Presented by: Nancy Weidenfeller, Ed.D.,
Principal Consultant and Executive Coach
2nd Annual Hamline University Women in Public Service Conference What Makes a Good Manager: Exercising Influence and Building Relationships
November 15, 2013
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Objectives
Participants who complete this session will: • Understand the Six Elements of Leadership
Presence™ • Use an influence map to identify effective
strategies for creating alignment and buy-in from key stakeholders
• Understand the preferred communication styles of key stakeholders
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Who We Are
Founded in 1981 and built on the belief that
Leadership Matters Very First Client is Still an Active Client
Work with over 60% of MN Fortune 500
Diverse Client Base High growth organizations Companies implementing critical talent strategies Medium to Fortune 100
Strategic Global Alliances Asia Pacific European Union
US-based with international
reach Headquartered in Minneapolis Fifth Street Towers
Headquartered in Minneapolis Fifth Street Towers
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What We Believe
Leadership Matters Leadership is Complex Great Leaders Evolve The Leadership Pipeline Concept is Critical
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The Talent Pipeline –Organizational Context
Based on The Leadership Pipeline by (Charan, Drotter, & Noel, 2001)
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MDA Leadership Competency Model
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Leadership vs. Management
Leadership and management share some characteristics, but each is also separate and distinct.
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” (Northouse, 2007)
Management “focuses on the activities of planning, organizing, staffing, and controlling.” (Northouse, 2007)
The effective leader is versatile and uses leadership and management practices to achieve high quality short- and long-term results.
“The manager does things right, the leader does the right thing.” Warren Bennis
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Balance of Leadership and Management Practices
Leadership Management Leading People Focus Managing Work
Future View Present Long-term Planning Horizon Short-term Influence Source of Power Authority
Vision Communicates Objectives Strategy Emphasizes Execution Change Creates Stability People Develops Processes
Alignment Builds Commitment Progress Measures Results
Development Provides Coaching for Performance
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Successful Leaders
Good interpersonal skills Clarity and conviction around personal
values and beliefs Maintain composure under stress Handle mistakes with poise Focused problem solvers Diverse career paths
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Derailment Factors
Problems in interpersonal relationships Problems in developing people and the team Failure to take a broad view, “functional prejudice” Lack of openness to new or different ideas Lack of reliability, follow-through, or accountability Lack of independence and
self-sufficiency Failure to learn from mistakes Source: Center for Creative Leadership
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An important quality that gives others confidence and helps followers feel well led. At the core, is credibility. It is about how leaders carry themselves and how that relates to the loyalty, performance and engagement of the people important to their success.
“The secret to having a commanding presence isn’t about personal power, but about empowering others.”
Ken Blanchard, Co-author of ‘The One Minute Manager®
Leadership Presence & Influence
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Group Discussion
Discuss the following questions:
• What is Influence?
• What is Leadership Presence?
• How have you seen Influence and Leadership Presence interact to help someone be successful or to limit their impact?
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Competence is not enough anymore.
• About 15% of one’s financial success is due to technical knowledge.
• About 85% is due to skill in human engineering (personality and the ability to lead people).
It is becoming a performance requirement.
• A recent Monster.com search revealed that more than 200 jobs listed “leadership or executive presence” as one of the position requirements.
It is about relationships.
• Leaders who get results can connect emotionally.
