W215 Building Resilient Leadership Wednesday, June 4, 2008

ASTD 2008 International Conference & Exposition

Session W215 – Building Resilient Leadership:

A Model of Vendor and Client Collaboration

Dean M. Becker Suri Surinder

President & CEO Sr. Vice President & General Manager
Adaptiv Learning Systems Verizon Telecom
1060 1st Ave., Suite 400 P.O. Box 110, FLT C0100
King of Prussia, PA 19406 Tampa, FL 33601
610-768-2880 813-483-1201
[email protected] [email protected]

Session Learning Objectives:

1. Develop a strategy of collaboration between client and vendor

to affect widespread organizational change.

2. Develop and apply the model outlined in the session to suit

your own organizational needs.

3. Establish a collaborative approach between client and vendor

to measure the effectiveness of an organizational change
initiative.

www.astd.org

Page 1
W215 Building Resilient Leadership Wednesday, June 4, 2008

Overview
In this session you will learn of the ups and downs of implementing an
organization-wide, leadership development strategy in a ‘Fortune 20’ company. The
session is co-facilitated by a senior executive at Verizon Telecom and the President and
CEO of a vendor company recruited to measure and train in resilience.

As we will see, the process is collaborative and involves 5 steps:

1. Identify the competency gap

What is the client need? What obstacles are there to productivity and
performance?

2. Agree on the specific need(s)

Client and vendor must ensure that they are speaking the same language – that
each has a clear read on the needs of the client.

3. Locate the need within the organization

Vendor must assist the client in locating which parts of the organization are in
most need to maximize value.

4. Collaboratively develop an intervention to address the need

Vendor and client together shape an intervention that may involve organizational
development, training, and coaching.

5. Evaluate the effectiveness of the intervention

Vendor must help the client identify precisely what productivity and performance
measures they expect to improve through the intervention, and develop valid and
reliable ways of measuring the impact of the intervention.

Caveat: This is not a strictly linear process. There are feedback loops as specified
in the job aid on the final page of this handout.

About this Handout

This handout is meant to be used as a guide for you to develop collaborative
training initiatives in your organization. It is not intended to be a copy of the
PowerPoint slides.
The key slides from the presentation are available for download at the Adaptiv
website:
www.adaptivlearning.com/ice08

Page 2
W215 Building Resilient Leadership Wednesday, June 4, 2008

Step #1 Identify the competency gap

¾ Significant change in the industry, the organization (Verizon)

¾ Bell Atlantic & GTE merge, June 30, 2000 – one of largest in U.S. history
¾ 2004 buyout package – lost 15% of headcount
¾ 2005 acquisition of MCI – became largest telecom in U.S.
¾ Unprecedented new business model – from traditional phone company to
Internet and TV provider through new technology (FiOS)
¾ Enormous flux and change in the company
¾ Identified Resilience as new core competency

Exercise: Identify one area of need in your organization or in a client company.

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

Page 3
W215 Building Resilient Leadership Wednesday, June 4, 2008

Step #2 Client and Vendor agree on the need

¾ What does ‘resilience’ mean to the client?

¾ As client circulates an RFP, what does ‘resilience’ mean to prospective
vendors?
¾ Need to generate specific operational definition of resilience that client
and vendor agree on
¾ Need to ensure that definition includes specific workplace competencies,
behaviors, in the idiom of the client’s corporate culture

Exercise: Generate a very specific definition of that competency/need. Incorporate

concrete behaviors and the ‘language’ of the corporate culture.

_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________

Page 4
W215 Building Resilient Leadership Wednesday, June 4, 2008

Step #3 Client and Vendor locate the need

¾ Vendor and client together choose or design an instrument to measure

the extent of the need or competency gap
¾ Onus is on the vendor to ensure the questionnaire/interview is valid and
reliable
¾ The Resilience Factor Inventory (RFI) measures the 7 ingredients of
Resilience as agreed upon by Verizon and Adaptiv:
♦ Composure
♦ Self Control
♦ Problem Solving
♦ Mastery
♦ Optimism
♦ Empathy
♦ Audacity
¾ RFI has good validity and reliability
¾ RFI had good ‘organizational fit’ in language, and mode of delivery
(online).

