Professional Documents
Culture Documents
Impact (DCI)
Participant Guide
These materials may not be reproduced in whole or part, by any means, without
permission of GE
Day 1
DCI Welcome: Course Introduction
GE Imperatives
Your Leadership Role in Delivering GE Strategy: Brand, Belief,
Behaviors
Social Style & Versatility
Building Networks within GE
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Course Introduction
Day 1
Our mission:
to inspire, connect, and develop the GE leaders of today and tomorrow.
Our leadership journey continues as we continuously reimagine content, experience and
environment for Crotonville learning programs around the world
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Course Objectives
Understand the why, what, and how we are using Simplification, Digital Industrial,
FastWorks, GE Beliefs, and PD@GE to succeed in todays environment.
Understand the expectations of a GE Leader, and create an action plan to grow your
personal brand based on the behavioral anchors behind the GE Beliefs, as well as your
image, reputation, visibility and social style.
Apply the concepts of social styles and versatility to improve interactions with others
and reduce conflict in the workplace.
Understand and apply principles of time management and project leadership to
improve productivity, manage critical tasks, and achieve greater control and balance
in daily work.
Create and deliver impactful messages to business
audiences in both face-to-face and virtual
environments.
Understand and apply principles of team dynamics.
Align personal career decisions and preferences
with personal values and GE Beliefs.
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Ground Rules
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GE Imperatives
Our GE Culture
In Your Team Table: Please complete the following quadrants
Team A: Digital Industrial
Team B: Simplification
Team C: FastWorks
Team D: GE Beliefs
Team E: PD@GE
What is it exactly?
How do we do it?
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Performance Management at GE
Guiding Principles
We are a meritocracy
An ongoing dialogue owned by manager and employee with shared
accountability..and how we work
Focus on developing employees through everyday activities
Continue to learn and adapt
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An annual assessment of our business, our current talent and the talent we need to
achieve our growth goals
Linked to business needs and goals
A critical process to drive organic growth
WHAT
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WHEN
HOW
Manager supported
PD@GE: https://pd.ge.com
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Think of leaders you know who you would describe as having a Great Brand.
Why?
What makes their brand memorable and positive?
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Definition
Competence
Image
Reputation
Visibility
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Individual/Partner Activity
Instructions
Step 1:
Imagine that it is 2-3 years from now and you are in the role you hope to be in!
Step 2:
Imagine that you are being interviewed on how you got to this role relative to each
component of MyBrand@GE.
Step 3:
Write down what you did related to your Competence, Image, Reputation,
and Visibility, in order to achieve this role!
Step 4:
Share your story with your partner.
MyBrand@GE
Competence
Image
Reputation
Visibility
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GE Leadership Expectations
Five core themes central to our transformation
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Individuals
1. At your team table, share your top 5 strengths and the top 5 areas that you would
like to focus on (5 minutes)
2. Ask the team if they have any ideas or best practices that you may want to
consider as you work on these top 5 (10 minutes)
3. Add these if appropriate and achievable in the column for
Considerations/Comments/ Actions
4. Move to next person
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Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.
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Versatility
Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.
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Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.
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Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.
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Toxic Relationships
Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.
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Styles In Conflict
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Styles In Conflict
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Styles In Conflict
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Styles In Conflict
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Minimizing Conflict
Minimizing Conflict with Analytical Style
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Content for this page was provided by TRACOM Group. Copyright 2000 by TRACOM
Group. SOCIAL STYLE and Versatility are service marks of TRACOM Group. TRACOM Group is
a trademark of the TRACOM Corporation.
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3. You are in a meeting with your team or direct reports. The session has gotten very
heated. You are pressing for agreement to take action. You have pushed very hard on
an Analytical who has gone into Avoidance. In fact, she has gotten-up and left the
conference room. You need her to be involved in the decision and you are pressed for
time. What will be your strategy?
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4. You are in a meeting with your team or direct reports. The session has gotten very
heated. You are pressing for agreement to take action. You have pushed very hard on
a Driving Style. He has become very angry and has moved into the Autocratic Back-up
Style. He is saying that he doesnt care what everyone else is going to do he is going
to go it alone and do it his way. You need to have this person on board. What will be
your strategy?
