FY18

TellDell

Action Planning

Guide

Advice and guidance

on taking steps to

improve your results

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I have my Tell Dell scores. What next?

Review

• Meet as a team to review &

discuss your results as a

measure of our Culture Code.

• Celebrate your top scoring

items, embrace them as core

strengths, and preserve

supporting practices.

• Explore your bottom scoring

items and seek feedback from

your team to gain a deeper

understanding of your results.

• Determine the most critical

priorities for your team and

organization.

Share

• If you have an org roll-up, share

the results with your entire

organization. Feel free to use

the email template at the end of

this guide to share your results

with team members in your

organization.

• Communicate your commitment

to our Culture Code.

• Conduct further feedback

sessions, if needed, with team

members in your organization to

get input on opportunity areas.

Act

• Use this guide to help you

become an even more inspiring

leader and bring our Culture

Code to life.

• Conduct a team discussion with

your direct reports and/or org

team members.

• Select the critical few priorities to

focus on.

• Decide on 2 ways to improve for

each priority.

• Develop an action plan in the

online tool and share it with your

team and your leader and gather

feedback.

• Track your action plan and talk

about it at least 3 times with your

team over the course of the year.

• Update your action plan when

needed.

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How should I prepare for and conduct my team discussion?

• Schedule a team discussion with your direct reports and/or org. This discussion can be

conducted during a staff meeting and/or an all-hands meeting. Schedule

• Go over your executive summary (pdf) report, your favorability report, and any other

survey questions that you would like to receive feedback on. Ask team members to

provide input on how you can improve on low-scoring questions and focus areas and on

how you can maintain your high-scoring questions and strengths. Ask follow-up

questions to clarify. Use the “Questions to discuss with my team” in this action planning

guide to facilitate your conversations with your team members.

Discuss

• Identify the 2-3 focus areas you would like to prioritize and communicate them to your

team. These focus areas can include:

• Lowest scoring questions (percent favorable, or greatest percent unfavorable)

• Low scoring questions that you and the team believe are most important to the

overall engagement and performance of the team

• Areas with the greatest gap between your scores and those of the BU or company

• Areas most closely related to your team’s annual objectives

• Areas you feel passionate and committed about leaning into

Prioritize

• Ensure you have thoroughly gone through your results and this action planning guide

prior to the team discussion.Prepare

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What is included in this guide?

.Why do Culture & Leadership Matter?

• Overview of the Culture Code and the impact of inspiring leaders and eNPS.

.

Guide for improving your scores on the questions in the following three sections of the survey:

• My Leader

• Our Culture

• My Overall Dell Experience

.Appendix

• Questions to ask myself: Includes questions to help you with introspection and self-awareness to uncover patterns in your behavior and understand how your past experiences influence your current perspectives. This self-reflection exercise enables you to match your intentions with your actions.

• Things I can do: Includes points to discuss with your team during your staff/team meetings and actions you can take going forward. Candid discussions with your team enable you to dig deeper into team member sentiment and understand why they may think or feel a certain way. The proposed action steps help you improve on opportunity areas through tangible behaviors that can be performed routinely.

• Additional resources: Includes links to videos, exercises, book summaries, articles, and/or courses. These materials are aimed at providing you with more in-depth information about a particular topic. Feel free to share them with your team (e.g. watch a video together during a staff meeting and elicit feedback from team members).

• How are eNPS and favorability scores calculated?• What do the comparison benchmarks in your leader report refer to?• What to do if you need additional help beyond this guide?• Email communication template

Culture Code, Leadership, & eNPS: An Overview

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CustomersWe believe our customer relationships are the ultimate differentiator and the foundation for our success.

We believe in and value our people. We perform better, are smarter, and have more fun working as a team than as individuals.

We believe our ability to innovate and cultivate breakthrough thinking is an engine for growth, success and progress.

We believe in being accountable to an exceptional standard of excellence and performance.

We believe integrity must always govern our fierce desire to win.

Winning Together

Innovation

Results

Integrity

Our Values: How we work Relationships

Drive

Judgment

Vision

Optimism

Humility

Selflessness

Leadership Principles: How we leadWe work hard to build partnerships of trust in all our endeavors. We

know that strong relationships bring not only great business success,

but great personal fulfillment.

We recognize that ambition, energy, and grit are rare and difficult to

coach. We cultivate these qualities in ourselves and in others, but

bound our ambition with a strong desire to do the right thing.

We strive to be wise in our decisions. We rely on facts and we value

knowing the market and our competition. We think deeply about our

choices. When we face conflicting interests we place those of our

customers, the company and our people above our own. While we

take our decisions seriously, we are agile. We change direction when

it’s the right thing to do, and we don’t let bureaucracy get in the way of

making decisions.

We carefully define success, and are relentless about communicating

that vision in terms that are simple, vivid, and compelling to our global

team. We know why we want to achieve something is as important as

what we want to achieve. We provide the context for our decisions and

make clear how they serve the company and our customers.

We know that people will not follow skepticism or cynicism. While we

are realists, we are always optimistic about our people, their potential,

and the future. We know confidence takes energy, and that our teams

count on us to be a strong source of optimism even during challenging

times.

We are confident in our ability to get things done and take on

challenges, but we temper that confidence with the knowledge that

comes with experience. We recognize we are not always right and not

always the smartest person in the room, and we welcome feedback,

take responsibility for our shortcomings, and know our successes are

shared.

We know that leadership is about how we succeed and is especially

about how we help others succeed. We care about the effect our

leadership has on the people we lead. We invest in them, develop

them, and do all we can to help them achieve their aspirations and do

their best for Dell Technologies and the customers we serve.

Share this 90 second video with your team (LINK HERE)

Share this infographic with your team (LINK HERE)Our Culture Code

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Uninspiring leader

Inspiring leader

Team member likelihood of recommending Dell as a great

place to work

eNPS = -49

eNPS = +42

18% likely to quit

Team member likelihood of voluntary turnover

within a year

7% likely to quit

Direct manager

Why leadership matters: Inspiring leaders drive engagement, retention and performance

Note: Findings based on Legacy Dell’s Tell Dell analyses between 2015 to 2016.

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Inspiring leadership drives sales performance*

Inspiring sales leaders

( >80% fav for My Leader category)

Uninspiring sales leaders

(<60% fav for My Leader category)

We found higher sales attainment when working for an inspiring leader6%

per year1BThis is a potential lost opportunity of nearly

*Data based on FY17 data of 806 sales people working for 70 uninspiring leaders and 11,426 sales people working for 1,056 inspiring leaders

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Products & Services

Attrition

Candidate

Referrals

eNPSdrives

Customer Satisfaction

(cNPS)

eNPS leads to better cNPS

More likely to recommend our products and services

Less likely to quit (voluntary attrition)

Candidate referrals more likely to be hired

98% fav. promoters 68% fav. detractors

6% vol. term promoters

13% vol. term detractors

52% hires from promoters

18% hires from detractors

Top half eNPS = 68% cNPS

Bottom half eNPS = 16% cNPS

Why eNPS matters: Engaged team members influence key organizational outcomes

My Leader section

Note: This section comprises guides for the questions in the “My Leader” section of the survey

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My leader holds team members accountable for their performance

• How do you communicate behavioral expectations and

performance objectives?

• Do team members see and know that you take action

when someone is not exhibiting positive “how” behaviors

and/or failing to deliver work?

• Are you fair and equitable in your treatment towards all

team members?

• What do you do when someone fails to deliver their

performance goals?

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• My desire is to provide clear expectations and metrics for

your performance. Do you feel like you understand what

work you are expected to do?

• Do you feel like you understand the metrics used to

measure your performance? How can I make those

things more clear?

• Articulate to the team that, at Dell, we expect that you “Do

what you say, own what you do, and be accountable.”

• Identify and track performance measures for your team

and each team member. Regularly provide feedback on

results.

• Schedule regular 1x1s with your team members to

discuss their work, any problems they have encountered,

and/or performance issues. Develop a plan to correct.

• Performance management in Dell

• Dell template for setting performance & development goals

• Leader training on managing team member performance and career

• Course (90 mins): Management Practices: Performance Improvement

Plan

• Exec Summary (Mark Samuel): Creating the Accountable

Organization: A Practical Guide to Improve Performance Execution

Exec Summary (Greg Bustin): Accountability: The Key to Driving a

High-Performance Culture

• Video (21 mins): Radical Candor: The surprising secret on being a

good boss

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Be realistic about what is achievable. Work-family stress is likely to

be greater if there is a wide gap between what you expect of yourself

or your team members and what is realistic to accomplish.

• Try to understand and actively acknowledge the difficulties that team

members may be having outside of work. Offer assistance, when

appropriate.

• Create opportunities for the team to discuss the various approaches

they use to balance their professional and personal demands on their

time.

My leader gives me the flexibility I need to balance my work and personal life

• How do you encourage a balance of work and life commitments

with your team members?

• How have you emphasized that performance is ultimately about

making an impact and doing great work, not simply hours spent

at one’s desk?

