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Galderma Management Pathway Experience 04:  Develop

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Unconscious Bias: 01: What is Unconscious Bias? Unconscious Bias: 02: Types of Unconscious Bias Unconscious Bias: 03: Overcoming Unconscious Bias TED Talk: Color Blind or Color Brave – Melody Hobson What types of biases did you recognize from the training? What types of biases have you held in the past? How will you avoid that in the future?

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How AI Can Stop Unconscious Bias In Recruiting | Ideal

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Unconscious Bias Training Course Materials | Training Resources, UK, Online  | Trainer Bubble

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leadership5000.com | Diversity, Bias quote, Teaching elementary

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4 Takeaways to Take the Power of (Unconscious) Bias Away » Posts | GovLoop

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Interrupting Biases
So, how do you interrupt biases you don't know you have, and in some cases, are
adamantly opposed to?
Be proactive. You're already making the first step by boosting your
education. That's a great start.
Reach out. Ask for honest and direct feedback from employees and
colleagues about your speech and behavior. You might need someone
else to shine a light on areas where you're in the dark.
Be open. When someone gives you feedback, pay close attention to
what they say and try not to take it personally. Often, our implicit biases
are in direct opposition to what we actually believe.

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Microaggressions
Microaggressions are small jokes, veiled insults, or acts of power that negatively
comment on a person's gender, race, ethnicity, or culture. They may seem small in the
moment (a papercut), but when compounded (a thousand papercuts), they can cause
real harm.
Examples of microaggressions might include joking with a female boss
that she must be the secretary, asking a U.S. citizen of Asian ancestry
where they are from, touching a Black person's hair, or questioning
someone about their accent.

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“Every Experience Matters, because Every Person Matters”

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Keep focus on customers Preserve the momentum Resilience and  compliance Think like a start-up

These are the behaviors that will help drive our success during this time of transition

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Continue focusing on execution and drive results Examples: further developing a relationship with an external stakeholder (i.e. healthcare practitioner, customer, supplier, etc.); a campaign, an innovation, a process, ways of working internally or with external partners, continuation of the success in project teams, etc.

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Maintain   strong focus on our patients,                                            healthcare professionals, customers and                                            consumers Examples: Empty chair in our meetings, representing the customer / external world; Think of yourself as a dissatisfied customer and see what the organization can do to solve possible issues that may arise;  Meet with customers, patients and HCPs on a regular basis, solicit their ideas and summarize learnings and share back;  Feedback reports from Congresses and campaign research to be shared Bring the customer in:  customers, sales reps in Town halls

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Understand that the business is undergoing                                                            a period of transformation which will require                                              patience and comfort with uncertainty Resilience:  re·sil·ience  - / rəˈzilyəns /:  the ability to bounce back from challenges Tips: Reflect on learnings from set-backs, challenges – see what learnings you can take into your next project/challenge  Help others move forward Review material on Change (i.e. the Change Curve); speak with your line manager and HR business partner if you have any questions Apply a growth mindset – become a continuous learner and stay curious

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Obey all of the legal laws and                                                        regulations in how we manage the                                                               business, our employees and how we                                                          treat our external stakeholders.                                                                         Always act responsibly. Don’t overdo it  Tips: Review material on compliance:   www.galderma.com/ethics-and-values   If you have any questions:  contact your legal point person, HR or line manager

REGULATiONS
STANDARDS
POLiCiES
COMPLiANCE
RULES
LAWS

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Innovate Be agile Execute with speed  Tips: Focus on key priorities that drive the results  Move key projects forward quickly in order to maximize their value  Don’t strive for perfection; whilst always staying compliant  Bring forward your ideas on how we can be more efficient, improve our ways of working or grow the business

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20 70 10 Column1 Learning & Exposure from Training

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Learning Event Courses, Workshops, Seminars E-Learning & virtual courses (MOOS / SPOOC) Professional qualification / accreditation Certification Formal Education Action Learning Projects Reading Etc.

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Learning Momentum Feedback: Formal & Informal feedback, 360 ° assessment, 1:1 meetings with manager, seek advice, dry-runs before an important interaction or task, etc. Communities and sharing: learn from networks, communities, play active role in professional associations, Action learning, etc. Structured mentoring and coaching

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Integrating Learning Take on new projects and activities Participate or lead a cross-functional task force Short-term Job rotation in current or another department Substitute for manager in meetings or when absent Train others on a specific skill Shadowing and site visits Apply new learning in real situations Increase interactions with senior management Stretched assignments

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Comfort Zone: Short Term – Recovery / Rest Long Term – Stagnation Safe – But no growth

Stretch Zone: Challenge & Pressure Requires effort and  self-discipline Promotes growth  and maturity

Over Stretch Zone: Survival Mode Overload and fatigue  High risk of mistakes or errors

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Be aware of  what is happening in the moment Clarify your  plan in advance based on the situation

Adjust the plan  to all scenarios and Dance with the Moment! Maintain the right Coaching Mindset whatever is happening

Be centered  and present  Be  Non-Judgmental taming Default Mindset & bias

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The Star Player  = The Amygdala reacts in .085 milliseconds!

Less self control More errors Movement toward default behavior Less perspective Less judgment More “certainty”

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How I will react to different scenarios? Which image / mantra could help me keep my markers?

Am I focused on the coaching conversation? Am I aware of any biases I might have?

