POISED FOR LEADERSHIP Jo Miller, CEO, Women’s Leadership Coaching, Inc.

transcript

POISED FOR LEADERSHIP

Jo Miller, CEO, Women’s Leadership Coaching, Inc.

WELCOME

Audrey Van BelleghemDirector, CTO Office Strategic Programs

Jo Miller, CEOWomen’s Leadership Coaching, Inc.

Over 13 years providing leadership coaching and seminars Coached hundreds of women worldwide Seminars for women’s networks at eBay, Microsoft, KPMG, Intel, Oracle, Alcatel-Lucent, Nortel, Rockwell Collins, UBS, and moreSilicon Valley’s “Women of Influence”, 2008.

THE EMERGING LEADER’S QUANDARY:

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

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

Are you the best-kept secret in your organization?

Core Competencies for Emerging Leaders

Organizational AwarenessSphere of InfluenceLeadership BrandVisibilityInfluencingSelf-Leadership

GOALS FOR THE WORKSHOP

INTRODUCTIONS:Why are you here?

Introductions

1)Name2)Company & role3)Goals for the workshop4)Something we wouldn’t guess about you…

What is leadership?

A leader is someone who:Has the ability to motivate others, inspire a common vision, drive

change, and make an impact.

Has charisma, passion, vision, and the courage to take risks.

Speaks clearly and concisely about complex topics, has the ability to problem-solve and knows what actions to take in difficult

situations.

Sees a goal, the path to the goal, and is energized by the opportunity to influence, guide and motivate others to accomplish

the goal.

Has the ability to make a positive contribution.

Makes a difference, leads change, gets stuff done.

ORGANIZATIONAL AWARENESS

OFFICE POLITICS

Do you enjoy playing the game?

“…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.

Office Politics

Organizational Awareness

Office Politics

Organizational Awareness

Being a savvy observer of the communication and relationships that

surround you in your organization

The Org Chart

THE ORG CHART

Doesn’t tell the full story

THE SHADOW ORGANIZATION

The Org Chart

Relationships

Relationships Influence

Relationships Influence Coalitions

Relationships Influence Coalitions Key Influencers

Relationships Influence Coalitions Key Influencers Verticals

EXERCISE:

• Map your shadow organization

EXERCISE:

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

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

EXERCISE:

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

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

SPHERE OF INFLUENCE

The most important asset you will build in your career:

Your network

AKA 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 Vanderbroek, CTO, Xerox

The McKinsey Leadership Project:“What drives and sustains successful female

leaders?”

• CONNECTION:“People with strong networks and good

mentors enjoy more promotions, higher pay, and greater career satisfaction”

Inner circle

Middle circle

Inner circle

Middle circle

Inner circle

Outer Circle

Middle circle

Inner circle

A Networking Success Story

1. A more senior job opening that was not officially announced

2. Encouragement to apply, though she felt under qualified3. Personal introduction to the hiring decision-makers4. Insider information about the skills and qualities

necessary to succeed in the job5. Consulting advice to answer interview questions she felt

unprepared for6. 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 HOW

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 klatch.

EXERCISE:

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

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

5 Key People to Have in Your Network

The Connector:

A true ‘people person’ Puts others at ease Knows (and gets along with) everyone Loves to opens doors & make introductions Watch them, and learn!

The Informational Powerhouse:

Strives to keep a finger on the pulse Loves to stay current on organizational issues Knows about changes before they occur Filters useful information from gossip or ‘noise’ Has information in advance about new projects,

opportunities, organizational reshuffles, resource allocations, budget cutbacks, etc.

The Influencer:

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.

The Mentor:

Seasoned and respected Advises on how to navigate situations Gives honest feedback and critique Can sponsor you, open doors, and connect you with

opportunities.

“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

The Senior Leader Sponsor

Your manager’s peers, and above Have the power to accelerate your career development Help you align your work effort with your organization’s

strategic goals Attract recognition for your work Connect you to special projects, special task forces and

committees, and promotions.

5 Key People to Have in Your Network

1.The Connector 2.The Informational Powerhouse3.The Influencer4.The Mentor5.The Senior Leader Sponsor

LEADERSHIP BRAND

The Perception Gap

“Be famous for something!

Know what is your claim to fame.”

- General Manager.

The 3 Essential Elementsof a Great Personal Brand

What are you passionate about?

What does your company and/or industry need and value?

What are your skills & talents?

EXERCISE:

What is your ideal career niche?

“Be authentic about your own leadership style. Don’t try to change it.

Own it. Communicate it. Put a brand on it. Put a value on it.”

- Dr Rohini Anand, SVP, Global Chief Diversity Officer, Sodexo

“I'd like to believe that I'm known as one who identifies, nurtures, and catalyzes talent, that gets things done with both

courage and compassion.”

- Claire Babineaux-Fontenot, J.D., L.L.M., Senior Vice President & Chief Tax

Officer, Wal-Mart

“I'd like to believe that I'm known as one who identifies, nurtures, and catalyzes talent, that gets things done with both

courage and compassion.”

- Claire Babineaux-Fontenot, J.D., L.L.M., Senior Vice President & Chief Tax

Officer, Wal-Mart

Financial analystchange agent

Program directorgo-to person for strategy

Software engineersubject matter expert and thought leader

Your brand should evolve at different points in your career

“Make your brand scalable”

- Krista Thomas, former VP, Marketing & Communications, The Calais Initiative,

Thomson Reuters

Your brand must evolve as you develop your career

Entry-level brandsValuable contributor. Team-player. Specialist. Go-to person. Subject matter expert.

Mid-level brands Strategist. Innovator. Change agent. People motivator. Project leader.

Senior-level brands Visionary. Leader who develops leaders. Charismatic leader. Quiet Leader.Delivers business results.

EXERCISE:

What is your leadership brand?

“When I'm in the throes of a difficult decision, I often go back to that (brand) statement, and test my

reaction to the situation by the statement. Does my reaction measure up to who it is that I represent

myself to be?

There have been moments in which I was going to pursue a course that was not particularly courageous

but was expedient; and I realized that that was not what I stand for. I regrouped and refocused and proceeded in a way that was more courageous.”

- Claire Babineaux-Fontenot, J.D., L.L.M., Senior Vice President & Chief Tax Officer, Wal-Mart

PERSONAL ACTION PLAN

This presentation is available at:

www.womensleadershipcoaching.com/

mar6.htm

POISED FOR LEADERSHIP Jo Miller, CEO, Women’s Leadership Coaching, Inc.

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