• Are you aware of your team members’ outside-of-work

demands? When your team members approach you with a life

concern (i.e., outside of work issue that affects their lives), do

you respond with care, concern and support? Do you consider

redistributing work temporarily?

• Our team is focused on results, not just hours worked. How

can we make the best use of our time to get results?

• What can we do as a team that will enable our team

members to manage work-life demands?

• Are you aware of the flexible work options and work life

benefits that are available to you? Let's discuss.

• Having a Connected Workplace in Dell

• Work flexibility as a culture in Dell

• TED talk video (15 mins): Work-life integration

• Video (2 mins): The Different Perspective on Work-Life Balance

• Course: (60 mins): Optimizing Your Work/Life Balance:

Analyzing Your Life Balance

• Course (1/2 day): Leading virtual teams

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Reward great work in other ways rather than relying on salary dollars.

Utilize public and written reward programs (e.g., personalized thank

you notes) and provide flexible working options.

• Help team members connect. Introducing team members to key

suppliers, customers or someone in senior management can help a

team member’s career and it doesn't cost anything.

• Give your top team members a chance to pick their own projects or

trade tasks with a colleague. This is empowering and rewards them at

the same time.

When I do an excellent job, my accomplishments are recognized

• Do team members hear about the success of their individual

contribution only at year-end?

• How are team members recognized for superior performance?

• Do team members understand internal policies for rewarding

individual contributors?

• How have you utilized your organization's formal recognition or

rewards programs to acknowledge and/or celebrate wins or

superior performance?

• How have you utilized Dell’s Excellence@Dell and other programs

to acknowledge and/or celebrate wins or superior performance?

• What type of rewards do each of you most value for good

performance?

• Besides monetary rewards, how would like to be recognized

for your accomplishments?

• As your leader, how can I do a better job of recognizing your

work?

• Excellence@Dell: https://inside.dell.com/docs/DOC-224180

• HBR article: The Easiest Thing You Can Do to Be a Great

Boss

• Video (3 mins): Rewarding employees for a job well done

• Video (3 mins): Providing Positive Recognition

• Video (5 mins): Enabling Success: Empowering People and

Teams

• Course (1 day): Coaching and motivating your team

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• Performance management in Dell

• Video (3 mins): Partner with Employees to Improve Poor

Performance

• Video (3 mins): Feedback That Can Have the Biggest Impact

Course (23 mins): Creating a plan for performance management

• Course (1 day): Coaching and motivating your team

• Course (1 day): Managing Challenges

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Provide real-time feedback to your team members as best as you

can. If a team member performs a task exceptionally (or poorly),

provide feedback immediately.

• Schedule regular (at least quarterly) 1x1s with your team members to

discuss their work, any problems they've encountered, and/or

performance issues.

• Be specific in your praise/feedback. For E.g., rather than saying “You

do a great job keeping our customers happy”, say, “You were really

able to manage the customer’s expectations related to that recent

problem.”

My leader gives me regular, meaningful feedback on my performance

• When was the last time you scheduled time to provide

feedback to your team members? Is providing ongoing

feedback to your team members part of your leadership

style?

• How do you celebrate when your team members do

outstanding work or show initiative beyond what’s

expected?

• Do you model a commitment to improvement by asking

others for feedback on your performance?

• I would like to meet with you regularly to discuss your

performance as well as career development. What is the best

way to make sure those conversations are meaningful?

• My desire is to provide clear expectations and metrics for

your performance. Do you feel like you understand what work

you are expected to do? Do you feel like you understand the

metrics used to measure performance? How can I make

those things more clear?

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• In 1x1s and in staff meetings, ask your team to describe what they

believe success looks like in their role and how they believe they

are doing. Provide feedback.

• Take time to communicate the expectations you have of

behavior/performance, why this matters and what the

consequences are for failure to behave/perform in alignment to our

Culture Code.

• Establish clear and specific project objectives and deliverables,

revisit them often and discuss progress in 1x1s.

• Do you emphasize to the managers reporting to you the

importance of setting clear performance objectives with team

members?

• Do you recognize and celebrate good behavior and

performance and take action and communicate when behavior

and performance are not aligned with expectations?

• When your team undertakes a new project, do you always

outline the key objectives and deliverables for it?

• Are you specific when outlining performance goals for your

team members?

• My desire is to provide clear expectations and metrics for your

performance. Do you feel like you understand what work you are

expected to do and the metrics used to measure performance?

How can I make those things clearer?

• What can I do to better communicate team and individual

performance goals?

• What do you need from me to be more successful? Is it direction,

more support, more resources, or anything else?

My leader communicates what is expected of me at work

• Performance management in Dell

• Dell template for setting performance & development goals

• Leader training on managing team member performance and career

• Video (3 mins): Provide Clear Guidelines with Secret Doors

• Video (3 mins): Performance Management: Be Clear on the Goals

• Video (3 mins): Setting the Consequences of Performance

• Course (23 mins): Creating a plan for performance management

• Course (60 mins): Establishing team goals and responsibilities

• Course (1/2 day): Effective conversations

• Challenge: Managing Performance

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• Leadership Principles: https://inside.dell.com/docs/DOC-248188

• TED Talk (18 mins): How great leaders inspire action

• Exec Summary (John Zenger et al.): The Inspiring Leader:

Unlocking the Secrets of How Extraordinary Leaders Motivate

Video (2 mins): Give Meaning to Work

• Video (5 mins): Motivating Your Team

• Video (3 mins): Be a Role Model of Your Values

• Course (30 minutes): Becoming an inspiring leader

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Give your team members the autonomy they need to perform their jobs and

hold them accountable.

• Involve your team members in setting their individual work objectives. Give

them feedback on how they are progressing toward meeting those targets.

• Create a sense of meaningful purpose to enable them to feel engaged in

something ‘larger than themselves’.

• Don’t confuse ‘hands-on’ management with micro-management. Set

objectives and offer guidance, but don’t make team members do everything

your way. Gauge how they perform by their process and results.

• Are you familiar with Dell’s 7 Leadership Principles? Do you

demonstrate them on a day-to-day basis?

• Do you lead by example and provide opportunities for your team

members to emulate you? Do you ‘practice what you preach’?

• Do you lead with optimism and help team members realize their

potential for success?

• Do you explain how your team’s work is linked to the company’s

overall objectives, purpose, and strategy?

• Do you take the time to explain to your team how their work is

impactful?

• How can I support you in doing your best work (for our

customers)?

• What is the biggest challenge you face in your work today?

How can I help you overcome those challenges?

• As your leader, what can I do to help you achieve your

performance and career goals?

• Do you feel that the work you do is impactful and personally

meaningful? Let’s discuss.

My leader inspires me to do my best for Dell

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• Performance management in Dell

• Dell template for setting performance & development goals

• Leader training on managing team member performance and career

• Course (6 mins): Communicating a shared vision

• Course (31 mins): Using strategic thinking to consider the big picture

• Course (60 mins): Establishing team goals and responsibilities

• Course (1 day): Leading teams through change

• Video (5 mins): Understanding Individual Contributions to

Organizational Goals

• Video (4 mins): Aligning and Mobilizing Your Organization for Long-

Term Success

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Do an exercise having team members list "how" their work

supports our customers and company. Discuss as a team.

• Encourage your team to give feedback on how processes and

practices can better support the team’s, BU’s and company’s

objectives. Implement change to processes and practices

wherever feasible and applicable.

• During 1x1s, remind your team members of the goals and

objectives of your team, BU, and company. Explain how their work

is connected to the goals and objectives of the BU and company.

• Do you communicate to your team how important their

work is to the overall success of the organization?

• Do you communicate to your team how their work brings

value to customers (internal and/or external)?

• Does your team have a clear understanding about the

direction of the team, business unit, and the company?

• Can you clearly articulate what your team’s strategy is

and how it is aligned to the company’s strategy?

• What are our team’s most critical objectives? Do you know how

your work fits into those team objectives and how our team

objectives align with the company’s objectives? Let’s discuss.

• What are the most effective avenues for communicating our

strategy to the team (1x1s, team meetings, All-Hands, emails,

etc.)?

• Do you understand our company’s purpose, values, and strategy?

Let’s discuss.

I can see a clear link between my work and the company’s objectives

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Provide opportunities for team members to collaboratively

solve work-related problems.

• Consider letting team members shadow or even swap

projects or roles for continued development.

• Look for opportunities to assign stretch assignments to

help team members develop additional skills.

• Do you have a culture where people can learn from their

mistakes? Are your team members afraid to offer

suggestions for fear of being reprimanded?

• Do you find opportunities to raise the bar on expectations,

stretch and challenge team members to think deeper,

broader and drive greater impact?

• Do you challenge your team members to consider

alternative ways of doing things or other solutions?

• Are you aware of the learning and development opportunities

available to you? Let's discuss.

• Do we as a team feel challenged in our work? What can we do to

push the boundaries on what we accomplish?

• What type of career or development opportunities are you

interested in?

