1. Harvard ManageMentor Orientation
Welcome to the launch of a very exciting product we are pleased to bring to Care New England – Harvard ManageMentor.
This is a state-of-art, online learning and collaboration tool from one of the country’s most respected voices in business.
Before we jump into the demo, lets spend a few minutes setting the stage for why Harvard ManageMentor, or HMM, as we will affectionately refer to it, is such an important resource to the success of Care New England.

2. To support our vision to be recognized nationally for quality care, academic excellence, and innovation…
CNE Balanced Scorecard/Strategy Map
…we need to ensure our managers and leaders have the skills to meet the most pressing challenges.
Care New England’s vision is to be recognized nationally for quality care, academic excellence, and innovation. In fact, we are well on our way to pursuing a Malcolm Baldrige National Quality Award.
This past year has been filled with challenges as well as significant accomplishments, and through it all we have been able to rely on the incredible team that is Care New England.
As we work toward the triple aim of improving outcomes, enhancing patient experience, and bringing down the cost of care, we need to make sure our managers and leaders have the skills, or the tools to develop the skills, to continue meeting these pressing challenges.
© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

3. 70 20 10 The Developmental Mix Experience Based
Build knowledge through informal learning; integrating workplace assignments, projects and experiences.
Relationship Based
Gain insight through assessments and feedback, coaching and mentoring.
Education Based
Build baseline knowledge through formal education and self-directed learning.
The Organizational Development & Learning team fully embraces the 70/20/10 model of development:
10% comes from formal education or self-directed learning – instructor-led classes, continuing ED, and CBLs all fall into this category.
20% comes from insight gained through assessments or feedback from coaches or mentors. Here is where the value of learning your personality type or leadership style comes into play. Also, forming those important relationships with coaches or mentors provides priceless feedback.
And, a whopping 70% comes from experience gained on-the-job. This can come from workplace assignments, projects, or action learning. Learning integrated within daily work and delivered over time (dosing) is “stickier” than knowledge acquired at a one-time session that offers no ongoing opportunities for leaders to absorb and apply the info on the job.

4. Blended Learning Courses HMM mentornet Classes [CBLs] [instructor-led]
Our developmental mix looks a little like this –
We have instructor-led classes like conflict management, understanding your work style, and Crucial Conversations…
We have CBLs available, although those are mostly focused on our annual mandatories and core compliance courses…
We have mentornet, an application on carenet where you can go to tap an internal resource on topics ranging from technical learning, like how to set up a LinkedIn profile, to learning about careers in a particular field, to helping build competence in areas like motivating others, influencing without authority, or conflict management.
I encourage EVERYONE to sign up to be a mentor – it is not as formal as it sounds – we all have gifts to offer and we never know who will benefit from our expertise. It is a great way to build our organizational capacity and capability.

5. Learning Styles
“I prefer to learn from others. I like the interaction. I could take an hour over lunch and meet with someone.”
“I don’t have time to go to a course. I prefer to learn by doing anyway. If I need something, I’ll look it up when I need it.”
“I don’t mind spending time learning, grappling with a new idea. If I can do it when I have a window of time – I’d take a class.”
This mix addresses the needs of various adult learning styles – whether it is learning by doing, experiencing or reflecting – there is an approach for everyone.
And that brings us to HMM – an online tool that is so much more – combining all learning styles and aspects of development.
© 2009 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

6. Alignment to our leadership competencies
Lominger
HMM
Each HMM topic is mapped to CNE’s leadership competencies for aligned and integrated development opportunities.
And YES, if you are familiar with our leadership competency model and tools – each topic within HMM is mapped to our leadership competencies for aligned and integrated development opportunities.

