with Joel & Michelle Levey, InnerWork Technologies, Inc.
Paul Vaillancourt, Vice President, U.S. Customer Support, Intuit, Inc.
Program Overview: A case-study presentation of this work will be presented at the Systems Thinking in Action Conference.
In 1998, Intuit Customer Support embarked on a change program that would transform our technical support operation into a fully profitable strategic business unit for Intuit, Inc. The program we are using to deal with the involvement and innovation issues this complex rapid change requires is called CS2000.
The CS2000 program incorporates three components:
This case study will focus on the leadership development component of CS2000 and in particular a program called The Leaders New Work, which helped our leaders better understand and integrate the 5 disciplines into their work through a focus on leadership and personal mastery.
Intuit, Inc. is an extremely value based organization. Its the people is a core value and Intuits culture has succeeded by focusing on valuing, developing and enhancing employees abilities and dreams.
As we developed the curriculum for The Leaders New Work we knew and believed certain things:
We needed the courage and clarity to approach our work in a dramatically different way.
From experience, our senior leaders had the vision and belief that the most direct path to our success was to invest in supporting our leaders to develop their capacity to apply the 5 disciplines by focusing on their own level of personal mastery, knowledge, and skill. We felt strongly that the development of the capacity of our leaders was a path to business success and accelerated organizational change.
Our intention was to provide an intensive and on-going opportunity for our leaders to increase their capacity to be mindfully present and attentive, to think in complex systemic ways, to work with a higher emotional intelligence, develop quality working relationships, master stress and find balance in their whole lives. Although this probably couldnt be measured in a direct way, we felt that this would reap huge business benefits during a time when we needed rapid, dramatic change.
We decided to invest in a program to invite our leaders into an inquiry and training process regarding this new work. In our search for the best partners on this project, we discovered Joel and Michelle Levey, of Innerwork Technologies, Inc. and the Center of Corporate Culture and Organizational Health at the Institute for Health & Productivity Development. They partnered with us to develop The Leaders New Work for our leaders and to support our CS2000 initiative.
The basic curriculum of The Leaders New Work is:
The first group of leaders approached this work with a healthy blend of skepticism and excitement. After the first couple of sessions, attitudes and expectations quickly changed to generate a waiting list of leaders wanting to sign up as soon as possible. The leaders initiated many additions like, coaching sessions, study groups, and screen savers of the tools learned.
Our first survey reported high marks in areas like:
80% of participants reported being somewhat skeptical to open minded about the course before taking it.
95% of participants rated agree to strongly agree in areas like:
Additionally, we have had results in work improvements and bottom line impacts that we believe are directly related to The Leaders New Work program.
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