• If you were able to do something that made an amazing impact in

your role, what would it be?’ Ask ‘How might we be able to do it’.

In my work, I always feel challenged to learn and grow

• Refer to the Career Resource Center (CRC) for courses

for yourself and your team members

• More career development resources

• Video (4 mins): A Challenge Is an Opportunity

• Video (4 mins): Change Is Great; You Go First

• Course (19 mins): Keeping top performers challenged

• Course (1 day): Coaching and motivating your team

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Ask a senior executive to write a note or make a phone call to

acknowledge superior work quality of your team members.

• Reward team members for taking the right steps in

completing a project.

• Recognize team members that make hard choices for the

good of the customer or other team members. Especially

where it required personal sacrifice of immediate gain for the

team member.

My leader cares about how we do our work and not just the results

• Do you routinely emphasize the process of getting work done

as much as the end result?

• Do you emphasize quality of work over quantity?

• Do you explain to your team the importance of ethics and

integrity when getting their work done?

• Do you provide guidance to team members when they need

help getting their work done or reaching their performance

goals?

• Do you recognize team members who get their work done the

right way and not just get results?

• What are some key challenges you face in your work? How can I

help you to overcome them?

• Do you ever feel pressured to get results regardless of how you

get your job done? How can I help alleviate that pressure?

• Do you feel that you are recognized or acknowledged when you

get your work done through the right way?

• Do you face any ethical challenges when trying to get work done

effectively?

• Performance management in Dell

• Dell template for setting performance & development goals• Leader training on managing team member performance and

career

• Dell Ethics Hotline information

• Course (26 mins): Managing Talent

• TED Talk (18 mins): Process to results

• Video (4 mins): Giving Constructive Feedback

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Regularly establish a time with your team members to

discuss work issues, development opportunities, career

goals, etc.

• When giving constructive feedback, offer suggestions for

improvement and possible action steps.

• Informally check-in with your team members to learn about

any challenges they may be facing and try to help them

resolve them as promptly as possible

My leader is available to me when I have questions or need help

• Do you show interest in your team members’

achievements and milestones?

• How many attempts does it take for your team members

to get in touch with you (via e-mail, voicemail, etc.)?

• Do you regularly establish a time with your team

members to discuss work issues, problems they

encounter, development opportunities, and career goals?

• What can I do differently to ensure that you get the help

you need in a timely manner?

• Do you feel that you have sufficient 1x1 time with me to

discuss your work issues, development opportunities, and

career goals?

• Video (3 mins): Everyday Conversations are the Foundation of

Engagement

• Video (3 mins): Developing Others

• Exec Summary (John Maxwell): Good Leaders Ask Great

Questions

• Course (30 mins): Encouraging team communication &

collaboration

• Course (1 day): Coaching and motivating your team

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• TED Talk (16 minutes): Listen, learn, then lead

• Exec Summary (Shawn Murphy): The Optimistic Workplace:

Creating an Environment That Energizes Everyone

• Video (3 mins): Commitment to the Team is Critical to Success

• Video (3 mins): Care For Your People, And Really Mean It

Course (26 mins): Establishing a positive work environment

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Make time to be a leader. Spend time preparing for 1x1s and team

meetings to ensure your team understands they are not an

afterthought.

• Recognize and praise your team for their achievements and ideas.

• Be sure your team knows what is expected of them. Establish high

standards of performance ethics.

• Establish regular 1x1s (at least quarterly) with your team members

to discuss work issues, development opportunities, career goals,

performance feedback, etc.

• How can you show your team that what they do is

valuable to the team and the company?

• How are you serving your team?

• Do you ask your team for feedback on your performance

as a leader?

• Are you aware of the unique perspectives and abilities

that each team member brings to your team? Do you look

for ways to harness their talents and abilities?

• When you think of a great leader, what are some of the

attributes that come to mind?

• What could I do to help you achieve your goals?

• My goal is to enable you to do your best work. What could I

do differently to help you do your best work?

I would recommend my leader as someone others should work for

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Schedule 1x1s to discuss team members’ development plans, career

goals, and advancement opportunities.

• Build individual development plans with your team members. Include

jointly agreed upon expectations for new responsibilities and

development opportunities for the next review period. These plans

may include cross-training, additional education, challenging

assignments, cross-functional projects, etc.

• Look for opportunities for team members to receive additional training

or mentoring.

I can speak openly about my career and development with my leader

• Do you help tem members explore their personal and

professional growth goals?

• Do you know what is the criteria for team members to

gain formal and informal development opportunities?

• Do you show interest in your team members'

achievements and milestones?

• Do you identify development opportunities jointly with

your team members (e.g., in-house training, seminars,

opportunities to work on projects, etc.)?

• What are your expectations regarding your career path in

Dell?

• What are your biggest questions and concerns around your

career growth and development in Dell?

• What formal trainings (if any) are you interested in attending?

• What can I do, as your leader, to help you achieve your

career goals?

• Video (1.5 mins): Learning & Development in Dell

• Dell template for setting performance & development goals

• Leader training on managing team member performance and

career

• Refer to the Career Resource Center (CRC) for courses for

yourself and your team members

• More career development resources

• Course (90 mins): Management of people – learning &

development

Leadership Principles: Select one area your leader can focus on to be more effective

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Questions to ask myself

Leadership principle: RelationshipsWe work hard to build partnerships of trust in all our endeavors. We know that strong relationships bring not only great business success, but great personal fulfillment.

• Are your relationships with others built on trust, respect and support?

• Do you connect with people only when you need something from them?

• When asked for support, what is your typical reaction?

• Do you operate with the company’s and customer’s best interest over your own?

• Do you help to create an environment that encourages cooperative and healthy relationships between team members?

• Are you fully present during interactions and meetings? Do you have two-way dialogues?

Things I can do*

• Build good relationships with people in and outside your team, function, and legacy company to support partnerships to get work done.

• Build good relationships with customers and check in with them regularly.

• Engage stakeholders early in the process and get their input.

• Communicate openly and honestly with all your team members. Do not show favoritism by giving more attention and praise to some team

members over others.

• Actively listen to team member feedback, opinions, and ideas even if they may be different from yours. Allow all team members to speak

openly to you and consider their input when making decisions.

• Get to know your team members on a personal level. Demonstrate genuine interest and care in their wellbeing, family life, cultural

background etc.

• Schedule regular 1x1s with each team member to get to know your team members’ interests, strengths, and development areas.

• Schedule regular staff meetings and plan for short team building exercises to strengthen the relationships within your team.

*Recommendations based on team member feedback from the February Tell Dell Pulse survey.

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Questions to ask myself

Leadership principle: DriveWe recognize that ambition, energy, and grit are rare and difficult to coach. We cultivate these qualities in ourselves and in others, but bound our ambition with a strong desire to do the right thing.

Things I can do*

• Do you demonstrate a sense of urgency in delivering results?

• Do you show enthusiasm and passion for your work?

• Do you easily become distracted or give up when challenges arise?

• Do you challenge yourself and others to achieve greatness?

• Do you demonstrate perseverance and tenacity in the face of adversity?

• Do you recognize team members for superior performance and efforts?

• Do you believe in yourself and others’ ability to accomplish extraordinary results?

• Clearly articulate team and individual performance goals and check in with them regularly to keep your team focused.

• Set high but achievable standards for your team’s quality of work.

• Stay focused on the tasks at hand amid distractions and organizational changes and help team members stay on track of reaching

their goals.

• Help team members develop a plan to execute work. Understand the day-to-day challenges that team members face and help

them get through them.

• Encourage your team to constantly look for ways to improve processes and work quality/output.

• Reward and recognize team members who have set their personal goals aside to achieve larger goals of the organization.

• Don’t dwell on mistakes, failures and setbacks. Re-group and persevere.

• Never be complacent. Always drive a sense of urgency to get things done well.

*Recommendations based on team member feedback from the February Tell Dell Pulse survey.

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Questions to ask myself

Leadership principle: JudgmentWe strive to be wise in our decisions. We rely on facts and we value knowing the market and our competition. We think deeply about our choices. When we face conflicting interests we place those of our customers, the company and our people above our own. While we take our decisions seriously, we are agile. We change direction when it’s the right thing to do, and we don’t let bureaucracy get in the way of making decisions.

Things I can do*

• Do you bring in outside insight into your work?

• Do you know the market, the industry, and the competition?

• Do you give more weight to data than emotion and politics when making decisions?

• Do you discuss options and decisions with people who oppose your views? Do you seek input from others who may disagree with

you?

• Do you make clear and definitive decisions even if the outcome may not be popular?

• Do you consider all stakeholders when making decisions?

• Take into consideration the customer, the business, and team members when making a decision. Understand what the customer

needs and expects before executing a work plan.

• Take the time to collect the relevant information and data as well as the perspectives and expertise from others before making

decisions. Do not make decisions based on personal interests.

• Be willing to discuss your decisions with those who oppose your views. It will give you the opportunity to understand their

concerns and to explain the reasons for your decisions.

• Help team members tackle challenges by breaking down complex problems into simple components and developing workable

solutions to address them.