Six Elements of Leadership Presence™
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Strategic Positioning
Convey a vision Create confidence that there
is a plan Identify and convey key messages Have a “strategic story” that connects our area’s work to
business initiatives Recognize and take advantage of opportunities to get
your message across
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First Impressions
Welcoming demeanor Firm, inviting handshake Eye contact Active engagement with others Genuine interest in others; ask questions Positive attitude Comfortable and confident, but not arrogant
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Interpersonal Awareness
Aware of non-verbal impact on others Approachable; act in ways that invite others in Connect with people; show appreciation Show enthusiasm, energy, and passion Express feelings appropriately; manage emotions during
intense interactions Modify approach to others based on in-the-moment
feedback
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Interpersonal Awareness
Open and receptive; do not get defensive Listen more than talk; seek and use feedback Minimize distractions during conference calls and other
interactions that are not face-to-face Modify tone of voice to convey meaning during remote
interactions when facial expressions and body language cannot be seen
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Communication
Effective written and verbal communication Tailor message and delivery to audience Practice “no surprises” and “heads up” Close the loop with people No language / grammar mistakes Straightforward and direct; clear, concise tone Well organized in thoughts and ideas
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Physical Presence
Poised, upright posture Stable, balanced when standing / sitting Free of distracting habits Convey confidence Appropriate attire for the situation
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Presentation Skills
Comfortable with environment; capture attention Show personality; a natural style Well prepared; in command of subject and thoughts Use highs and lows of voice; clear and concise tone
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Presentation Skills
Avoid umms, ahhs, and other speech “pauses” Move to hold attention; understand power positions Use storytelling to engage the audience Understand the targeted audience; tailor delivery
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Exercise
Reflect upon the Six Elements of Leadership Presence™ What are 1-2 strength areas that you can leverage? What are 1-2 areas of opportunity? Share your reflection with a partner at your table.
Tool: Influence Map
Bedfellows
Adversaries Opponents
Allies
Fence Sitters
HIGH
HIGH
LOW
HIGH
HIGH
Bedfellows
Adversaries Opponents
Allies
Fence Sitters
LOW
Adapted from: Block, Peter.
The Empowered Manager: Political Skills at Work. Jossey-Bass Inc., San Francisco, 1987.
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Influencing Stakeholders
Allies: High Trust/High Agreement • Treat them like insiders
Opponents: High Trust/Low Agreement • See them as valuable assets
Adversaries: Low Trust/Low Agreement • Clarify, let go, preempt damage
Bedfellows: Low Trust/High Agreement • Move them to allies by developing the relationship
Fence Sitters: Moderate Trust/Unclear about Agreement • Push for commitment
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5 Basic Questions for Influence Mapping
1. Who are the key stakeholders?
2. What kind of relationship do I have with each?
3. What is each person’s level of alignment with my initiative?
4. What’s in it for this stakeholder to become an ally?
5. What significant relationships exist among these stakeholders?
Map Your Key Stakeholders
Name Map Space WIIFM
(what’s in it for me) Relationships Profile Strategy Actions
Understanding Your Stakeholders’ Profiles
Open
Direct Indirect
Guarded
THINKER
Key Word: HOW
DOER
Key Word: NOW
FEELER
Key Word: WE
TALKER
Key Word: ME
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Indirect • Speech somewhat slow
and deliberate • Voice inflection not used to
make points • Poses most comments in a questioning way
Guarded • Little use for small talk • Facial expressions and gestures fairly low key • Demeanor generally serious
Thinker
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Indirect • Speech somewhat slow and deliberate • Voice inflection not used to make points • Poses most comments in a questioning way
Open • Quick to engage in conversation • Interest is more in personal issues than in data • Responses tend to be animated
Feeler
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Open • Quick to engage in conversation • Interest is more in personal issues than in data • Responses tend to be animated
Direct • Tends to dominate conversations; asks few questions • Questions asked in a forceful way • Strong tone of voice
Talker
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Direct • Tends to dominate conversations; asks few questions • Questions asked in a forceful way • Strong tone of voice
Guarded • Little use for small talk • Facial expressions and gestures fairly low key • Demeanor generally serious
Doer
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What’s Your Profile?
Identify where you are on the “personality profile grid”. What evidence can you give that this is your preferred
style?
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Summary
Presence and Influence are important skills for being an effective leader.
Understanding your current level of influence with stakeholders helps identify specific action to take.
Crafting your “story” and “influence tactics” to the personalities of stakeholders will make your interactions more compelling.
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Wrap Up and Close
Identify one or two new learning that you will apply immediately.
Share key learning.
Thank you!