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Use the next page for your notes during the role-plays.
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2.
What could cause the other persons tension to increase? What signs of tension
could I see?
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3.
4.
5.
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Why connect?
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Day 2
ExperienceChange Simulation
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ExperienceChange Simulation
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Day 2
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Days 3 & 4
Tools for Delivering Customer Impact
(SET-SPOT-SOLVE-MEET-MANAGE-MEASURE)
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Stakeholder
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Lean Basic:
Waste in our workflows has Sources and measurable Impact.
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Specify Value
Value-Added Work
Non-Value Added Work
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Transportation
Inventory
Over
Production
Defects
Motion
Extra
Processing
LEAN Mindsets
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3. Plan Risk Responses - identifying options and actions to reduce the threats to the
project objectives.
Determine Response Strategy
Develop Response Plans
4. Risk Monitoring and Control - tracks the risk response plans to ensure that the
intended outcome is being achieved.
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Stand in a circle.
Select a problem, or issue
Going around the circle throw out new ideas for the solution
Do this a second time, by turns (in rounds) (Uninterrupted)
Think fast!
Stand in a circle.
Select a problem, or issue from the case simulation that remains unsolved
Going around the circle throw out new ideas for the solution
Do this a second time, by turns (in rounds) (Uninterrupted)
Think fast!
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Receiver
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Strategies
Physical
Emotional
Intellectual
Cultural
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Listen to Reflect
Tell
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Tell
Tell Tips
From the others perspective:
Why should I care?
Whats in it for me? (WIIFM)
What are the anticipated costs and benefits?
What will be different? What will be the same?
What do you want me to do differently?
ASK
Seek information
Invite speakers to communicate their thoughts
Demonstrate interest in the speakers point of view
Ask Tips
Avoid Leading questions:
Isnt it true that ...
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Listen to Reflect
Better focus on what the other person is saying
Encourage others to share their opinions
Demonstrate understanding
What a change! I was afraid that I would not like my new boss but she is wonderful.
She is talented, smart, and very personable.
Listen to Reflect statement: So youre really excited about working with your new boss.
Thats it! I cant take it anymore! Ive called three times and no one answers! Im tired
of trying to get you to help me!
Listen to Reflect statement: I can see that youre very upset by our lack of response and
you need help now.
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Work in a triad
Use one of the following topics, or choose a similar topic:
- The biggest challenge you have faced recently
- Dealing with a challenging team member
- Your next career decision
- Your next rotation issue
Decide which person will take the role of the speaker first and who will be
the observer.
Step 2
Let the speaker lead the interaction, telling about
the challenge (or other topic). The other partner will
practice Listen to Reflect, Ask and Tell.
Stand on the skill card as you use it.
Continue for 5 minutes.
When finished, the observer will provide feedback
to the person who has been practicing (no more
than 3 minutes).
Step 3
Change roles and repeat Step 2.
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Listen to the FULL question refrain from thinking about how you will answer
versus listening.
Pause 1 2 seconds, resist the temptation to rush to respond.
Rephrase the question to confirm your understanding.
Ask clarifying questions.
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TRIAD Activity
Instructions
Practice Partner:
Select one of the questions below. Ask the skill user the question (with attitude).
Where did you get that data?
How long did you prepare for this presentation?
Did you run this presentation by someone before you finalized it?
Its now 2009. Are you sure your information is current?
Please explain the detail behind these numbers.
Do you have details to back this up?
Did you consider your audience's needs when you created this presentation?
Why should I care about this information?
Why are you telling me this?
Whats the short hand version of this information?
Skill User:
Respond using one of the intervention tips/skills
Observer:
Notice whether the Skills User started with Probe or Rephrase.
Share your feedback.
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Running a meeting
Closing a meeting
Summarize outcome(s)
Start from the beginning and summarize
State next step(s) clearly and ensure everyone knows
what is expected before the next meeting
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Managing time, effort and scope will ensure that the customers
expectations are met.