• Adjust priorities when needed based on the changing demands of the company.

• Have the courage to make unpopular decisions when needed.

• Explain to team members the rationale behind your decisions. Present them with data and facts if needed.

*Recommendations based on team member feedback from the February Tell Dell Pulse survey.

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Questions to ask myself

Things I can do*

• Have you articulated to your team members the vision of your organization in support of the company strategy? Is it clear?

• Do your people know what team and personal successes look like?

• Are your team's performance goals aligned to Dell's strategic objectives? If not, how can you improve alignment?

• Do you communicate to your team how important their work is to the overall success of the organization?

Leadership principle: VisionWe carefully define success, and are relentless about communicating that vision in terms that are simple, vivid, and compelling to our global team. We know why we want to achieve something is as important as what we want to achieve. We provide the context for our decisions and make clear how they serve the company and our customers.

• Align individual and team performance goals with Dell's business goals and customer requirements.

• Use 1x1s to regularly reinforce what success looks like for your team members and their work and remind them how their work is

connected to the bigger picture.

• Open up all-hands and staff meetings with the team vision and why it matters to the success of our customers, business and team.

• Do an exercise having team members list "how" their work contributes to the success of the company. Discuss as a team.

• Articulate the long-term benefits of the Dell-EMC integration.

• Have a clear understanding of market and industry trends and plan for the future.

• Day-to-day running of the business is important but don't forget to regularly articulate the vision of the team and what/where you want

the team to be in 1-2 years.

*Recommendations based on team member feedback from the February Tell Dell Pulse survey.

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Questions to ask myself

Things I can do*

Leadership principle: OptimismWe know that people will not follow skepticism or cynicism. While we are realists, we are always optimistic about our people, their potential, and the future. We know confidence takes energy, and that our teams count on us to be a strong source of optimism even during challenging times.

Show others that you recognize challenges, setbacks and obstacles but frame them as opportunities. Address barriers and setbacks as

opportunities to find a path forward.

Do not get worked up during difficult situations. Maintain composure always to guide the team when things aren't going as planned.

Demonstrate a “can do” attitude.

Communicate optimism and articulate how the Dell-EMC integration will help the company succeed in the marketplace.

Be mindful of your tone and language to lead with positivity, openness and vision.

Show your team you believe in them by recognizing their achievements and providing growth opportunities.

Share team and organizational wins during staff meetings or other team gatherings.

• How do you handle ambiguous and stressful situations? Can your team rely on you to navigate tough situations?

• In what ways do you demonstrate your optimism and enthusiasm regarding work and Dell's future?

• Are you comfortable discussing team member concerns or questions regarding work or the direction of the company?

• Is it easy for you to find the positive in challenging situations?

*Recommendations based on team member feedback from the February Tell Dell Pulse survey.

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Questions to ask myself

Things I can do*

Leadership principle: HumilityWe are confident in our ability to get things done and take on challenges, but we temper that confidence with the knowledge that comes with experience. We recognize we are not always right and not always the smartest person in the room, and we welcome feedback, take responsibility for our shortcomings, and know our successes are shared.

• Be willing to listen to others' opinions even if they may be different from yours. Do not criticize others for disagreeing with you.

• Recognize that others may have more knowledge in certain domain areas than you do. Seek out their expertise and perspectives

before making decisions.

• When you make a mistake, candidly own up to it. Do not blame others for your mistakes. Being transparent and open about your

shortcomings helps you build credibility as a leader.

• Do not take all the credit for your team’s success. Give credit to your team members and recognize their efforts publicly when

appropriate.

• In meetings, actively listen to your team members’ perspectives instead of dominating the conversation.

• Treat all team members equally and fairly and understand that every team member has something unique to bring to the table.

• Seek feedback on your leadership/performance from your team members, peers, and leaders.

• Are you comfortable knowing that you may not have all the answers?

• Do you find it easy to own up to your mistakes? Are you comfortable speaking about your failures and successes with equal candor?

• Do you actively listen to others’ perspectives before making decisions?

• Do you actively seek feedback on your performance from your direct reports, peers and managers?

• Do you share accountability for failures as much as for successes of your team?

*Recommendations based on team member feedback from the February Tell Dell Pulse survey.

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Questions to ask myself

Things I can do*

Leadership principle: SelflessnessWe know that leadership is about how we succeed and is especially about how we help others succeed. We care about the effect our leadership has on the people we lead. We invest in them, develop them, and do all we can to help them achieve their aspirations and do their best for Dell Technologies and the customers we serve.

• Schedule regular 1x1s with each of your team members to discuss their personal and professional goals and career advancement

opportunities.

• Be a mentor to your team members and be available to them when they reach out for advice and assistance on their work and

career.

• Understand each team member's challenges, struggles, tools, and frustrations and help them overcome them to do their best work.

• Understand team member strengths, development opportunities and career aspirations and assign work accordingly.

• Give equal attention and time to every team member. Avoid favoring some team members over others.

• Give team members recognition for great work. Do not belittle or criticize them for mistakes.

• Build individual development plans with your team members. Include jointly agreed upon expectations for new responsibilities and

development opportunities for the next review period.

• Be an ambassador for high-performing team members and help them gain visibility within the company.

• Do you hold regular (at least quarterly) career development conversations with your team members?

• Have you worked with your team members to identify each person’s specific areas of strengths and development opportunities?

• In what ways do you encourage team members to spend time on learning and development?

• Do you help your team members identify learning opportunities that align to their development needs or interests?

• Do you set an example for your team by engaging in activities to grow your own capabilities?

*Recommendations based on team member feedback from the February Tell Dell Pulse survey.

Our Culture section

Note: This section comprises guides for the questions in the “Our Culture” section of the survey

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• TED Talk (18 mins): How great leaders inspire action

• Video (2 minutes): The Three Elements of a Great Execution

• Course (30 mins): Becoming an accountable professional

• Exec Summary (John Neffinger et al.): Compelling People:

The Hidden Qualities That Make Us Influential

• Exec Summary (David Horsager et al.): The Trust Edge: How

Top Leaders Gain Faster Results, Deeper Relationships, and

a Stronger Bottom Line

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Are the performance and engagement of certain members in your

team limiting the quality of work done by the remainder of the

team?

• Do your team members know how you view their performance on

the job (good or bad)?

• For team members who are not living up to performance

expectations, is it a skill issue or an engagement issue?

• Have you or your team ever committed to doing something and

then failing to deliver?

• Do you always do what you say?

• Are you familiar with our team goals and objectives as well

as your individual goals? Let’s discuss.

• As your leader, what can I do to help you do your best?

• As a team, can you think of a time when we failed to deliver

on a commitment? What was the consequence for our brand

and reputation? What was the consequence for our

customers?

• Reward/recognize team members who do good work and

collaborate with one another to achieve the best possible results.

• Clearly articulate the outcomes and metrics used to assess team

and individual performance.

• Match roles and responsibilities with team members’ skills,

capabilities, and interests, as best as you can.

• For under-performing team members, develop a plan with specific

milestones and deadlines that allow them the opportunity to get back

on track.

In my team, we do what we say and deliver on our commitments

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Do you set specific expectations for how decisions will be

made?

• Do you set a timeline for when a decision needs to be

made?

• Do you allow the team to revisit decisions once they have

been made?

• Do you allow members of the team to publically agree and

privately defy agreements?

• What barriers exist that seem to get in the way of delivering results

as a team? What can I do to help remove these barriers?

• Where do you see a delay in getting from decision to

implementation? What can we do as a team (including me) to

reduce or eliminate that delay?

• Do you feel like our team’s energies are focused on the right

things?

• Do we make a decision and move on or do we tend to re-open

decisions once they have been made?

• Define and discuss with your team where cooperation and commitment can

be improved.

• As a team, discuss potential obstacles that get in the way of delivering

results. Brainstorm ways of overcoming any obstacles.

• Be willing to discuss your decisions with those who oppose your views. It

will give you the opportunity to understand their concerns and to explain the

reasons for your decisions.

• Educate your team on the Dell decision-making model; consider facts and

choices before committing to an action. Data, alignment, and speed allow

us to best serve our customers in a fast-changing industry.

My team considers facts and alternatives and quickly aligns to make decisions

• Video (5 minutes): Making better decisions

• Course (36 mins): Making and carrying out tough decisions

• Course (31 mins): Solving Problems

• Course (1 day): Leading teams through change

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• Exec Summary (Craig Stull et al.): Tuned In: Uncover the

Extraordinary Opportunities That Lead to Business Breakthroughs

• Video (4 mins): Customer Insights that Redefine Markets

• Video (3 mins): Engage Your Customers To Grow Your Business

• Video (2 mins): ): Let Customers Know You Are Listening

• Course (60 minutes): Identifying and Managing Customer

Expectations

• Course (1/2 day): Effective conversations

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Get feedback from your customers (through calls) and share it with

your team members. Discuss ways to make needed improvements.

• Develop networks across the organization and be willing to share

information and resources.