Exercise: Identify two or more instruments that claim to measure the competency
in question. Evaluate them on:

♦ The language of the instrument and its ‘language fit’ with the client
organization
♦ The behaviors evaluated and their fit with the client’s definition of
the competency
♦ Validity
♦ Reliability

Page 5
W215 Building Resilient Leadership Wednesday, June 4, 2008

Step #4 Collaboratively develop an intervention to address the need

¾ Vendor & client must collaboratively, honestly determine best intervention

strategy
¾ What level in the organization is best served? What kind of intervention
matches the need? OD? Training? Coaching?
¾ What are the strengths of the vendor? (OD? Training? Coaching?)
¾ What internal resources are available to the client organization (HR)?
¾ What other vendor services may be required?
¾ How can the client best facilitate communication between different
vendors to minimize redundancy and ensure complete coverage?

Exercise: Apply the questions above to the need/competency you have located and
measured.

_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________

Page 6
W215 Building Resilient Leadership Wednesday, June 4, 2008

Step #5 Evaluate the effectiveness of the intervention

¾ Onus on vendor to demonstrate effectiveness

¾ But only the client can collect ‘sensitive’ data
¾ Need to develop collaborative effort
¾ Need to agree on ‘dependent measure’ – what ‘needles’ does the client
want to move? What ‘needles’ does the vendor believe can move?
¾ How can the client ensure no ‘sleight of hand’?
¾ How can the vendor best communicate complex statistical analyses?
¾ For the client, what constitutes real evidence of the effectiveness of the
intervention?
¾ For the client, how much ROI is enough?

Exercise: Map out your answers to the Step #5 questions:

_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________

Page 7
W215 Building Resilient Leadership Wednesday, June 4, 2008

NOTES

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

Page 8
W215 Building Resilient Leadership Wednesday, June 4, 2008

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

Page 9
W215 Building Resilient Leadership Wednesday, June 4, 2008

About the presenters

Suri Surinder is a senior vice president and general manager with Verizon Telecom.
Previously, Surinder was vice president – Broadband Operations, with national
responsibility for 40+ domestic and international broadband operations support centers,
including the Fiber Solutions Centers, DSL provisioning and maintenance centers, and
technical support centers for DSL and Fast Packet.

Since joining the company in June of 1992, he has served in positions of increasing
responsibility in field operations, customer care, marketing, network planning, strategic
planning, finance, business development, process re-engineering, senior management
support, and sales support in the local, long distance, international, and payphone
business units at Verizon.

Prior to beginning his career with Verizon, Surinder taught at Baruch College in New
York, provided strategic planning at Pfizer, and was president of his own consulting firm,
offering systems and statistical consulting services to large and medium sized
companies in banking, city government, energy, transportation, non-profit, and
pharmaceuticals, like Chemical Bank, Pfizer, Con Edison, and the Port Authority of NY
& NJ.

Surinder earned a B.S. in civil engineering from the Indian Institute of Technology, an
M.S. in structural engineering from Rice University, an M.B.A. in marketing from The
City University of New York and a D.B.A. in marketing from Concordia University.

Dean Becker is a business executive with an MBA, and a BA in Psychology. He

managed companies in the human resources and healthcare arenas prior to assuming
leadership of Adaptiv Learning Systems.

He began his career with IBM's mainframe computer division. His top sales
performance quickly led to his being named to IBM's Executive Resource Program, a
select internal group of high-potential employees earmarked for management
advancement. During the PC revolution in the computer industry, Becker shifted his
career into search and recruitment for the information technology industry. After joining
Source Services Corporation in its Source EDP division, he soon became the
company's youngest managing director nationwide.

Becker's experience in both technology and human resources management led to an

opportunity to create a new kind of service company for physicians that required his
specific combination of skills. He became a founder of Adaptiv Learning Systems after
negotiating the sale of this company.

Becker is co-developer of Adaptiv’s resilience training programs and is a popular

presenter and speaker on the topic of resilience.

Page 10
W215 Building Resilient Leadership Wednesday, June 4, 2008

Job Aid

Step #1

Identify the Need

– onus on the Client

Step #2

Client and Vendor agree

on what the Need is
– operational definition

Step #3

Client and Vendor locate the

Need
– choose measurement tool

Step #4

Develop Intervention to
Address the Need
- OD, training, coaching

Step #5

Evaluate Effectiveness
- Collaboration on defining
success & collecting data

Page 11