Poised for Leadership With Jo Miller. Copyright 2015, Women’s Leadership Coaching, Inc. Jo Miller Founding Editor of BeLeaderly.com and CEO of Women’s

Poised for LeadershipWith Jo Miller

Copyright 2015, Women’s Leadership Coaching, Inc.

Jo Miller

• Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc.

• Helps aspiring women leaders create a roadmap for their career advancement.

• Has traveled widely in Europe, Asia Pacific, and the Middle East to deliver keynotes and teach workshops for conferences, professional associations, and corporate women’s initiatives.

• A leading authority on women’s leadership, Jo delivers more than 60 speaking presentations annually to audiences of up to 1,200.


I HAVE SOME UNIQUE

KOALAFICATIONS


The aspiring leader’s quandary

You can’t get a higher-level job without leadership experience…

But you can’t get leadership experience without the job.


You can’t afford to wait…

Don’t wait for permission or an invitation to lead.

Don’t wait for someone to promote you.

Take charge of your own career trajectory!

Are you the best kept secret in your organization?

Core Competencies for Aspiring Leaders

Organizational AwarenessSphere of InfluenceInfluencingLeadership BrandVisibilitySelf-Leadership

GOALS FOR THE WORKSHOP

INTRODUCTIONS:Why are you here?


Introductions

1) Name

2) Role

3) Goal/s for the workshop

4) Something we wouldn’t guess about you…


What is leadership?


A leader is someone who…

Leads by example.Is goal-focused.

Strives to accomplish what they commit to do.Takes ownership.

Has a vision & passion to make things happen.Is able to influence, inspire, motivate & empower.

Enjoys seeing others succeed.Brings out the best in people.

Helps others to shine.

#PoisedforLeadership

@jo_miller

Organizational Awareness


Office politicsDo you enjoy playing the game?

You can’t afford to ignore office politics.

Only 12% of this group agree that “I know how to navigate office

politics in a positive and

effective way.”

In LinkedIn’s 2013 survey of 954 professional

women, 23% said office politics as

their biggest frustration.

Many women managers find

engaging in office politics to be difficult and painful. Some

view it as “evil”. — Ruderman and Ohlott, 2002.

So why not just ignore it?


“…avoiding (office) politics altogether can be deadly for your career.

Every workplace has an intricate system of power, and you can — and should —

work it ethically to your best advantage.”

— Erin Burt, Seven Career Killers.

Those who are politically savvy

Have better career prospects

Have better career trajectories

Are seen as more promotable

Are less likely to derail

“Women and Political Savvy,” Leslie and Gentry, 2012.

4 competencies of the positively politically savvy:

Social astuteness

Interpersonal influence

Networking ability Sincerity

“Development and Validation of the Political Skill Inventory,” Florida State University Foundation, 2005.

Who do you know who does this well?

What qualities or characteristics do they have?


Office Politics

Organizational Awareness:

Being an astute observer of the communication and relationships that

surround you in your organization.

The Org Chart

The Shadow Organization Map

The Org Chart

Relationships

Relationships Influence

Relationships Influence Coalitions

Relationships Influence Coalitions

Relationships Influence Coalitions Key Influencers

Relationships Influence Coalitions Key Influencers Verticals

What are some ways to gather information to map your shadow organization?

I. In face-to-face interactions

II. Virtually

Exercise

Every organization has unwritten, unspoken “Rules of the Game”.

1) Identify some “rules of the game” in your organization.

2) What are ways to navigate ethically and effectively within these rules?

Exercise

This presentation is available

BeLeaderly.com/nov17

Sphere of Influence

The most important asset you will build in your career:

Your network

(Your “Sphere of Influence”)


“It’s not enough to have a bright idea.

I have seen too many projects led by great, passionate people fail because

they tried to be the lone influencer. You have to get the right people in the boat with you. You have to engage the

entire human fabric.”

Sophie Vandebroek, CTO, Xerox

A Networking Success Story

• A more senior job opening that was not officially announced

• Encouragement to apply, though she felt under qualified• Personal introduction to the hiring decision-makers• Insider information about the skills and qualities

necessary to succeed in the job• Consulting advice to answer interview questions she felt

unprepared for• Advocacy of people in the hiring committee’s

inner circle of key influencers.

Your Strategic Networking Plan

WHO

With whom will you build relationships?

HOW

How will you build those relationships?

WHO HOWSue G.

Andy L.

Sue’s right hand

Andy’s boss

Attend end-of-quarter BBQ. Follow-up to request an informational meeting.

Arrive early/stay late for staff meetings. Investigate volleyball team.

Invite for lunch/coffee.

Ask HR for invitation to next executive coffee gathering.

1) Identify your WHO: With whom will you build relationships?

2) Identify your HOW: How will you build relationships with them?

Exercise

5 Key People to Havein Your Network

• A true ‘people person’• Puts others at ease• Knows (and gets along with) everyone• Loves to opens doors & make introductions• Provides connections to networks, resources

and opportunities.

1. The Connector

• Strives to keep a finger on the pulse• Stays current on organizational and industry

issues• Knows about changes before they occur or

are made official• Filters useful information from gossip or

‘noise’• Has information in advance about new

projects, opportunities, re-orgs, resource allocations, budget changes, etc.

2. The Informational Powerhouse

• Not necessarily high-level or high-profile • Has the ability to make things happen• Gets people on board with ideas and

initiatives• Gains agreement and collaboration from

teams• Has a voice with senior leadership• Their early support can guarantee the

success of your initiatives• Their advocacy can get you noticed.

