2012 The Power Hour: An Action Guide to Shaping Work- Lifes Future Presenters Maureen CorcoranEllen...

WWW.AWLP.ORG/FORUM 2012

The Power Hour: An Action Guide to Shaping Work-Life’s Future

Presenters Maureen Corcoran Ellen Galinsky Sandy Burud Teresa Hopke Kathie Lingle Perry Christensen

Moderator: Diane Burrus


Topics and Speakers

Maureen Corcoran: Promoting Healthy Living

Sandy Burud: How We Will Work

Kathie Lingle: Optimizing the Work-Life Portfolio

Ellen Galinsky: Building WWW On a Theory of Change

Teresa Hopke: Getting the Word Out About Work-Life

Perry Christensen: Lessons from Leaders


Promoting Healthy Living: Tip #1

Think outside the blocks!


How We Will Work: Tip #1

Use work-life values as a rudder.(To ensure people can thrive in their work and personal life

and that organizations can thrive, too.)

“I always wanted to be somebody.

I should have been more specific.”

-- Lily Tomlin


Work-Life Portfolio: Tip #1

The Work-Life story requires a trip to the Pyramids


Principle 1: See your effort in stages from changing awareness to changing behavior to engaging people in action

Flex = Advantaged Employees Flex = All Employees


Communication – Tip #1

Careful – there are naked pictures of employees looming out there


Leadership – Tip #1

“Everything I learned in business I first learned on my paper route.”

OR

“If you pick up one end of the stick, you pick up the other.”



Review organizational health initiatives through the lens of….“how can this be

supported at the community level?”



Re-examine everything else

--because most of it will change



Beware of the One-Shot:Participation in a variety of work-life programs

produces the greatest impact


Principle 2: See your effort in stages from changing awareness to changing behavior to engaging people in action

2005

2014



It’s easy to hit “send.” It’s much harder to communicate



“The….organization…cannot foster shared vision without calling forth personal visions, and personal visions are always multi-faceted—they always include deeply felt desires for our personal, professional, organizational and family lives.”

--Peter Senge, MIT



Things your mother said that don’t apply:“Close the door; you don’t live in a barn!”


How We Will Work Tip #3

It’s ‘personal choice’ working.

I can make my own Job

Team Schedule

Workspace Employment



Work-Life Portfolio investments impact commitment and thus improve the bottom

line


Principle 3: Know how people see your issue before you begin

Workflex = Reward or Favor Workflex = Effective workplaces



Don’t join the shiny-object bandwagon without a strategy.

Avoid being random. Connect the dots.



Create and celebrate a culture of “discussing the undiscussables” and “rethinking the unthinkables.”



Shared weakness = shared strength



…Boundarylessness

Boundaries of time, place & mental space will evaporate.

So, rethink where to steer the rudder.



Never overlook an opportunity to explain how employee attitude translates into profit


Principle 4: Know what you want people to do



You can’t bore people into action.



The hockey stickformula for success:

Departmental

Organizational

Individual



“Not everything that counts can be counted and not everything that can be counted counts.”

-- Einstein



New skills are required.

To stay on course with the work-life rudder, we must help people learn to:

Adapt. Self-regulate. Focus.

Invent. Filter.

Manage time, attention, complexity & ambiguity



Never underestimate the influence of hourly workers on every stakeholder they

encounter. They need every benefit and reward you and I

enjoy -- only much, much more.


Principle 5: Messages are critical – Unexpected messages have stopping power



Finishing is always harder than starting.



“Action speaks louder than words but not nearly as often.”

--Mark Twain

Work Performance and Results

Work-Life Integration



Things your mother said that don’t apply:“Cupcakes are not a breakfast food!”



Who will we work for?

Increasingly, ourselves…as freelancers, contractors, consultants,

entrepreneurs, inventors and makers.

& employers

…or both



Being an employer of choice pays.Be sure to count the ways to everyone who will

listen.


Principle 6: Messages are critical – Spell out the costs of not taking action as well as the benefits of change



Don’t fake it or you won’t make it.



“Even with a nightcap, a wolf looks nothing like a grandmother.”

Honesty, clarity



It does matter what other people think! Be smart about getting the right people on your

team and on your side.



Re-think the point of influence

Is it the organization? What if fewer people work for organizations?

If they create their own ‘employment’?

Who moved my culture?



Don’t be afraid to insist on the unthinkable:Working less can result in more


Principle 7: Unexpected messengers make a difference



Understand that your target audience has an attention span of 10 seconds



Create individual and departmental experiments with new ways of working



Things your mother said that don’t apply:““I don’t know” is not an answer!”



So, if you’re a work-life revolutionary:

Where is the ‘organization’ you want to influence?Whose culture?

What work environment?Who’s in control?

Did the work-life ‘job’ just morph into something else?



Work-Life Portfolio management contributes to the creation of shareholder value


Principle 8: Target the people and organizations who have the power to bring about change—recognize, connect and assist them

Recognize!

Connect!

Assist!



Think of your communications like a decadent cake…….

the more layers, the greater the impact.



“It’s easier to behave yourself into a new way of thinking, than to think your way into a new way of behaving.”

Create Departmental “Values, Norms, Behaviors” combined with “courageous conversations”



“Very often the test of one’s allegiance to a cause or to a people is precisely the willingness to stay

the course when things are boring, to run the risk of repeating an old argument just one more time, or of going one more round with a hostile

or (much worse) indifferent audience.”-- Hitchens



Re-invent Your Tribe

Who are the new work-life revolutionaries?



Be prepared to explain the link between workplace culture

and health outcomes


Principle 9: Take advantage of opportunities as they arise



Social vs. old school media…..the definition of success isn’t the same



Create and Build on Public-Private Partnerships



Things your mother said that do apply:“Always wear clean underwear in case you get in

an accident.”



How we work is changing…Let’s change it in the right direction

Join the conversation at howwewillwork.com



Employers have control over the work environment and how people are treated

THUSWork-Life is a strategy under direct

management in any organization


2005 20110

50

100

150

200

250

300

350

400

34

339

Sloan Award Winners (2005-2011)

Principle 10: Detail expected outcomes, assess results and make a change

2007 2011 -

200,000,000

400,000,000

600,000,000

800,000,000

1,000,000,000

1,200,000,000

1,400,000,000

301,313,512

1,165,403,552

Potential media viewership

2007 2008 2009 2010 20110%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%Changes in Access to Flex Over

Time

Daily flex time Work from home occasionally Phased retirement

2005 20110

100

200

300

400

500

600

700

103

621

Sloan Award Applicants (2005-2011)



People love to hear themselves talk!



Create Leverage in the Organization with a cross-functional Human Resource Council


Thank you to our great panel!

2012 The Power Hour: An Action Guide to Shaping Work- Lifes Future Presenters Maureen CorcoranEllen...

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