Michelle Ragusa Cisco Communities 9 26-2012

© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1

Cisco CommunitiesGet INVOLVED!

Michelle Ragusa, September 26, 2012

© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 2

AgendaVolunteer and Give Back•How can I help?

Inclusion and Diversity- •E-Mentor

Employee Engagement •Team Collaboration

Rewards and Recognition•Get recognized or vote for someone deserving


Volunteering and Giving Back


Volunteer and Give Back

“Cisco has a strong culture of giving back – deeply rooted in our DNA spanning back to the early days when we were headquartered in East Palo Alto and then-CEO John Morgridge encouraged employees to hop the fence over to the elementary school next door and help mentor, tutor and help contribute to the upkeep of the buildings”


Founding Members

Susan Bartorona

Katie McNamara

Debbie Milkowski

Michelle Ragusa


Act Locally. Think Globally.

Approximately 600

Employees Under Juli Clark,

in US and Around the

World!

Cisco Employees per Q4 FY12 = 66,639


Mission:

To learn about Local and Global opportunities which you can volunteer or give back, or…

share opportunities you are involved in: participating in a charitable event, walkathons, fundraisers etc.

We will highlight one charity a month, but all posts are welcome to get the word out!


Focus on Professional Volunteering

Cisco Club Red made 1,000 Care Kits for Tornado Victims in Need



All are welcomed- even those with silly moustaches


Focus on Personal Volunteering

Providence Baptist Church made 302,400 meals for malnourished children


Organizations/Drives you believe in


Highlight Interviews on Survivors and those impacted who fight for their cause


Rewards and Recognition Honors Volunteers

Nominate those who do a great job volunteering/leading in the community…

If they win the “Pay it Forward Award”…

we will interview them and highlight the Charity they support!


Get the word out!- I WE Page

- Facebook

- Twitter

-The Scoop

-E-mail/Q&A

Each Month Highlight: Volunteer of MonthAnd Charity/Cause

http://iwe.cisco.com/html/index.html#url=/web/gtmss/giving-back

http://www.facebook.com/pages/Volunteer-and-Giving-Back/132744946823223

https://twitter.com/#!/VolunteerGive

mailto:[email protected]?subject=Question%20or%20Comment%20


Cisco Matching

https://communityconnection.my.salesforce.com/home/home.jsp

Earn a Volunteer Badge:

https://communityconnection.my.salesforce.com/home/home.jsp


Throw the Gauntlet Down- Raise the Bar

How much money can we raise for the causes we believe in?

Which team can Log the Most Volunteer hours?


Inclusion and Diversity


Introducing E-Mentor


Members

Mark Ebner Meghan Richardson

Maria Ortiz Bryan Fields

Silvia Y Wong Jonathan Miranda

Shelly Fee Michelle Ragusa

Peter Nguyen Lisa Coombes Diehl


Introducing Cisco eMentorMe 2.0

New features and platform functionality• Ability to engage multiple mentors for a mentoring relationship

• Proactive suggestions of mentors and mentee relationship

(Management can greatly assist here in promotion and comfort)

• Ability to generate report of all mentoring activities and outcomes

• Ability to indicate level of expertise for mentoring (New Colleagues and Team Shifts)

• And Many More . . .


Benefits for Mentors/Mentees

Mentor

Mentees

• Share expertise• Prove leadership• Expand network• Invest in organization’s future• Obtain fresh perspectives• Give back

• Enhance career opportunities • Learn about another division/dept• Expand leadership abilities• Increase technical skills• Make valuable contacts• Integrate into new company or job

role


CommunicationCommunication

Problem SolverProblem Solver

Subject

Matter

Expert

Subject

Matter

Expert

Mentor – Mentee Relationship

Trusted Advisor


Prepare:– Decide if you

are ready – Determine

relationship type

Establish:

– Mentors: Define the knowledge and skills for which you can mentor

– Mentees: Define focus and goals for what a mentor can help you with specifically

– Both: Match with mentoring partner, create mentoring agreement (Invitation)

Close:– Bring the

relationship to a close, evaluate and summarize the accomplishments

Sustain:– Meet with your

mentoring partner regularly to accomplish the goals of the mentoring agreement

– Guideline: 1-3 hrs/mo

The Four Steps of Mentoring


Together we can achieve extraordinary results

Develop your skills, understanding and influence

Expand your network and relationship

Increase cross-funcitional communications & knowledge sharing

Reach your career – aspirations – Become a next-generation leader


How do I enroll? http://wwwin.cisco.com/HR/mentoring/ementorme.shtml

E-Mentor Me Video: https://videosharing.cisco.com/vportal/VideoPlayer.jsp?ccsid=C-0f844aaf-83fd-41ec-8a97-7dfa992523a7:-1#

http://wwwin.cisco.com/HR/mentoring/ementorme.shtml

https://videosharing.cisco.com/vportal/VideoPlayer.jsp?ccsid=C-0f844aaf-83fd-41ec-8a97-7dfa992523a7:-1

https://videosharing.cisco.com/vportal/VideoPlayer.jsp?ccsid=C-0f844aaf-83fd-41ec-8a97-7dfa992523a7:-1


Support Resources

Support link in eMentorMe tool (response in 24 biz hrs)

Send questions to eMentorMe Program Team mailbox ([email protected]) or Peter Nguyen [email protected]

Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learning/ementorme /

mailto:[email protected]

mailto:[email protected]

http://wwwin.cisco.com/learning/ementorme


http://ementorme.learning.cisco.com/


Employee Engagement


Employee Engagement

Objective: To allow teams locally, and globally to connect on a more personal level in an effort for team building and collaboration.


