Great Learning Great People Great Performance Todays Event

Great Learning Great People Great Performance

Today’s Event Innovation in Leadership Great Leadership Programs What Panel Discussion Facilitator Eric Kaufmann, Sagatica Speakers Walter Watts, Sycuan Casino – Why integrate EQ? Mary Schwalen, Genentech – Challenges of expanding a Leadership program globally Zachary Green, University of San Diego – Leadership in a VUCA World Lee Willis Irvine, Qualcomm – Unconscious Bias & Bias Disrupters www. TDsandiego. org

Coming Up – Collaboration Event San Diego Workplace Strategy Conference CONNECT > BUILD > SUSTAIN > CONTRIBUTE When 8: 00 am to 5: 00 pm on September 16 th 2015 What Full day Program not yet final Dr. Bob Nelson – Employee motivation, engagement, performance Alec Levinson – Economist with Marshall School of Business USC Marcella Guiterrez - Zappos Where Marriott Del Mar, 11966 El Camion Real, SD CA 92130 SD Society for Human Resource Management (SD SHRM) * Association for Training and Development (ATD-SD) * Asociación de Recursos Humanos de la Industria en Tijuana, A. C. (ARHITAC) * Association for Strategic Planning * Compensation & Benefits Association (CBA-SD) * NCPA * ODNetwork (ODNET) * San Diego Employer's Association (SDEA) * SD HR Forum * SD HR Roundtable * SD Professional Coaches Alliance (SDPCA) * So. Cal Global HR Group * University of California San Diego Extension (UCSD Extension) www. TDsandiego. org

Looking Ahead Recognition of world-class Learning Initiatives PEAK Award 2015 – Presentation of Winner and Candidates When October 22 nd 2015 from 5: 00 – 7: 00 pm What A chance to learn about award winning learning initiatives, the actual Peak Awards Process – and to network with the leaders of outstanding learning initiatives Where TBD www. TDsandiego. org

Many Thanks Today’s Participants Moderator Eric Kaufmann, Sagatica Speakers Walter Watts, Sycuan Casino Mary Schwalen, Genentech Zachary Green, University of San Diego Lee Willis Irvine, Qualcomm Sponsors Groovy like a movie www. TDsandiego. org

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Eric Kaufamnn q Leadership Training q. Executive Coaching q Team Facilitation www. TDsandiego. org

www. TDsandiego. org

Walter R. Watts III Training & Development Manager Sycuan Casino and Resort

Integrating EQ at Sycuan Why implement EQ How we do it What is EQ Is it working

Putting EQ in Motion Why: Team Member conflict rising How: Classroom instruction What : 4 Core EQ skills § § Self Awareness Self Management Social Awareness Relationship Management Is it working

Expanding a Leadership Program Globally Mary Schwalen Sr. Manager, Learning & Development Schwalen. Mary@gene. com (760) 231 -2495

The Personal Excellence Program Whole Person Development Attention How we direct our awareness Intention What we care about – our internal motivation Action What we do Graphics courtesy Appropriate Response, Inc. Target Population Diverse leaders who with focused development could “up their game” § Pods of 8 – 10 members from North America, Europe and Singapore Structure • 10 monthly sessions • External coach/facilitator Focus • Develop a skill or quality that could move you forward • Something you could change that would enable you to shine!

The Personal Excellence Program Resulting in. . . Content • Sustainable Development Process • Inquiry • Enneagram • EQ Observe Practice Select Opening 1 day, F 2 F 4 full days face-to-face 4 virtual half-days 4 individual Coaching sessions Monthly Learning Partner check-in’s Mid-Year 1 day, F 2 F Challenges in Expanding to Global Delivery • • • Global Mindset & Collaboration • Movement ↑ ↓ • Centered/Mindful • Sustaining their growth Graduation Continued development 1 day, F 2 F Initial perceived loss of warmth and camaraderie in virtual format Initial resistance to accommodating other sites’ schedules Changing IT platforms as part of buyout integration Access to suitable meeting rooms in all locations at the desired time Conducting Evaluation through decentralized global Learning Org. ’s Graphics courtesy Appropriate Response, Inc.

VOLATILITY UNCERTAINTY COMPLEXITY Ambiguity LEADERSHIP IN THE MOMENT An ATD Professional Development Workshop Zachary Gabriel Green, Ph. D. Professor of Practice, Leadership Studies University of San Diego

LEADERSHIP IN A VUCA WORLD Thinking first developed at the U. S. Army College in 1990’s as analysis of the world post-Cold War § VUCA acronym came into use after the 9/11 attacks § Concept extended to other contexts after the 2008 financial crisis

V. U. C. A VOLATILITY COMPLEXITY UNCERTAINTY AMBIGUITY

APPLYING THE LEARNING Using VUCA PRIME and VUCA CHANGE

VUCA PRIME A strategy to address the impact of the VUCA world VISION UNDERSTANIDING CLARITY AGILITY Kinsinger and Walch, 2012

VUCA CHANGE A co-created model developed by an organization working with the poorest of the poor VALUES UNITY COMMITMENT ADAPTATION IMAGO Global Grassroots and SEWA (Self-Employed Women’s Association (SEWA , India)

VUCA IN MY ORGANIZATION Think about YOUR OWN ORGANIZATION/PRACTICE § Identify two or more VUCA challenges you currently face § Describe the impact this situation is having on organizational/practice effectiveness

Lee Wills Sr. Manager Inclusion & Diversity Qualcomm

Qualcomm Inclusion & Diversity § We firmly believe that a diverse, inclusive workforce is a powerful contributor to achieving industry-leading levels of innovation and strong business performance. From our point of view, diversity drives creativity, which is vital to our success because it takes unique perspectives to take an idea, perfect it and turn it into world-changing technology. § Qualcomm is committed to providing an environment of inclusion and equality for all people. This includes women, multicultural, veterans, LGBT individuals, people with disabilities and people of all ages. This fundamental principle guides us in the way we conduct our business and interact with employees, partners and customers around the world.

Global Inclusion & Diversity (GID) Framework & Key Initiatives Internal Culture • Uphold a culture that actively engages employees and demonstrates respect for individuals perspectives and contributions. • Key Initiative: Create awareness of and disrupt unconscious bias through training. External Outreach • Lead with and be recognized as having a best practices-based inclusive culture and a commitment to the development of the STEM pipeline. • Key Initiative: Build the STEM pipeline through QC-led programs and through partner programs. Talent Development • Identify, cultivate, develop and retain internal talent to maximize diversity at all levels of the organization. • Key Initiative: Identify & advocate for top diverse talent through sponsorship/development programs. Talent Acquisition • Positively impact the demographic make-up of the organization through the recruitment of diverse talent. • Key Initiative: Targeted cultivation of diverse candidates through university hiring and organizations for professional engineers 6/17/2015 Qualcomm Confidential and Proprietary

Unconscious Bias § All people have biases § Biases do not mean individuals are bad or intentionally prejudiced against any group § Biases can be defeated § Video – Bike Thief https: //www. youtube. com/watch? v=ge 7 i 60 Gu. N Rg&list=PL 3 uz 7 NXrq. CEtq. Xr. Wz. OXXWU 0 T 17 R Mg. Bz. Vu&index=2 Slide #32

Actions to Address § Company wide training regarding unconscious bias and bias disrupters § Cultural Competency workshops § Experiences and Interactions

FINAL STEPS § Table discussion (5 min) § Key ideas § Critical questions § Select top 2 questions § Q&A with panelists www. TDsandiego. org