• Include customers/end users from planning to implementation stages

of a project to ensure their expectations and needs are met.

• Provide your team with timely feedback on the actions they take that

impact customers.

• In what ways do you consider the customer when creating

solutions and delivering results?

• Does your team understand how their work contributes to

customer satisfaction?

• Is your team aware of who their customers are--both external

customers and internal customers? Do team members

understand the requirements of their customers?

• Are customers/end users consulted during the planning

process? Should they be?

• How does the work you do create value for our customers and for

our company?

• We make a lot of decisions on our team, how can we be more

systematic about considering their impact on our customers?

• Do you feel our team is actively engaged in shaping ideas and

solutions that create value for our customers? What could we do to

become more actively engaged in that effort?

• What are the process, tools or policies that are stopping you from

bringing customer-driven ideas to our decision-making?

In my team, we listen to our customers as a source of ideas and creative thinking

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• Dell Ethics Hotline information

• HBR article: The leadership blindspots at Wells Fargo

• Video (3 mins): Making Business Ethics Part Of Your DNA

• Video (2 mins): Ethical Leaders Commit to Learning

• Course (60 mins): Introduction to workplace ethics

• Course (60 mins): Ethical decision making in the workplace

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

I can report unethical practices without fear of reprisal

• Does your team know how to report unethical behaviors they

become aware of?

• Do you model high ethical standards?

• Would your team members feel comfortable coming to you

with an ethical concern or dilemma?

• Do your team members know what the ethical standards of

behavior are in the organization?

• Are you familiar with Dell's Code of Conduct and the

process for reporting unethical behavior? Let's discuss.

• What concerns do you have about reporting unethical

behaviors?

• Provide your team with information about Dell's Code of Conduct

and the process for reporting unethical behavior.

• Recognize team members who make hard choices for the good of

the customer and the company, especially where it required

personal sacrifice of immediate gain for the team member.

• Encourage team members to participate in role-playing on

hypothetical issues where it is safe to discuss choices between

solutions that have competing values.

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Where possible, provide opportunities for team members to get together

socially where people can discuss topics that have nothing to do with work.

• Find ways of providing equitable distribution of your time and attention to

different team members.

• Demonstrate trustworthy and respectful behaviors such as: keeping

commitments, being transparent, listening intently, acting objectively, using

professional language, asking authentic questions.

• If there is a conflict between team members, schedule a meeting to talk

with each team member separately and then together. Acknowledge the

perspectives from both sides and come to a resolution.

• Do you encourage the development of friendships among the team

members?

• How do you exhibit trustworthiness and respect for others on your

team?

• What are the current issues that need to be addressed in order to

restore trust among team members and/or the organization?

• Do team members from different legacy companies get along and

work well together? If not, what steps have you taken thus far to foster

good relationships between them?

• Do you favor some team members over others by giving them more

attention, recognition, and time?

People on my team trust and respect each other

• How can we as a team work together and communicate with one

another more effectively?

• What are some obstacles you face when working with team members

in a different location? How can we make these interactions more

effective?

• Do you have any ideas or suggestions around how we can get to

know one another better?

• Use the GlobeSmart team session to improve team engagement

• Course (30 mins): Encouraging team communication & collaboration

• Course (60 mins): Elements of a cohesive team

• Course (21 mins): Cultivating relationships with your peers

• Course (30 mins): Handling team conflict

• Exec Summary (David Horsager): The Trust Edge: How Top Leaders

Gain Faster Results, Deeper Relationships, and a Stronger Bottom Line

• Video (4 mins): Who's Got Your Back?

• Video (2 mins): The Importance of Trust and Teamwork

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Do you view diversity as a performance advantage for Dell?

• How does your team show respectful behavior towards

others? What behaviors have you witnessed?

• Is diversity of background and experience leveraged for the

good of the organization’s objectives?

• In what ways do you appreciate people for their differences?

• What is the benefit of having a diverse team?

• What are barriers to diversity within the team? And what can

I do to break-down any barriers? What can we do as a team

to break-down barriers?

• Do you feel everyone has an equal voice on the team? Do

you feel comfortable interacting with the team? Why/why

not?

• Coordinate team members with diverse thinking styles, different

ways of exploring a problem and with varying skills and levels of

experience onto projects or teams.

• Intentionally build relationships with people who are different than

you.

• Communicate the importance of team members from diverse

backgrounds. Emphasize that everyone brings individual talents and

experiences in suggesting ideas that provide contribution in

adapting to fluctuating markets and customer demands.

My team has a climate in which different perspectives are valued

• Use the GlobeSmart team session to improve team engagement

• Video (3 mins): Dimensions of diversity

• Course (30 mins): Encouraging team communication & collaboration

• Course (27 mins): Bridging the diversity gap

• Course (60 mins): Appreciating differences

• Exec Summary (Jane Hyun et al.): Flex: The New Playbook For

Managing Across Differences

• Exec Summary (David Livermore): Driven by Difference: How Great

Companies Fuel Innovation Through Diversity

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• Video (3 mins): Celebrating and Rewarding Innovation

• Video (2 mins): Using Your “Onlyness” to Make an Impact

• Course (30 mins): Building innovation cultures and leaders

• Course (60 mins): Leading innovation

• Exec Summary (Tony Davila et al.): Making Innovation Work: How

to Manage It, Measure It and Profit From It

• Exec Summary (Josh Linkner): The Road to Reinvention: How to

Drive Disruption and Accelerate Transformation

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Reward effort as well as success. Even if some ideas sometimes fail,

you want your team members to continue sharing their ideas.

• Give your team members the autonomy they need to perform their

jobs and hold them accountable.

• Publicize team successes resulting from ‘doing things differently’.

Publicly recognize your team members so the whole team can share

in their accomplishments.

• Crowdsource innovative ideas from team members in and/or outside

your organization to find solutions for challenges.

• How do you currently reward creativity and innovation in

solving work-related problems?

• Have you encouraged specific activities and allocated time

for innovative sessions? Do you have innovation

discussions as part of regular team meetings?

• What kind of feedback can team members expect from you

when they offer suggestions to do things differently or

challenge the status quo?

• How can we as a team better celebrate and recognize

innovative ideas and accomplishments?

• I would like to do better at championing innovative ideas. Do

you have any suggestions on how we can better accomplish

our goals and serve our customers?

• What can I do, as your leader, to ensure that you feel

encouraged to share new ideas and solutions to challenges

we face as a team?

In my team, innovative ideas are recognized and celebrated

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Identify and track performance measures for your team. Regularly

provide feedback on results.

• Schedule regular 1x1s with your team members to discuss their work,

any problems they have encountered, and/or performance issues.

Develop a plan to correct.

• Work to identify team members doing good work, and use positive

reinforcement to encourage the behaviors and attitude you wish to

foster in the workgroup.

• Think about relationships within the team and identify any behaviors

that may be perceived as showing favoritism.

• How do you communicate behavioral expectations and

performance objectives?

• Do your team members know how you view their performance on

the job (good or bad)?

• Are certain team members’ performance/attitude limiting the

quantity and/or quality of work done by the remainder of the team?

• For team members who are not living up to performance

expectations, is it a skill issue (unable do the work) or an attitude

issue (unwilling do the work)?

• Are you fair and equitable in your treatment towards all team

members?

• Do you have a clear understanding on how your individual

and team performance is evaluated?

• What can we do as a team to better hold ourselves

accountable for our individual and shared goals?

In my team, we holds ourselves accountable to an exceptional standard of performance

• Performance management in Dell

• Dell template for setting performance & development goals

• Leader training on managing team member performance and career

• Exec Summary (Greg Bustin): The Key to Driving a High-Performance

Culture

• Exec Summary (Mark Samuel): Making Yourself Indispensable: The

Power of Personal Accountability

• Video (5 mins): Improving Accountability and Ownership

• Video (4 mins): How to Increase Accountability

• Course (120 mins): Working for your inner boss: personal accountability

• Course (24 mins): Developing a personal accountability framework

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Ask people with different perspectives for their input and

suggestions when identifying solutions to problems. Find ways to

incorporate and utilize suggestions and/or portions of suggestions

from those diverse perspectives and team members.

• Ask a trusted co-worker to give you feedback immediately after

meetings on how you facilitate discussion of issues and manage

differences of opinions among others.

• Intentionally build relationships with people who are different from

you.

• Do you model effective listening skills when discussing issues

with others who have different perspectives than you?

• Do your team members feel appreciated for their different

opinions or limited by them?

• Do you plan for diversity of experience or thought on your

project teams? Do you consistently seek out different

perspectives when facing an issue?

• Do you encourage your team members to challenge and debate

key issues and play the ‘devil’s advocate’?

• Do you feel pressured to agree with the rest of the team

even if you have a difference in opinion?

• Have you ever felt uncomfortable challenging or

disagreeing with me or anyone else in the team?

• What can I do to make everyone in the team more

comfortable to challenge my and others’ perspectives?

