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La sfida di valorizzare
e motivare le risorse umane
   in un’Azienda globale
Since 2005 at Microsoft

  EPG Lead – Italy,

  Italy Managing Director, then

  Western Europe Senior Director

25 years IT sales & svcs international
experience
To enable
 people and
 businesses
 throughout
the world to
realize their
full potential
“To Enable People And Businesses Throughout The
World Realize Their Full Potential”




As A Company, And As Individuals, We Value:
  Integrity And Honesty
  Passion For Customers, For Our Partners, And For
  Technology
  Openness And Respectfulness
  Taking On Big Challenges And Seeing Them Through
  Constructive Self-Criticism, Self-Improvement, And Personal
  Excellence
  Accountability To Customers, Shareholders, Partners, And
  Employees For Commitments, Results, And Quality
Presentation by Mario Derba at Ambrosetti Human Resources Workhop
84.000




                                 19.641



        5.600




88 89     90    91   92 93   94 95   96 97   98   99 00   01 Today
The Influence Model forms the second phase of the Performance Leadership approach

Where are you today and                                                 What do you need to                How do you lead the
where do you want to go?                                                do to get there?                   implementation?

                              Direction




               Account-ability            Coordination &
                                                Control                  Role-modeling    Fostering
                                                                                          understanding
                                                                                          and conviction
 External
                             Leadership                    Innovation               Behavior
 Orientation
                                                                                   and mindset
                                                                                      shifts
                                                                         Developing         Reinforcing
                                                                         talent             with formal
               Capability                     Motivation
                                                                         and skills         mechanisms

                            Environment &
                            Vaues




Performance Profile                                                     Influence Model                    Tailored
Understand current                                                      Develop a set of                   Implementation
performance and set                                                     initiatives required to            Architect an
aspirations for the future                                              change mindsets and                implementation program
based on a diagnosis of                                                 behaviors and close the            and make choices
the nine elements of                                                    existing performance               around tailoring the
organizational                                                          gaps                               changes
performance
The Influence Model consists of four change levers designed to shift
mindset and behaviors
                  "I will change my own behavior if…"

              Role-modeling                          Fostering
              “I see superiors, peers      understanding and
              and subordinates                      conviction
              behaving in the new               “I know what is
              way”                          expected of me – I
                                          agree with it, and it is
                                                    meaningful”


                                             Reinforcing with
              Developing talent and       formal mechanisms
              skills                              “The structures,
              “I have the skills and      processes and systems
              competencies to behave      reinforce the change in
                                              behavior I am being
              in the new way”
                                                  asked to make”
My Microsoft

Management Excellence

Talent Management

Workplace Advantage

Off-the-record
                        9
…and for managers to
We’re making it easier than
                                provide the targeted
ever to create a high-quality
                                and relevant coaching
career development plan…
                                employees are asking for


                                                  10
Management Excellence

 From Culture              “Aspire To” Culture


Features and technology      Solutions and services
Product focus                   Customer focus
Last minute heroics          Disciplined execution
Activity-focus                   Results-focus
Solve for my P&L              Solve for Microsoft
Individual-focused               Collaborative
Opacity                          Transparency
Presentation by Mario Derba at Ambrosetti Human Resources Workhop
CAREER EVENTS               CONNECTIONS              CONTINUOUS LEARNING

 Manager Ramp Up             Management Excellence    Recommended Readings
 Manager (M1)                Community (MEC)          ME OneNote Notebook
     Foundation              Leaders who Teach        Job Aids
     Midterm                 Mentors and Coaches      Tip of the Week
     Pivotal                 Community Events         E-Coaching
 Manager of Managers (M2)    MEC Web                  Online training
     Foundation
     Midterm
                                                      Classroom training
     Pivotal                                          Best Practices
Presentation by Mario Derba at Ambrosetti Human Resources Workhop
Career development    Integrated Talent
is the main focus
                      Management
(~80% of time)
Commitment check-in   Cycle includes two
(~20% of time)        annual processes




                                           15
What stage am I in?                    Choose Development
                  What path am I on?                          Activities
                 Where do I want to go?                  What development activities
                                                          and experiences will meet
                                                         my development and career
                                                                objectives?
                                             ONE
                                          Development
                                             Plan