Know how much effort and time is needed for tasks
Know the timing between tasks, including wait time in the workflows
that may affect the final deadline
Understand how changes in scope will increase time and/or effort.
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Time management
Good time management skills
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Analyze
Prioritize
Plan
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Schedule
1. Underschedule yourself
2. Schedule time on your calendar to do your work
3. Group related items
4. Do toughest tasks during your peak energy time
5. Keep one calendar for all
Say No
Limit Interruptions
Stop Procrastination
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Indifferent
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Day 5
Personal Value
Career Management
Team Feedback & Development
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Personal Value
Individual Exercise: Personal Values
Instructions
Step 1
Review the personal values cards. Write any additional personal values of importance to
you in the blank cards provided.
Step 2
Sort the cards in order of importance to you, putting the most important value on the top
of the deck, and arranging the rest of the cards in order of importance from most
important to least important.
Be sure that you are using your own values to do this sorting, not choosing values that
someone else expects should be important to you.
Step 3
Drop out the lowest five cards (list them on the next page for future reference)
Step 4
Re-sort those that remain, verifying your choices.
Step 5
Focus on your top five values.
Step 6
Fill out the form provided on the next page. Review your list.
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WEALTH
EXPERTISE
Being an
authority on
what I do.
SECURITY
Having a stable
job along with
secure
employment
and living
conditions.
ACHIEVEMENT
Establishing
and
accomplishing
aggressive
personal and
professional
goals.
LOCATION
FRIENDSHIP
POSITION
Living in a
specific
geographic
area or type of
community.
Spending time
with people I
like and trust
and being liked
and trusted by
them.
Having formal
control and
authority over
resources and
decisions.
RECOGNITION
INDEPENDENCE
LEADERSHIP
Being seen by
others as
successful,
important. Having
my contributions
valued and
acknowledged by
others.
Having control
over my work
or other
elements of my
life.
Influencing
others.
Creating
visions that
other people
adopt, support,
and act on.
FAMILY
ENJOYMENT
SERVICE
HEALTH
Having time to
spend with my
family or
significant nonwork
relationships.
Enjoying and
having fun
doing what I
do. Liking how I
spend my time.
Contributing to
the satisfaction
and well being
of others.
Having money
and a high
standard of
living.
LOYALTY
Feeling I am
part of an
organization.
Being
committed to
helping it
achieve its
goals.
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Being
physically and
mentally fit.
Middle:
Bottom five:
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Career Management
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1. Who Am I?
Skills/Strengths
Challenges/Development Needs
Interests
Personal Values/Priorities
Preferences/Styles
Experiences
Key questions to consider:
1. What are my key strengths and skills?
2. What are my challenges/developmental needs?
3. What are my interests?
4. What are my personal values and priorities?
5. What does my personal value board of directors say about
me?
6. What experiences do I have?
2. Where Am I?
Work
Organization, Location
Roles, Relationships
Culture/Sub-culture
Performance
Family/Personal
Relationships
Goals
Events
Hobbies
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3. Whats Coming or
Changing?
External
Technology
Environment
Marketplace
Industry Trends
Economy
Internal
Preferences
Values
Life Events
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5. Whats Expected
Skills
Knowledge
Experiences
Competence
Behaviors
Key questions to consider:
1. Whats expected of me to succeed in the future state?
2. What level of performance is expected?
3. What type of image should I present?
4. What type of exposure is needed?
5. What level of commitment is needed?
6. What sacrifice should be expected?
6. How Am I Going
To Get There?
Experiences
Training
Mentoring
Coaching
Key questions to consider:
1. What level of performance do I have to achieve?
2. What skills/knowledge must I have?
3. How do I obtain them?
4. What kind of experience must I get and how?
5. Do I have a plan?
6. How often should I check my own progress?
7. Do I have others who have committed to coach me?
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Select two questions from each key area to ask your partner about their career plans.
Find a partner and ask your partner those questions.
Use Listen to Reflect and ask probing questions where appropriate.
Switch roles after 10 minutes
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Sources of Feedback
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Types of feedback
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What did you learn in DCI that will help you apply the feedback you received?
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