In my team, we are encouraged to challenge and debate key issues

• Course (60 mins): Challenges in facilitating

• Course (29 mins): Diplomacy and tact in challenging

situations

• Video (4 mins Improve Decision Making Through Debate

• Exec Summary (Kerry Patterson et al.): Crucial

Conversations: Tools for Talking When Stakes Are High

Exec Summary (Patrick Lencioni): The Five Dysfunctions of

a Team: A Leadership Fable

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• What can you do in the next three months to encourage

the evaluation of current team processes to simplify or

drive greater efficiency?

• Are there things your team is doing that are creating

unnecessary bureaucracy for them, or your customers?

• Are there things that you are doing that don’t seem value

add?

• Is there something we are doing that causes errors or

confusion?

• How can we systematically look at our work to simplify

things?

• Is there an area or process in our team's work that you

feel is too bureaucratic or complicated?

• If you were me, what areas would you seek to simplify

and eliminate unnecessary steps or complexity?

• What suggestions do you have for how we can simplify

our work to better accomplish our goals?

• Discuss during staff meetings barriers to current work streams.

As a team, brainstorm possible solutions and/or ways to simplify

the work.

• Encourage your team to challenge practices and processes.

Follow up with your team on their ideas.

• Continuously evaluate work processes in light of customer needs

and business objectives.

My team looks for ways to simplify and make it easier to get work done

• Course (23 mins): Using lean to perfect organizational

processes

• Course (15 mins): Staying balanced in a shifting world

• Exec Summary (Richard Koch): The 80/20 Manager: The

Secret to Working Less and Achieving More

• Video (2 mins): Why You Should Care About Simplification

Video (3 mins): Streamline Decision Making

• Video (3 mins): Seek Simplicity & You'll Get It

• Video (3 mins): Managing Complexity

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Watch the Culture Code video as a team during a staff meeting.

• Adopt the language of the Culture Code and bring it into all of your

talent conversations and decisions (hiring, performance,

development etc).

• Encourage your team to participate in Tell Dell and take action on

the feedback.

• Reward and recognize team members who embrace the Culture

Code to drive impact and results.

• Are you and your team members familiar with Dell’s

Culture Code?

• Do you look out for and recognize behaviors in your team

that exemplify Dell’s culture code?

• What have you done to ensure that your team prioritizes

the customer, integrity, innovation, results, and winning

together (i.e. collaborating)?

• Are you familiar with Dell’s Culture Code?

• How can we ensure that we incorporate the Culture Code

in our work?

• In what aspects of our work do you think we are making

the Culture Code real? Where can we do better?

My team makes our #CultureCode a real experience every day

• Dell’s Culture Code

• Culture Code discussion with your team

• Infographic on how the Culture Code came to life

• Forbes Article (Steve Price): Cracking the code on

leadership

My Overall Dell Experience section

Note: This section comprises guides for the questions in the “My Overall Dell Experience” section of the

survey

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• Dell Purpose: Purpose Video

• Introducing Dell Technologies: Introduction to Dell Technologies

• Exec Summary: The Power of Professionalism: The Seven

Mind-Sets That Drive Performance and Build Trust

• HBR article: Creating the best workplace on earth

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• How do you show your team members that what they do is

valued and contributes to the success of the organization?

• What is one thing you are most proud of when you tell

people you work at Dell? Have you shared this with your

team?

• What are you doing as a leader to foster a compelling and

vibrant team environment where people have a voice,

influence, and an opportunity to contribute in important

ways?

• My goal is to enable you to do your best work. What could

I do differently to help you do your best work?

• Do you feel like your work matters and that you are able

to make an impact? Why/why not? Let’s discuss.

• Do you know how Dell is helping our customers? Are you

aware of Dell’s philanthropic efforts in the community and

beyond? Let’s discuss.

• Look for ways to highlight how the team's work

meaningfully impacts the broader organization and our

customers.

• Recognize and reward your team members for their

achievements and ideas.

• Celebrate individual and team contributions by highlighting

them during staff meetings or 1x1s.

I am proud to work at Dell

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• Video (5 mins): Connect Vision to Action

• Video (3 mins): Being an Effective Change Leader

• Video (2 mins): Engagement is More than Motivation

Exec Summary (Rodd Wagner et al.): 12: The Elements

of Great Managing

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Do you feel like your work matters and that you are able

to make an impact? Why/why not? Let’s discuss.

• Do you understand how your work contributes to the

success of our organization?

• How can we better celebrate our team’s wins and

successes?

• Do you understand our organization’s strategy, approach

and direction and how you fit into this big picture?

• Conduct open forums and model transparency around potential

change. Explain to your team members why you are committed

to them and their work.

• During organizational change, continuously celebrate the

organization’s successes and communicate the benefits of the

change so that team members stay committed to the company.

• Reward and recognize team members for their performance,

efforts, and contributions.

I feel like part of the Dell team

• Does your team understand and believe in the

organization’s strategy, approach, or direction?

• How have you helped your team feel like a valuable part

of our integrated organization? How have you helped

your team to understand how their work contributes to the

success for our integrated organization?

• Do you publicly acknowledge and praise individual and

team contributions?

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• Dell Purpose: Dell Purpose Video

• Video (3 mins): Purpose As a Business Imperative

• Video (2 mins): The Power of Purpose to Persuade

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Are you familiar with Dell's purpose? Let's discuss.

• Do you feel like our work is aligned with Dell's purpose?

• Look for ways to highlight the importance and value of

Dell’s purpose in staff meetings.

• Make sure to prioritize and align work around Dell’s

purpose. Communicate the impact your team makes in the

broader organization.

• Familiarize yourself with Dell’s Culture Code.

Communicate the Culture Code to your team and act in

ways that exemplify the Culture Code.

• Are you aware of Dell’s purpose, strategy, and culture

code? Do you know how they benefit customers?

• Is your team focused on priorities that align Dell’s

mission/purpose?

• Does your team understand how their work fits within

Dell’s purpose?

I am really inspired by Dell’s purpose

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• Introducing Dell Technologies: Introduction to Dell

Technologies

• Exec Summary (Lawrence Hrebiniak): Making Strategy

Work: Leading Effective Execution and Change

• Exec Summary (Steven Covey): The 8th Habit: From

Effectiveness to Greatness

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• What information about Dell's performance in the

marketplace would you like to know more about?

• How do you feel about Dell's financial performance

relative to the market and competition?

• Do you have any questions about the direction and

business strategy of our company?

• Highlight positive external/customer feedback regarding

Dell’s position in the marketplace and strategic direction

during a staff meeting.

• Create a sense of meaningful purpose in your team's work.

Most team members want to feel they are engaged in

something 'larger than themselves.‘

• Communicate the company’s goals, direction, and strategy

routinely and keep sharing your vision for your organization

with your team members.

I have confidence Michael Dell and his team have the right strategy to win in the marketplace

• Do you communicate/cascade company messaging in a

timely manner? Is your team aware of Dell’s key

objectives? Do they have any questions or concerns?

• Do you understand the business well enough to articulate

it to your team members? How can you more effectively

communicate Dell’s positioning in the marketplace?

• How have you conveyed confidence in Dell’s leadership

team?

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• Positive Reappraisal Tool: Positive Reappraisal Tool

• TED Talk Video (12 mins): The happy secret to better work

• Exec Summary (Brian Klapper): The Q-Loop: The Art and

Science of Lasting Corporate Change

• Video (3 mins): Engaging and Reenergizing your Team:

Investing in Psychological Capital

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• How have you helped your team navigate through

uncertainty and ambiguity regarding Dell’s future?

• How do you demonstrate your own optimism for Dell’s

future?

• What experiences have you had in your career that help

you remain optimistic during challenging times? How can

you leverage and share those experiences to encourage

your team?

• Do you have any questions/concerns about Dell's future?

• Are you familiar with Dell's long-term strategy? Let's

discuss.

• Do you have any questions about Dell’s performance in

the marketplace? How can I help clarify your concerns

around this?

• Gather feedback from team members about anticipatory

changes needed to remain competitive. Consult external

data as well and devise a strategy that addresses future

needs.

• Discuss the long-term goals, strategy and growth

opportunities you see in Dell’s future. Illustrate how your

team's work fits within that future and the opportunity they

have to make a meaningful difference.

• Report both successes and failures with equal candor.

I am very optimistic about the future of our company

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• HBR Article: Eight ways to build collaborative teams

• Course (60 mins): Fostering effective communication and

collaboration

• Video (4 mins): Collaborative Leadership

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Do you trust and communicate effectively with leaders in

other departments? If not, why? What can you do to

improve the situation?

• What can be done to overcome cooperation and

communication barriers between teams? Where does

communication between teams break down?

• Are you aware of the goals and strategies of other

teams? Are there opportunities to create alignment or to

simplify?

• What can our team do to exemplify collaboration with

others?

• Who could our team collaborate with to create synergies

for our customers and for Dell?

• What teams or people do you need more collaboration

from? How can I assist in that relationship?

• Establish clear communication lines between your team and the

other teams in the organization.

• Develop networks across departments and be willing to share and

support information and resources.