3. The Influencer

4. The Mentor

4 S’s of Mentoring Successes

Stories

SituationsSelf-

awareness

Skill-building


“There is a special kind of relationship—called sponsorship—in which the mentor

goes beyond giving feedback and advice and uses his or her influence with senior

executives to advocate for the mentee.

Our interviews and surveys alike suggest that high-potential women are overmentored

and undersponsored relative to their male peers—and that they are not advancing in

their organizations.”

Why men still get more promotions than women - Harvard Business Review

5. The Sponsor


“A sponsor is someone who will use their internal political and

social capital to move your career forward within an organization. Behind closed doors, they will

argue your case.”

Cindy Kent, General Manager, 3M


Qualities of a good sponsor

1. Senior leader with influence

2. Well-respected, credible

3. Familiar with your strengths

4. Has a track record of developing talent

5. Provides exposure opportunities for protégés

6. Provides ‘air cover’ from negative or damaging publicity.


“Are all your advocates in the management chain

directly above you? I recommend that everyone

have three to four advocates outside of their direct management chain.”

Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel


Attracting the attention of an influential sponsor

1. Outperform!2. Make your value visible3. Observe the protocols: how does sponsorship work in

your organization’s culture?4. Ask which leaders have a strong track record of

developing talent5. Network across your organization and beyond your

direct management chain6. Look for exposure opportunities to work with or work

for senior leaders7. Have clarity about your career goals8. Share your career goals with your leaders.

“Sponsorship can come to you in different ways.

You never know who is watching you, so be “sponsor-ready” at all times.

Millette Granville, Director, Diversity and Inclusion, Delhaize Group

5 Key People to Have in Your Network

1) The Connector

2) The Informational Powerhouse

3) The Influencer

4) The Mentor

5) The Sponsor

Influence

“In my company, influencing skills are the single most

important success factor after knowing your job.”

JoAnna Sohovich, President, Industrial & Automotive Repair, Stanley Black & Decker


Are influence and power good, or bad?






Try to influence a situation

Become a person of influence


The Fundamental Truth about Influencing…


Dog Psychology Center


The Fundamental Truth about Influencing…

Our behavior teaches

people how to treat us.

“You can influence others in every conversation you have.

In a subtle way, we convey our confidence and professionalism in every interaction that we have with

co-workers, customers, superiors and subordinates.”

Laurie Oare, Division President

U.S. Foodservice


Characteristics of arole model of influence


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s

6 Sources of Influence


Positional Influence

The influence inherent in your job title and role.


Building positional influence

• You have an important job – people need to know!

• Seize all opportunities to educate others about your role, and how you can help

• Create your 30-second commercial.


30-second commercial

1) Name2) Job title3) I am responsible for a, b, c.4) Come directly to me when you need x, y, z.

“There is a myth that the higher you go in the organization and the more positional authority you gain, that you just have to say “do it” and

people get it done.

I hate to bust your bubble.”

Dr. Cecilia Kimberlin, VP QA, Regulatory Affairs and Compliance, Abbott


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



Expertise Influence

The influence that comes from your background, qualifications, experience and accomplishments.


Make your expertise visible

Early career• Promote your accomplishments

Mid-level• Volunteer for high-profile assignments• Lead committees and task forces

Senior-level• Build your “brand” as an industry leader• Speak on panels, at conferences, and in

the media


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



Resources Influence

Negotiating the resources you need to do your job well.


Build your resources influence

Early Career• Become a good negotiator• Learn leading without authority

Mid-level• Suggest special projects as developmental

opportunities for others• Understand how finances and budgets work

Senior-level• Be a mentor, sponsor, and talent scout


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



Informational Influence

Having a finger on the pulse of what is going on in your organization, industry, and profession.


Be an informational powerhouse

• Have some go-to sources of information.• Pay attention to new projects, opportunities,

re-orgs, personnel changes, resource allocations, budgets, technology, innovations, market intelligence, legislation, etc.

• Network with other “informational powerhouses”.

• Filter useful information from gossip or noise.


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



Direct Influence

Being firm, professional and direct when someone’s behavior is detrimental to the team or the organization.

(The 1% rule)


Effective use of direct influence

• Be firm, fair and professional• Be direct and concise while delivering

tough news• Explain what was unacceptable and why• Share your vision of their future potential


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



Relationships Influence

The influence that comes naturally with having a network of authentic relationships across your organization, industry, and profession.


The most important asset you will build in your career

Your Network

(Your “Sphere of Influence”)


“It’s not enough to have a bright technical idea.

I have seen too many projects led by great, passionate people fail because

they tried to be the lone influencer. You have to get the right people in the boat with you. You have to engage the entire

human fabric.”

Sophie Vandebroek, CTO, Xerox


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s



Self-evaluation

• What are your strong sources of influence?

• Which do you want to strengthen? How?


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationship

s


“… a really great piece of advice I learned early on in my career and I’ve used

continuously: never let an organization’s structure get in the way of achieving results.

I’ve found that one needs to operate inside and outside of the structure, with a positive

attitude, always moving forward, filling in the gaps where needed.”

Vivian Banta, Vice Chairman, Insurance, Prudential Financial.

Personal Action Plan

Documents

Poised for Leadership With Jo Miller. Copyright 2015, Women’s Leadership Coaching, Inc. Jo Miller Founding Editor of BeLeaderly.com and CEO of Women’s