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Why am I having this coaching conversation? What is my objective for this coaching conversation? What will be my focus? What will it look like at the end? What do I want the person to feel, remember, and do? Who am I coaching? Ability / Autonomy / Behavioral Style What is our level of rapport? How am I going to do this? What is the best way to connect with this person? (Push / Pull) What will be my main message? How will I frame it? (which words / image / story…?)

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Deepen the understanding of the current reality

Check for commitment and alignment of actions with the goal

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Core to the Coaching Model  Managing 4 Results

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Focus is on the teaching not coaching Clarity in communication May need verbal & writing & visual 1:1’s Be sure to check in on that particular task(s) at each 1:1 Be available for the employee to ask questions as they start Patience

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Critical Skills in the Beginning State  (continued)

If you are going to do one thing, do this: Schedule and keep 1:1’s to ensure the employee has clarity at every step

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In this state you are coaching for performance Focus is on developing autonomy and ability to carry out roles  and responsibilities Focus on Level 2 listening Commitment to regular 1:1’s Focus in the meetings is to ask questions to clarify vs telling them how to do  the task Use this time to also provide encouragement for them to  continue progressing Give a heads up on the topics you want to discuss during  the meeting

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Critical Skills in the Growing State  (continued)

Possible questions to use (What behavioral style would each work best?) How did you come to that conclusion? What made you think that? So you said……is that right? Let’s see if I have the whole picture….. You did a great job last time! I’m sure you’ll do well. Just give me a call if you want to run it through again.

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If you are going to do one thing, do this: Employ Level 2 listening skills with your employees

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In this state you are coaching for development Focus is on the next position they want to attain or new competency they would like to develop Commitment to regular 1:1’s Focus in the meetings is on next steps to develop towards high performance and into new competencies  Use this time to ensure your understanding of their career  aspirations and identify your role in helping them get there

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Critical Skills in the Mastering State  (continued)

Possible questions to use (What behavioral style would each work best?) There’s a new assignment that requires a skill set you have been  wanting develop. What do you want to accomplish now? How would you tackle this? I didn’t know you were also a great writer! We both know that and have to wait for the right opportunity to  address it.

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If you are going to do one thing, do this: Show your support by observing your employee doing their job to enable you to provide feedback (pats on the back / recognition)

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In this state you are coaching for improved performance Focus is on uncovering what might be going on in person’s life to have influenced the change in their performance or their inability to move beyond the beginning or growing state Commitment to regular 1:1’s Focus in the meetings is to ask questions to understand why performance  is slipping Timeliness on performance improvement is crucial Document what and how you are helping your employee;  encouragement is good if you are seeing improved performance

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Critical Skills in the Slipping State  (continued)

Possible questions to use (What behavioral style would each work best?) You have given me some explanations; I just want to know more. How did this come to be? Were there other people involved? What was the place like? To err is human; we just need to get to the causes to learn from our mistakes. How can I help you establish some short term goals that talk about in a  coupled of weeks?

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If you are going to do one thing, do this: Schedule and keep 1:1’s to monitor performance and provide support where needed

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Communicating During the Development & Interview Process Using the MBTI to Improve Your Communication

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Well-Developed Sensing – Attentive to and energized by sensate, immediate experience – History-aware, data-rich, and informed – Curious about what has happened and what is going on now – Practical and realistic – Detailed, literal, and specific when they speak

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Under-Developed Sensing Unobservant Generally ignorant of detail, specifics, and chronology Uncomfortable with real world, sensual experience Unrealistic and impractical Disconnected from their physical bodies and the realities of pain,  discomfort, hunger, etc. – unnecessarily diminishing or overplaying  these experiences

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Well-Developed  iNtuition Imaginative, future-focused and visionary General, figurative, and big-picture when they speak Generators – writers and / or talkers – of concepts, trends, and patterns Sources of new ideas and multiple courses forward Curious about future possibilities

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Under-Developed  iNtuition Unimaginative Pessimistic with a negative or overwhelming vision of the future Distrustful of future possibilities Blind to the patterns they may find themselves in, focusing on individual  cases, mistakes or problems

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Well-Developed Thinking Problem-solvers who readily analyze issues for solutions Consistent, logical, and objective Effective conflict managers, expecting or even inviting conflict but harnessing its power and learning from it Clear and organized decision-makers Driven to be right

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Under-Developed Thinking Overly or arbitrarily critical Indecisive Unconcerned with their own ignorance Unable or reluctant to weigh and analyze data Disorganized in their thinking and problem solving Unable or unwilling to disassociate issues or problems from self

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Well-Developed Feeling Appreciative of others Sensitive conflict resolvers, disliking conflict and either avoiding it or diligently, even aggressively, working towards its resolution Quick to sympathize / empathize and stay personally connected to issues and other people Gleaners of personal meaning from relationships and actions Builders of effective relationships In touch with his / her values and beliefs

Galderma

Management Pathway Experience 04: 
Develop

 Obey all of the legal laws and                                                        regulations in how we manage the                                                               business, our employees and how we                                                          treat our external stakeholders.                                                                         Always act responsibly. Don’t overdo it  Tips: Review material on compliance:   www.galderma.com/ethics-and-values   If you have any questions:  contact your legal point person, HR or line manager 

Galderma Management Pathway Experience 04: Develop

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