• Encourage participation in planning among teams. This helps to

build trust among the members and results in the team 'buying in' to

the plan.

• When there are conflicting objectives with other teams, have a

candid conversation with all those who are impacted about how to

reach a solution that is a win for everyone.

At Dell, teams collaborate effectively with other teams to get work done

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Have you clearly defined what excellent customer service looks

like? Does your team know how it is evaluated and measured?

• Does your team understand how their work contributes to

helping our customers grow and thrive?

• Is your team aware of who their customers are - both external

customers and internal customers?

• Do you lead by example by demonstrating expected behaviors

and attitudes conducive to excellent customer relationships?

• In what ways do you consider the customer when creating

solutions and delivering results?

• Do you know who our customers are and how our work

impacts them?

• What steps can we take to better meet our customers’

needs?

• How can we better maintain a long-term, ongoing

relationship with our customers?

• What is hindering you from providing our customers a

level of service that is truly differentiated?

• Encourage your team to use their own creative thinking when

looking for ways to meet internal/external customer needs.

• Provide timely feedback on team members’ actions that impact

customers.

• Give recognition for exceptional service when it is displayed.

• Share customer (internal/external) feedback regarding your

team's work. Discuss ways to improve, if necessary.

At Dell, we value our customer relationships and treat them as our ultimate differentiator

• Exec Summary (Shari Harley.): How to Say Anything to

Anyone: A Guide to Building Business Relationships That

Really Work

• Course (60 minutes): Communicating to build trusting customer

relationships

• Course (60 minutes): Identifying & managing customer

experience

• Video (3 mins): Engage Your Customers To Grow Your

Business

• Video (2 mins): Let Customers Know You Are Listening

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Are you and your team familiar with all of Dell’s products

and services?

• Have you and your team used Dell’s products and

services?

• What can you do to familiarize yourself and your team

with Dell’s products and services?

• Are you familiar with all of Dell’s products and services?

• What do you like about our products/services?

• What don’t you like about our products/services?

• Schedule a guest speaker who can speak expertly about

Dell’s products and services during a team meeting.

• If possible, schedule a visit to Dell’s design center to view

the latest products.

• Share with your team links to information about Dell’s

products and services.

I would recommend Dell’s products/ services as the best a customer can buy

• Find out more about Dell’s products & solutions by

clicking on the ‘Products and Solutions’ tab

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Do I view diversity as a performance advantage for Dell?

• How does my team show respectful behavior towards

themselves & others? What behaviors have I witnessed?

• Is diversity of background and experience leveraged for

the good of the organization’s objectives?

• In what ways do I appreciate and value people for their

differences?

• What is the benefit of having a diverse team?

• What are barriers to diversity within the team? And what

can I do to break-down any barriers? What can we do as

a team to break-down barriers?

• Do you feel everyone has an equal voice on the team?

Do you feel comfortable interacting with the team?

Why/why not?

• Coordinate team members with diverse thinking styles, different

ways of exploring a problem and with varying skills and levels of

experience onto projects or teams.

• Intentionally build relationships with people who are different

than you.

• Communicate the importance of team members from diverse

backgrounds. Emphasize that everyone brings individual talents

and experiences in suggesting ideas that provide contribution in

adapting to fluctuating markets and customer demands.

At Dell, we see a diverse and inclusive workforce as a strength

• Diversity & Inclusion courses offered in Dell

• Use the GlobeSmart team session to improve team engagement

• Get involved in Employee Resources Groups (ERGs) in Dell

• Video (3 mins): Dimensions of diversity

• Course (30 mins): Encouraging team communication & collaboration

• Course (27 mins): Bridging the diversity gap

• Course (60 mins): Appreciating differences

• Exec Summary (David Livermore): Driven by Difference: How Great

Companies Fuel Innovation Through Diversity

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• Excellence@Dell: https://inside.dell.com/docs/DOC-224180

• Video (3 mins): Providing Positive Recognition

• Video (4 mins): How to Engage Your People to Win

• Video (3 mins): Rewarding employees for a job well done

• Exec Summary (Brian Tracy) : Full Engagement!: Inspire,

Motivate and Bring Out the Best in Your People

• HBR article: The Easiest Thing You Can Do to Be a Great Boss

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• How can you show your team members that what they do

is valued and contributes to the success of the

organization?

• Do you find ways to celebrate your team’s successes?

• Do you publicly acknowledge and praise individual and

team contributions?

• Do you actively communicate the value your team

members bring to the table?

• Do you feel like your work matters and that you are able

to make an impact? Why/why not? Let’s discuss.

• How can we better celebrate our team’s wins and

successes?

• If you were to show a customer or person that you value

them what would you do? How am I doing that?

• Do you understand how your work contributes to the

success of our organization?

I feel valued as a team member at Dell

• Celebrate individual and team contributions by highlighting

them during staff meetings or 1x1s.

• Schedule regular 1x1s with each of your team members.

Reserve some time to discuss non-work related topics.

Actively listen and show interest in what your team members

have to say.

• Pay attention to what motivates individual team members

and act accordingly.

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Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• Is your team familiar with all the resources available to

them to get their work done?

• What barriers have you helped to eliminate to deliver

results?

• How frequently do you evaluate current processes and

look for ways to simplify or improve?

• How can I support you in doing your best work for our

customers?

• What is the biggest challenge you face in your work

today?

• Is there a specific process or system that creates

unnecessary challenges for our team? What can I/we do

to improve the situation?

Dell has the systems and processes I need to do my job effectively

• When assigning tasks make sure team members feel

comfortable and confident to make decisions, secure and

deploy resources, etc.

• If resources are scarce, make sure team members

understand the reasons why (financial, staff shortages, etc.).

• Help your team members to know when they should reach

out for assistance when confronting or eliminating barriers.

• Encourage your team to challenge practices and processes.

• TED Talk (16 minutes): Listen, learn, then lead

• Exec Summary (John Maxwell): Good Leaders Ask Great

Questions

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• HBR article: Creating the best workplace on earth

• Video (3 mins): Hiring and Keeping Good People

• TED Talk Video (18 mins): How great leaders inspire

action

Questions to ask myself

Additional Resources

Things I can do

Questions to discuss with my team:

Actions I can take:

• What are your key frustrations about working in Dell? How

can we resolve them as a team?

• What could I do to help you achieve your career goals?

• My goal is to enable you to do your best work. What could

I do differently to help you do your best work?

• Discuss with your team members any concerns they may

have about their work or the organization. Seek to dispel

any doubts and/or alleviate concerns.

• Create an environment where your team members feel

comfortable discussing non-work related topics.

• Look for ways to share your optimism and enthusiasm for

Dell’s future.

• Does your team take pride in the work they do?

• Are you familiar with Dell's employee value proposition?

What does it mean to you and how can you leverage it as

a resource?

• Is your team familiar with Dell’s wins in the marketplace?

Do you they have a good understanding of the company’s

strategy and vision? How can you communicate that

effectively?

eNPS: I would recommend Dell as a great place to work to someone I know

What is most important for your career growth & development?

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Questions to ask myself

Things I can do

• How many attempts does it take for your team members to get in touch with you (via e-mail, voicemail, etc.)?

• Do you regularly establish a time with your team members to discuss work issues, problems they encounter, development

opportunities, and career goals?

• When was the last time you scheduled time to provide feedback to your team members? Is providing ongoing feedback to your

team members part of your leadership style?

• Are you available to your team members when they need to talk about the challenges they face at work?

Conversations with my leader

• Schedule 1x1s to discuss team members’ development plans, career goals, and advancement opportunities.

• Regularly establish a time with your team members to discuss work issues, development opportunities, career goals, etc.

• Provide real-time feedback to your team members as best as you can. If a team member performs a task exceptionally (or

poorly), provide feedback immediately

• When giving constructive feedback, offer suggestions for improvement and possible action steps.

• Informally check-in with your team members to learn about any challenges they may be facing and try to help them resolve

them as promptly as possible.

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Questions to ask myself

Things I can do

• Do people on your team have others they can talk to (e.g. peers, other leaders, etc.) in the company to help provide

perspective and advice?

• Have you connected your team members to peers or other leaders in the organization who could be a good mentor to them?

• Are you available to your team members when they need to talk about the challenges they face at work?

Conversations with my mentor/coach

• Look for opportunities for team members to receive mentoring or coaching from others in the organization. Each team member

is unique. Connect a team member with someone who you think will be good fit with him/her.

• Be a mentor to your team members and be available to them when they reach out for advice and assistance on their work and

career.

• Regularly establish a time with your team members to discuss work issues, development opportunities, career aspirations, etc.

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Questions to ask myself

Things I can do

• Do you provide opportunities for team members to attend external events such as conferences and other meet-ups?

• When is the last time that someone in your team represented the company at a conference?

• Do you know which of your team members are particularly interested in attending external events to represent the

company?

Representing Dell at conferences and other external events

• In 1x1s and career conversations with your team members, seek to understand if they aspire to represent the company at external

events and conferences. Where possible, put aside budget for the team member to present at external events like annual

conferences.