Lee Ann Tharrington

Chi Bui

Anna Rehder

Shelly Fee

Michelle Ragusa

Members

• Eric Graham

• Marc Louderback


Local AND Global

How much time do you spend interacting to colleagues during working hours?

You spend on average 2,536 Hours at workand on average only 13% getting to know your colleagues.

Well, how can we change that?


Local

-Sports Leagues(Participate in Basketball, Volleyball, Soccer leagues to playsports and have fun, while collaborating, building teamwork and leadership skills).

Minni Golf/Fun Park(Have some local extra curricular fun with colleagues at a local fun park)

-Pot Lucks/Cooking Classes(Take a break from eating out and share some of yourlocal culture and cuisine with colleagues, and friends)

-Vounteer(Come together for a good cause, help volunteer and give back!)


Global

-Words with Friends (Team up for Scrabble Bracket Contest via IPHONE and Android )

-Wii Bowling( Set up a designated room once a month for a Wii Bowling Competition- complete with Web Ex for smack talk)

-Birthday Brunches with Julie Clarke (Celebrate your Birthday with a Bagel Breakfast and chat with Julie and the management team )

-Video Contest (Join together with team members to find your similaritiesand make a video – winning team receives prize)

-Employee Engagement IWE Page: http://iwe.cisco.com/html/index.html#url=/web/gtmss/employee-engagement

http://iwe.cisco.com/html/index.html#url=/web/gtmss/employee-engagement




What are the benefits?

- A friendlier work environment promotes more creativity.

- If you feel more comfortable- it allows you to think outside the box.

- Having a friend at work gives you a safe way to vent your frustrations, will rebound quicker when setbacks at work occur.

-Helps promote information and idea sharing which increases productivity and prevents reinventing the wheel


Rewards and Recognition


Customer Service

“A Thankless Job…but Somebody has to do it”


Members

Scott Dierks Christopher Morgan

Ginny Hoffman Holly Dunn

Karen Hains Michelle Ragusa

Lisa Montone Caitlin Young


"Keys to Our Success" · STAKEHOLDER ENGAGEMENT AWARD (Individual) –blue-badge focuses on successes achieved with your stakeholders, implementation of new service offerings and proactive engagements that improve the ease of doing business with Cisco. (Two awards per quarter)

· ONE CISCO COLLABORATION AWARD (Individual) –blue-badge eligible award that focuses on continuously seeking new ways to work more efficiently, fostering business transformation through increased agility and adaptability to new business environments and rebuking the status quo to drive to the Once Cisco model. (Two awards per quarter)

· INNOVATION AWARD (Individual) – is a red-badge eligible award focuses on an individual who has built a best practice based on an innovative idea or process that enables a customer to improve profitability, capabilities or increase productivity, along with fostering teamwork and collaboration. (Two awards per quarter)

Upcoming Awards: Team and Volunteer!

Please take some time to nominate your team members and/or peers!


TOGETHER we can do GREAT things!


http://wwwin.cisco.com/learning/ementorme/


PREPARE“If I had eight hours to cut down a tree, I’d spend six sharpening my axe.” -Abraham Lincoln

41


Not Expected to

• Become or replace mentee’s supervisor or manager

• Report to others about mentee’s progress

• Know all the answers

• Develop a friendship

42

What’s expected: Mentors

Expected to

• Help mentee develop appropriate mentoring agreement/objectives

• Provide guidance based on mentee's learning and development needs

• Help mentee access appropriate experts

• Be resource, advisor, role model

• Provide feedback

• Respect confidentially


What’s expected: Mentees

Not Expected to

• Know all questions to ask

• Get things right the first time

• Fit all learning into one relationship

• Look to mentor for all answers

• Be submissive in the relationship

• Develop a friendship

Expected to

• Initiate and drive relationship (unless otherwise defined by program)

• Identify initial learning goals

• Seek feedback

• Take active role in learning

• Initiate meetings and discussions

• Allocate time and energy

• Follow through on commitments


What’s expected: Managers

Not Expected to

• Abdicate development responsibility to the mentor

• (Anything else ??)

