORMANCE TODAY INVOLVES BOTH FORMAL AND INFORMAL ACTIVITIES
High output per hour worked
On-time task completion
Error-free work
High-quality work
Network PerformanceConsists of outcomes such as…
Individual Task Performance Consists of outcomes such as…
Indications of High Performance in the New Work Environment
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 11
PERFORMANCE WORKSHEETOnly 17% of employees today are enterprise contributors. Are you one of them?
+ =Enterprise
Contribution
Tasks I do which count towards Individual Task Performance include:
CEB Corporate Leadership Council’s Model of High Performance
In the worksheet below fill out tasks and activities you complete as part of your regular duties, whether part of your formal job description or not, to assist you in thinking about the two types of performance which make up enterprise contribution.
Tasks I do which count towards Network Performance include:
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 12
Understanding Enterprise
Contribution
Becoming an Enterprise Contributor
EMPLOYEE GUIDE: BECOMING AN ENTERPISE CONTRIBUTOR
The Changing Work
Environment
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 13
BECOMING AN ENTERPRISE CONTRIBUTOR DOES NOT ONLY MEAN COLLABORATING MORE WITH OTHERS
Interacting more with others will not improve your network contribution and make you an enterprise contributor.
■ To achieve high enterprise contribution, you must balance your time between your individual task performance and network performance.
■ Most importantly, to become an enterprise contributor, you must focus on four key competencies:
Enterprise contributors do not spend much more time working with others than the average employee. Rather, the difference between enterprise contributors and average employees is found in the way they perform four key competencies:oPrioritization - Prioritizes activities based on organizational goals and self-directs workoTeamwork - Coordinates one’s work and performance with that of others to achieve mutual outcomesoOrganizational Awareness - Understands the informal structures and decision-making processes of the organizationoProblem Solving - Identifies problems and opportunities for changes and implements solutions when appropriate
Enterprise Contributors Average Employee
Distribution of Time Spent on Individual and Group Tasks
45% Individual Tasks
52% Working
With Others
55% Working
With Others
48% Individual Tasks
o Prioritizationo Teamworko Organizational
Awarenesso Problem Solving
Source: CEB, CEB Corporate Leadership Council High Performance Survey, 2012.
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 14
Understands Peers’ MotivationsCoordinates one’s work and performance with that of others to achieve mutual outcomes
Builds ConnectionsIncreases the number of, and maintains strong, personal relationships
FOCUS ON FOUR KEY SHIFTS TO BECOMEAN ENTERPRISE CONTRIBUTOR
Prioritizes ContributionsPrioritizes activities based on organizational goals and self-directs work
Prioritizes TasksPrioritizes activities to fulfill job description and manager directs work
Understands Organizational ContextUnderstands the informal structures and decision-making processes of the organization
Knows Formal OrganizationUnderstands business basics and the formal structure and mechanics of the organization
Initiates ChangeIdentifies problems and opportunities for changes and implements solutions when appropriate
Receptive to ChangeDisplays openness and willingness to change behavior in response to new situations
Conventional Approach: Enterprise Contributor:
To become an enterprise contributor, you should shift your approach to fulfilling four key competencies.
■ Prioritize work by the contribution it can make to the organization, not just what their job description says.
■ Understand peers’ workflow, objectives, and challenges, rather than only getting to know them personally.
■ Understand the context that surrounds organizational decisions and operations, not just formal structures.
■ Identify problems and initiate necessary changes, not only express willingness to change based on others’ recommendations.
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Prioritization
Teamwork
Organizational Awareness
Problem Solving
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 15
Speak with your manager(s) to better understand organizational priorities and how your role relates to those goals
Shadow colleagues outside of your direct team to gain better perspective of their accountabilities
Proactively serve as a resource for new hires rather than having them approach you with questions first
Meet periodically with peers in other functions to discuss common challenges and share best practices
Include at least one proposed solution when escalating a problem or challenge
EMPLOYEE ENTERPRISE CONTRIBUTION CHECKLISTUse this guide to identify areas where you can concentrate your efforts to become an enterprise contributor
Use your extended network including alumni networks, vendors, etc., to advance other teams in your company, rather than only using them to benefit your team
Speak with colleagues to understand the key talents and responsibilities in your division in order to identify the best person to ask for assistance or bring concerns in certain instances
Use your informal interactions with colleagues to get a better understanding of the challenges your division or organization is facing and consider how you can help
Prioritize activities based on their contribution to the organization, rather than completing tasks based only on fulfilling job description.
Coordinate your work with that of others to achieve mutual outcomes, rather than just maintaining personal relationships with colleagues.
Understand the informal decision-making processes of your organization, rather than just the formal reporting structures.
Proactively identify problems and opportunities for change and initiate solutions, rather than only responding to changes made by others.
Seek out ways to make broader impact outside of your formal role, for example by organizing skill workshops or assisting other teams with your experience and knowledge
Ask your manager(s) to explain the reasoning behind organizational decisions, not just the decisions themselves
Identify strengths and weaknesses, as well as additional skills of team members when considering division of labor on team projects
Avoid becoming complacent with existing practices by periodically reviewing procedures to identify alternative methods that may prove more efficient
Prioritization
Teamwork
Organizational Awareness
Problem Solving
CEB Corporate Leadership Council© 2013 The Corporate Executive Board Company. All Rights Reserved. 16