7. In order to address Care New England’s strategic challenges and accomplishment of long- and short-term goals through its Balanced Scorecard (BSC) system, 25 core leadership competencies have been identified as mission critical for success.
These competencies correlate with performance across three levels (Individual Contributor, Manager, and Executive).
Reflected in this model are competencies high in demand but not high in supply and competencies associated with Emotional Intelligence, Learning Agility, and Employee Engagement.
Please keep in mind, all 67 competencies are available for developmental use and there will be additional competencies that are role or level driven.
This model reflects the competencies most correlated with successful execution of Care New England’s strategic performance through FY 2016.
© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

8. Harvard ManageMentor – Map to Lominger Competencies
So, for example, if you need to develop an Individual Development Plan to build competence in Dealing with Ambiguity…
…not only can you incorporate the remedies listed in your FYI book, but you may also consider, say, the Change Management and Crisis Management modules in Harvard ManageMentor.
Each module incorporates video insights, cases, real-world practice, peer-to-peer connections, tools, assessments, and more.
All there to help you get help on a specific topic fast.
© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

9. Harvard Business Publishing}
And, not to get lost in all these features, HMM is built on the knowledge and experience of world-class experts through Harvard Business Publishing (HBP).
HBP began with the publishing of the Harvard Business Review in the 1920s. They added the Harvard Business School Book Press in the 1970s, and added Corporate Learning e-learning business in the 1990s.
HBP is able to use the writing and research from the business school as subject matter expertise in the HMM modules…it’s the next best thing to going to Harvard Business School!
HMM puts at your finger tips, just-in-time, moment-of-need access to a wide variety of topics…
© Copyright 2010 Harvard Business School Publishing Corporation. All rights reserved.

10. Harvard ManageMentor - content at a glance
44 modules, each designed to help managers and leaders gain competency or get help fast on a specific topic, and to share what they know.
Built on the knowledge and experience of world-class experts.
Modules incorporate video insights, cases, real-world practice, peer-to-peer connections, tools, assessments, and more.
Top Researchers
Managing Yourself
Career Management
Delegating
Goal Setting
Managing Upward
Meeting Management
New Manager Transitions
Presentations Skills
Stress Management
Time Management
Writing Skills
Managing Others
Change Management
Coaching
Developing Others
Difficult Interactions
Dismissing an Employee
Feedback Essentials
Global Collaboration
Hiring
Managing Lay-offs
Leading and Motivating
Performance Appraisals
Persuading Others
Retaining Employees
Team Leadership
Team Management
Virtual Teams
Managing the Business
Budgeting
Business Case Development
Business Plan Development
Crisis Management
Customer Focus
Decision Making
Diversity & Inclusion
Ethics at Work
Finance Essentials
Innovation & Creativity
Innovation Implementation
Marketing Essentials
Negotiating
Performance Management
Process Improvement
Project Management
Strategic Thinking
Strategy Execution
Topics to support our BSC strategies…
When thinking about our BSC, modules like…Strategic Thinking, Strategy Execution, Goal Setting, Process Improvement, and new Manager Transitions…come to mind.
In total, there are 44 modules, each designed to help managers and leaders gain competency.
Each designed in such a way as to bring users together and offer opportunities to share and connect – which is critical in matrix environment.
Also designed to cascade learning across the organization, so managers can quickly share an idea, lead a team discussion, or create a project with easy “grab and go” features.
In fact, as a pilot, we are looking to ask all managers to complete Strategy Execution by May 30, We are then going to have a facilitator from HBSP moderate a session for feedback on the experience. We are going to have Senior Leaders on the panel and look to you to participate in the session, which will be held in early June.

11. Harvard ManageMentor® tour
© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

12. Accessing harvard ManageMentor
URL: Username: Your address Password: harvard (all lowercase)
Oh, and by the way…there is an app for that!
A limited number of the modules are available through the Mobile ManageMentor app accessible on Android and iPhone devices.
Questions?
Contact Dean Carlson, Meghan DeAngelis or Lorinda Silveira by phone or .
Additional Documentation Available on our SharePoint Site
*Find listed under CNESITES
© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.