Expected to

• Support employee development

• Provide time for mentoring relationship

• Recognize the contribution of mentors ( CPC, public settings )

• Initiate meetings and discussions

• Respect confidentially agreement between mentoring partners


AccountabilityIntensity

TrustTime

LE

SS

MO

RE

Mentoring LevelsInformational Level (ie New Hire)

Resourcing Advising Enlightening

Skill Level

Teaching Modeling

Career Development Level

Guiding Consulting Sponsoring


Establish“Constant development is the law of life” - Gandhi

46


Professional Management Executive

Working Across Boundaries

Engaging Others

Earning Trust

Developing Self

Developing Others

Demonstrating Passion

Empowering Teams

Achieving Results

Shaping Strategy

Building Capability

Promoting Innovation

Leading Change

Building Relationships

Communicating for Action

Earning Trust

Active Learning

Helping Others Improve

Self-Starting

Aligning with Business Goals

Creating Solutions

Thriving in Change

Working Across BoundariesTeam BuildingManaging ConflictTeam PlanningRecognizing Good PerformanceEarning Trust

Developing Self

Coaching

Demonstrating Passion

Delegation

Performance Feedback

Problem Solving & Decision Making

Communicating Goals

Building Capability

Innovation & Risk Taking

Envisioning Opportunities

Leading Change

C

L

E

A

D

C-LEAD

Tools to assess your needs


Tools to assess your needs

Discussion with your Manager (recommended) and/or other trusted resources

Areas of expertise or development• Global / Functional Knowledge and Skills

• Core knowledge and skills for your function

Annual or mid-year review (CPC)

Others can provide insight on your development needs (mentee) or areas of strength (mentor)

360 feedback tool (if available)

Personality Profile

Meyer Briggs, DISC, Globesmart , StrengthsFinder 2.0 , Genuine and Authentic Communicator or others

http://www.humanmetrics.com/cgi-win/JTypes2.asp

http://www.globesmart.com/about_globesmart.cfm

http://www.strengthsfinder.com/113647/Homepage.aspx


Mentoring Agreement/Invitation

49

Contents:

• Name of relationship (Communication Skills, Change Leadership, etc.)

• Partner names• Goals – the results to achieve• Knowledge and skill goals• Type of relationship (1-1, Group

or Situational - Skill/Knowledge, Information or Career focus)

• Any additional information or clarification

• Meeting frequency• Confidentiality and accountability

standards• How to monitor progress• Duration of relationship

Purpose:

• Framework for the relationship

• Clarity of expectations

• “Contract” between partners


Sustain“One thing I know; the only ones among you who will be really happy are those who will have sought and found how to serve.”

- Albert Schweitzer

50


Sustaining

Respect mentoring partner’s time

Prepare for each meeting

Speak candidly

Listen actively/carefully

Ask questions

Follow up on action items after each meeting

51


First Three Meetings

Meeting 1: Interview & Agreement

Get to know each other (20 minutes)

Mentoring Agreement (30 minutes)

Agenda for next meeting (10 minutes)

Meeting 2: Clarify Goals

Relational check-in (5-15 minutes)

Questions to establish initial goals (20-30 minutes)


Meeting 3: Dialog on Initial Issues

Relational check-in (5-15 minutes)

Dialog Model and Learning Objectives (20-30 minutes)


52

See “First Three

Meetings” document

in eMentorMe

Learning Resources

for full agendas

and additional ideas

“Easy out” for both partners


Close“To go beyond is as wrong as to fall short” - Confucius

53


Closing the Relationship

Excellent opportunity for growth, reflection and assessment

Scheduled end•Complete assessment and reset knowledge level

Close can be most challenging step of mentoring•Dysfunctional closure can cause anxiety, discomfort, surprise, resentment

•Types of “dysfunctional” closure

• Lack of closure/fear of closure

• Unanticipated end

54

Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999


Steps to Planning Meaningful Closure

Discuss and plan for the end of the relationship

Look for signals that end is approaching

Respect your mentoring partner’s decision

Evaluate the relationship periodically

Review your goals periodically (Mentoring Agreement)

Integrate (take what you’ve learned and use it)

Never assume (appreciate and celebrate)

55

Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999


Prepare

• Readiness Assessments

• Expectation FAQ’s

• Establish

• Mentor/Mentee Guides

• Mentoring Agreement

Sustain:

• First Three Meetings document

• Newsletters

Close:

• Cisco eMentorMe Training content

• Cisco eMentorMe Mentoring Arcive

Mentoring Resources


Support Resources

Support link in eMentorMe tool (response in 24 biz hrs)

Send questions to eMentorMe Program Team mailbox ([email protected])

Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learning/ementorme /



http://ementorme.learning.cisco.com/


Session Objectives

At the conclusion of this session participants will be able to:

• Identify the process to be followed from beginning the mentoring relationship to the end of the relationship and recognize how the tool supports the process steps

• Define the roles and responsibilities of Mentors, Mentees and Managers

• Identify tools and other resources required to effectively participate in the mentoring process

• Identify the timeline for the mentoring relationship

• Recognize and use key features of the eMentorMe Tool

Technology

Michelle Ragusa Cisco Communities 9 26-2012