• Ask team members to send you a list of external events or conferences at which they would like to present. Get input from your team

members and do research on which conferences are the most impactful and worth the resources. Aim to send team members to the

conferences where Dell will get good visibility and where team members can gain the most insight about external trends in their

domain area.

• Schedule a time when team members can share what they have learned at an external event/conference with the rest of the team.

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Questions to ask myself

Things I can do

• How much visibility does each team member have with leadership and stakeholders?

• How often has your team presented their work to leadership?

• Do you actively introduce your team members to leaders or connect team members to others in the organization to form

potential working partnerships?

Getting in front of key decision-makers and meeting new people

• Be an ambassador for high performing team members and help them gain visibility within the company.

• Help team members connect. Introducing team members to key suppliers, customers or someone in senior leadership can help

make a team member's career and it doesn't cost anything.

• Have team members present their work to senior leadership when the opportunity arises.

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Questions to ask myself

Things I can do

• Do you find opportunities to raise the bar on expectations, stretch and challenge team members to think deeper, broader and

drive greater impact?

• Do you challenge your team members to consider alternative ways of doing things or other solutions?

• Do you allow your team members an appropriate level of autonomy in their work?

• Are many of your team members working on the same project year after year? How can you add variety to their work so that

they feel challenged?

New projects and new challenges

• Consider letting team members shadow or even swap projects or roles for continued development.

• Look for opportunities to assign stretch assignments to help team members develop additional skills.

• Give your top team members a chance to pick their own projects or trade tasks with a colleague. This is empowering and

rewards them at the same time.

• Give your team members the autonomy they need to perform their jobs and hold them accountable.

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Questions to ask myself

Things I can do

• Do you have career conversations with your team members regularly (at least quarterly) to understand each of their development

needs?

• Do you identify development opportunities jointly with your team members (e.g., in-house training, seminars, opportunities to work

on projects, etc.)?

• Do you know which formal trainings your team members are interested in attending?

Attending training and development programs

• Regularly establish a time with your team members to discuss work issues, development opportunities, career aspirations, etc.

• Understand what training programs exist for your team members. Connect with HR to find out more about the development

offerings within the company.

• Build individual development plans with your team members. Include jointly agreed upon expectations for new responsibilities

and development opportunities for the next performance period. These plans may include cross-training, additional education,

challenging assignments, cross-functional projects, etc.

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Questions to ask myself

Things I can do

• What are there growth opportunities for your team members within the company?

• Is the promotion or succession process transparent in your team and in the organization as a whole?

• Have you discussed requirements of career promotions with each team member? Are they aware what they need to do to

compete and win the next opportunity?

• Do you promote team members within your team or rely heavily on external hires to fill higher level positions?

Getting promoted

• Schedule regular 1x1s with each of your team members to discuss their personal and professional goals and career

advancement opportunities.

• Provide team members with realistic expectations about the chances of getting promoted. Be transparent when communicating

the criteria for promotions.

• Consider lateral moves to develop team members if promotion is not an option.

• Create equitable processes for team members to apply for and compete for desired promotions. Promotions should be based

on merit.

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Questions to ask myself

Things I can do

• Are many of your team members working on the same project year after year? How can you add variety to their work so that

they feel challenged?

• Do you understand the career aspirations of each of your team members?

• Do you encourage team members to pursue other roles within the company if they express strong interest in those domains?

• Do you promote team members within your team or rely heavily on external hires to fill higher level positions?

Taking on new roles

• Consider lateral moves (within or outside your team) to develop team members if promotion within the team is not an option.

• Encourage your team members to apply for another role within the company if you think it would be a great

career/developmental opportunity for your them.

• Give your top team members a chance to pick their own projects or trade tasks with a colleague. This is empowering and

rewards them at the same time.

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Questions to ask myself

Things I can do

• Do you have career conversations with your team members regularly (at least quarterly) to understand each of their

development needs and career aspirations?

• Have you worked with your team members to identify each person’s specific areas of strengths and development

opportunities?

• Do you identify development opportunities jointly with your team members (e.g., in-house training, seminars, opportunities to

work on projects, etc.)?

• Do your team members understand what they have skillsets they need to possess to advance in the company?

Having a development plan or career track

• Schedule 1x1s to discuss team members’ development plans, career goals, and advancement opportunities.

• Build individual development plans with your team members. Include jointly agreed upon expectations for new responsibilities

and development opportunities for the next review period. These plans may include cross-training, additional education,

challenging assignments, cross-functional projects, etc.

• Provide team members with realistic expectations about the chances of getting promoted. Be transparent when communicating

the criteria for advancement and promotion within the company.

• Understand team member strengths, development opportunities and career aspirations and assign work accordingly.

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Questions to ask myself

Things I can do

• Do team members hear about the success of their individual contribution only at year-end?

• How are team members recognized for superior performance?

• Do team members understand internal policies for rewarding individual contributors?

• Do you know what is important in terms of informal and formal recognition for your individual team members?

• How have you utilized your organization's formal recognition or rewards programs to acknowledge and/or celebrate wins or

superior performance?

Getting recognized for my work

• Reward great work in other ways rather than relying on salary dollars. Utilize public and written reward programs (e.g.,

personalized thank you notes) and provide flexible working options.

• Help team members connect. Introducing team members to key suppliers, customers or someone in senior management can

help make a team member’s career and it doesn't cost anything.

• Give your top team members a chance to pick their own projects or trade tasks with a colleague. This is empowering and

rewards them at the same time.

Appendix

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How is Employee Net Promoter Score (eNPS) calculated?

How likely would you be to recommend Dell as a great place to work to someone you know?

Employee NPS metric is calculated based on the following question in the Tell Dell Survey:

eNPS

% Promoters % Detractors

0 1 2 3 4 5 6 7 8 9

Detractors Passives Pomoters

1010

Survey participants are asked to provide a score between 0 – 10. Using the total number of responses, Dell calculates Employee NPS by taking the percentage of promoters minus the percentage of detractors:

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How are favorability scores calculated?

Favorability scores are calculated based on the percentage of respondents selecting “Agree” or “Strongly Agree” on a five-point rating-scale for an item.

eNPS

% Promoters % Detractors

0 1 2 3 4 5 6 7 8 9

Detractors Passives Pomoters

1010

My leader inspires me to do my best for Dell

In my work I always feel challenged to learn and grow

I am proud to work for Dell

Strongly

Disagree DisagreeNeither Agree

/ Disagree AgreeStrongly

Agree

Strongly

Disagree DisagreeNeither Agree

/ Disagree AgreeStrongly

Agree

Strongly

Disagree DisagreeNeither Agree

/ Disagree AgreeStrongly

Agree

Favorability Percentage

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What do the comparison scores in my report represent?

My TeamYour direct reports

My OrgAll team members rolling up to you

My L3 OrgAll team members rolling

up to your L3 leader

My BUAll team members rolling up to

your L2 leader (i.e. all team members in your business

unit)

Our CompanyAll team members in Dell

External ComparisonAverage score for other

similar-sized global companies across multiple industries

• IT Benchmark represents 30 IT companies

such as Google, Cisco, HP, Intel, Microsoft, etc.

• High Performing Benchmark represents 92

companies on Fortune's World's Most Admired

Companies or the Great Place to Work list

• Global Benchmark represents 41 global

companies with more than 50K employees

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Need additional support?

• Non-Executive Leaders: Submit an HR ticket with the subject “Tell Dell Action Planning Consultation” to get connected to a regional HR consultant near you for a 1x1 consultation.

• Dell legacy leaders should submit a MyHR case through the HR self-service

• EMC legacy leaders should submit an AskHR case

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Email communication template

Tell Dell Results

To: [Org] Team Members

We recently completed our first Tell Dell Survey as a new company where we asked all of you to share your feedback on your leadership, our culture, and your overall

experience as a team member at Dell. First and foremost, thank you to those of you who took the time to share your perspective. In our organization/On our team, X%

of invitees participated. Your voice is part of what makes our culture strong!

As you may recall, the survey covered “My Leader”, “Our Culture”, and “My Overall Dell Experience”. In addition, all participants were asked to rate how likely they are

to recommend Dell as a great place to work. We use these responses to calculate our team member NPS (eNPS). Overall, we had an eNPS score of X, which is X

points lower/higher than our company average of X. Most team members in our organization/team would recommend Dell as a great place to work for its [most

frequently selected tile], [second most frequently selected tile], and [third most frequently selected tile].

Our key strengths (top scoring questions) included:

• [top scoring item]

• [second top scoring item]

• [third top scoring item]

Our key opportunity areas (bottom scoring questions) included:

• [lowest scoring item]

• [second lowest scoring item]

• [third lowest scoring item]

I am encouraged by your participation and pleased with our overall results. I am committed ensuring we have an action plan in place to optimize our strengths as well

as improve upon our opportunities. Stay tuned for updates on the areas of focus and our progress.

Thank you for all that you do to make our Culture Code real and to make our team and our company a great place to work.

Leader Name