   What results are
     expected?
How do I get to the next                                                Take Assessment
        stage?                                                            Where are my
                                                                       development gaps?
                                      What competencies
                                     enable better results?
Providing a Competitive Advantage through
   more Productive Work Environments
Q&A

Mario Derba
Senior Director – Western Europe

Via Rivoltana 13
20090 Segrate (MI) Italy
Phone: +39-0270392210
Mobile: +39-335-7940441
e-mail: maderba@microsoft.com




                                   18
© 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market
     conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.
                                 MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

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Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 

Presentation by Mario Derba at Ambrosetti Human Resources Workhop

  • 1. La sfida di valorizzare e motivare le risorse umane in un’Azienda globale
  • 2. Since 2005 at Microsoft EPG Lead – Italy, Italy Managing Director, then Western Europe Senior Director 25 years IT sales & svcs international experience
  • 3. To enable people and businesses throughout the world to realize their full potential
  • 4. “To Enable People And Businesses Throughout The World Realize Their Full Potential” As A Company, And As Individuals, We Value: Integrity And Honesty Passion For Customers, For Our Partners, And For Technology Openness And Respectfulness Taking On Big Challenges And Seeing Them Through Constructive Self-Criticism, Self-Improvement, And Personal Excellence Accountability To Customers, Shareholders, Partners, And Employees For Commitments, Results, And Quality
  • 6. 84.000 19.641 5.600 88 89 90 91 92 93 94 95 96 97 98 99 00 01 Today
  • 7. The Influence Model forms the second phase of the Performance Leadership approach Where are you today and What do you need to How do you lead the where do you want to go? do to get there? implementation? Direction Account-ability Coordination & Control Role-modeling Fostering understanding and conviction External Leadership Innovation Behavior Orientation and mindset shifts Developing Reinforcing talent with formal Capability Motivation and skills mechanisms Environment & Vaues Performance Profile Influence Model Tailored Understand current Develop a set of Implementation performance and set initiatives required to Architect an aspirations for the future change mindsets and implementation program based on a diagnosis of behaviors and close the and make choices the nine elements of existing performance around tailoring the organizational gaps changes performance
  • 8. The Influence Model consists of four change levers designed to shift mindset and behaviors "I will change my own behavior if…" Role-modeling Fostering “I see superiors, peers understanding and and subordinates conviction behaving in the new “I know what is way” expected of me – I agree with it, and it is meaningful” Reinforcing with Developing talent and formal mechanisms skills “The structures, “I have the skills and processes and systems competencies to behave reinforce the change in behavior I am being in the new way” asked to make”
  • 9. My Microsoft Management Excellence Talent Management Workplace Advantage Off-the-record 9
  • 10. …and for managers to We’re making it easier than provide the targeted ever to create a high-quality and relevant coaching career development plan… employees are asking for 10
  • 11. Management Excellence From Culture “Aspire To” Culture Features and technology Solutions and services Product focus Customer focus Last minute heroics Disciplined execution Activity-focus Results-focus Solve for my P&L Solve for Microsoft Individual-focused Collaborative Opacity Transparency
  • 13. CAREER EVENTS CONNECTIONS CONTINUOUS LEARNING Manager Ramp Up Management Excellence Recommended Readings Manager (M1) Community (MEC) ME OneNote Notebook Foundation Leaders who Teach Job Aids Midterm Mentors and Coaches Tip of the Week Pivotal Community Events E-Coaching Manager of Managers (M2) MEC Web Online training Foundation Midterm Classroom training Pivotal Best Practices
  • 15. Career development Integrated Talent is the main focus Management (~80% of time) Commitment check-in Cycle includes two (~20% of time) annual processes 15
  • 16. What stage am I in? Choose Development What path am I on? Activities Where do I want to go? What development activities and experiences will meet my development and career objectives? ONE Development Plan What results are expected? How do I get to the next Take Assessment stage? Where are my development gaps? What competencies enable better results?
  • 17. Providing a Competitive Advantage through more Productive Work Environments
  • 18. Q&A Mario Derba Senior Director – Western Europe Via Rivoltana 13 20090 Segrate (MI) Italy Phone: +39-0270392210 Mobile: +39-335-7940441 e-mail: maderba@microsoft.com 18
  • 19. © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.