Leading without Authority.pptx

Leading without Authority 1 2 LEADING WITHOUT AUTHORITY Amazon Confidential  Learning Objectives In this section you will learn: How to coach and support Associates to positive outcomes. To identify the associate development cycle, “Will” vs...

Leading without Authority 1 2 LEADING WITHOUT AUTHORITY Amazon Confidential  Learning Objectives In this section you will learn: How to coach and support Associates to positive outcomes. To identify the associate development cycle, “Will” vs. “Skill” levels and what it means to “Own It” 3 Amazon Confidential  Building Blocks- People- Brilliant Basics #1-Employees are treated with dignity and respect #2-Empoyees understand their role in the organization #3-Employees know where to go for help #4-Employees know how they are performing #5-Employees know what they get in return for their hard work 4 Amazon Confidential  Leading without Authority 5 Amazon Confidential  Leading without Authority JUMP IN Upon taking on a new job, task or role, the associate willingly “jumps in,” and starts to learn by doing. They feel eager and excited about the job, but likely lacks some necessary skills and knowledge. 6 Amazon Confidential  Leading without Authority CLIMB THE WALL The associate begins to grasp the full scope of the task/role and may feel frustrated, overwhelmed, and discouraged. They are likely developing skills, lacks confidence, and may be demotivated. 7 Amazon Confidential  Leading without Authority CATCH ON The associate can perform independently, but may not be completely self-assured. They are “getting it” and has the skills to complete the task and make decisions on his own but wants their supervisor’s input, perspective and validation. 8 Amazon Confidential  Leading without Authority OWN IT The associate consistently performs the task/role independently, with a high degree of proficiency and ownership. They have the skills and business knowledge to be self- sufficient and is confident in their ability to do the task. 9 Amazon Confidential  Leading without Authority 10 Amazon Confidential 1 1 SBI FEEDBACK Amazon Confidential  SBI What does it stand for? How can I use it? – LOOK for it! (Pay attention! ) – See it, Say it – What is the difference between saying “Thank you” and spending 30 seconds longer to do an SBI feedback? 12 Amazon Confidential  Celebrating Small Wins Why is it important? – The single highest driver of engagement, according to a worldwide study conducted by Towers Watson, is whether or not workers feel their leaders are genuinely interested in their wellbeing. – Peer-to-peer is 35.7% more likely to have a positive impact on financial results than manager-only recognition. 13 Amazon Confidential  Quick Awareness Test Let’s test your awareness with a video: Awareness Test How did you do?  14 Amazon Confidential  Celebrating Small Wins What are your barriers to doing these things? Who needs positive feedback? YOU! 15 Amazon Confidential 1 6 TEACH Amazon Confidential  Connected+Leadership: TEACH Leadership Principles: – Hire and Develop the Best – Insist on the Highest Standards – Dive Deep 17 Amazon Confidential  Connected+Leadership: TEACH The Characteristics of GOOD Engagement: Appreciation and Recognition:  You build a culture of informal, sincere recognition of associate’s hard work  You build a culture where feedback is balanced between critical and positive  You hold others accountable to a culture where associates feel appreciated  You are known for doing what is fair and right  You take time to explain the whys to expand the knowledge of your team 18 Amazon Confidential  Connected+Leadership: TEACH The Characteristics of GOOD Engagement: Understanding the Importance of External and Support Relationships:  You understand the negative impact if we do not maintain healthy relationships with both internal and external support relationships  You escalate to the right internal partners when a support relationship is at risk  You demonstrate the right sense of urgency and attention to support relationships  You take the time to building open communication with all support functions within your operations 19 Amazon Confidential  Connected+Leadership: THINK THINK LeadershipPrinciples: ThinkBig, Invent & Simplify, HaveBackbone: Disagreeand Commit CourageousAdvocacy for Associates:  You push back on leaders that do not adequately consider associate impact.  Associates believe your advocacy gives them a credible voice at Amazon.  Your reputation amongst associates is that you effectively remove their barriers.  You hear what associates are feeling, not just what they are saying. Customized Associate Solutions:  You and your leaders think outside the box and propose innovative solutions to associate issues.  You and your leaders understand each associate issue is unique and may require a creative solution to ensure fairness.  You are not overly reliant on “this is how we’ve always done it.” Think on Your Feet:  You and your leaders successfully navigate tough, spontaneous associate interactions.  You invest in teaching your leaders the skill of thinking on their feet.  You and your leaders can hear what is not being said in tough associate interactions.  You and your leaders view every spontaneous interaction with associates as an opportunity to build cultural health. 20 Amazon Confidential  Connected+Leadership: THINK Leadership Principles: – Think Big – Invent and Simplify – Have Backbone: Disagree and Commit 21 Amazon Confidential  Questions? 22 Amazon Confidential  Put it to Work Role Play – Scenario 1: A fellow PA regularly carpools to work with a group of friends that are associates in their department and always has them in indirect roles. The manager tells the PA that they need to cut indirect headcount to go back into path. Play out a scenario of engagement between these a PA and one of these AA’s that needs to go back into path. 23 Amazon Confidential