Leadership- It begins with Leadership- It begins with YouYou
Building Corporate Savvy, Leadership Presence, Building Corporate Savvy, Leadership Presence, Establishing Work/Live Balance, Incorporating Establishing Work/Live Balance, Incorporating Creative Conflict Management, and Building Creative Conflict Management, and Building
Leadership LegacyLeadership Legacy
Corporate SavvyCorporate Savvy
Do you have it?Do you have it?
Corporate Savvy: What is the Corporate Savvy: What is the Objective of Your Corporate Objective of Your Corporate “Game”?“Game”? Do you know the objectives of your Do you know the objectives of your
team/group?team/group? Do you know how the “score” is Do you know how the “score” is
kept?kept? How do you know you’ve “won”?How do you know you’ve “won”?
Rules to RememberRules to Remember
Be a crucial AssociateBe a crucial Associate Develop Crucial AssociatesDevelop Crucial Associates Be conscious of the “Cues”Be conscious of the “Cues” Look like a leaderLook like a leader It’s not what you know: It’s who knows you It’s not what you know: It’s who knows you
know.know. MAKE DECISIONSMAKE DECISIONS Be flexible and adaptableBe flexible and adaptable Understand your Corporation’s ValuesUnderstand your Corporation’s Values
Workplace Types Workplace Types
Those who make things happenThose who make things happen Those who watch things happenThose who watch things happen Those who wonder what happenedThose who wonder what happened
Corporate Savvy: Corporate Savvy: Recommended ReadingRecommended Reading Changing the Corporate LandscapeChanging the Corporate Landscape. Jean . Jean
M. OtteM. Otte Peak PerformersPeak Performers. Charles Garfield. Charles Garfield Working with Emotional IntelligenceWorking with Emotional Intelligence. .
Daniel GolemanDaniel Goleman What Got You Here, Won’t Get You ThereWhat Got You Here, Won’t Get You There. .
Marshall GoldsmithMarshall Goldsmith Survival of the Savvy: High-Integrity Survival of the Savvy: High-Integrity
Political Tactics for Career and Company Political Tactics for Career and Company SuccessSuccess. Rick Brandon and Marty Seldman . Rick Brandon and Marty Seldman
Leadership PresenceLeadership Presence
Power-Up Your “It” FactorPower-Up Your “It” Factor
When You Can When You Can ConquerConquer Yourself, Yourself, You Can You Can ConquerConquer the World the World
Leadership Presence: Leadership Presence: What Is The “It” Factor?What Is The “It” Factor? CharacterCharacter PresencePresence AssertivenessAssertiveness CourageCourage What’s your definition? Who has “It”?What’s your definition? Who has “It”? What’s at StakeWhat’s at Stake
– CredibilityCredibility– EffectivenessEffectiveness– SuccessSuccess
When You When You CanCan ConquerConquer Yourself, You Yourself, You CanCan ConquerConquer the World.the World.
What Is Your Leadership What Is Your Leadership Presence?Presence? What helps and hinders you? What helps and hinders you? What is your ideal leadership What is your ideal leadership
presence?presence? What are your self-conscious What are your self-conscious
(automatic) responses?(automatic) responses? What is your leadership presence area What is your leadership presence area
of strength?of strength? What is your leadership presence area What is your leadership presence area
of development?of development?
Role of the LeaderRole of the Leader
Leaders focus on relationships, Leaders focus on relationships, communication, “How” things get done – communication, “How” things get done – Rapport building relationships.Rapport building relationships.
Tasks focus on Results, Bottom Line, Tasks focus on Results, Bottom Line, “What” needs to be done – Capability and “What” needs to be done – Capability and Confidence.Confidence.
Ultimately, leaders must balance between Ultimately, leaders must balance between “Task” and “People” focus requiring a “Task” and “People” focus requiring a combination of capability and relationship combination of capability and relationship building.building.
Leadership Presence: Leadership Presence: Recommended ReadingRecommended Reading Leadership Presence: Dramatic Techniques To Leadership Presence: Dramatic Techniques To
Reach Out, Motivate, and InspireReach Out, Motivate, and Inspire. Linda . Linda Halpern Belle, and Kathy LubarHalpern Belle, and Kathy Lubar
Play Like a Man, Win Like a WomanPlay Like a Man, Win Like a Woman. Gail . Gail EvansEvans
The Four Powers of Leadership: Presence, The Four Powers of Leadership: Presence, Intention, Wisdom, CompassionIntention, Wisdom, Compassion. Davide Kyle. Davide Kyle
Nice Girls Don’t Get The Corner OfficeNice Girls Don’t Get The Corner Office. Lois . Lois Frankel, Ph.D. Frankel, Ph.D.
Work Life BalanceWork Life Balance
It’s something you do, not It’s something you do, not something you havesomething you have
Work Life Balance- Work Life Balance- What’s Your Problem?What’s Your Problem?
Are you a perfectionist?Are you a perfectionist? Are you driven by distractions?Are you driven by distractions? Do you procrastinate?Do you procrastinate? Are you a yes-person?Are you a yes-person?
Achieving Balance Achieving Balance
BarriersBarriers– Desire for spontaneityDesire for spontaneity– Negative Mental Programming and Self Negative Mental Programming and Self
LimitationLimitation Know what is importantKnow what is important Eliminate Time WastersEliminate Time Wasters Ask yourself – How do I……?Ask yourself – How do I……?
Work Life Balance: Work Life Balance: Recommended ReadingRecommended Reading Coming Up for AirComing Up for Air. Beth Sawi. Beth Sawi Don’t Sweat the Small Stuff at WorkDon’t Sweat the Small Stuff at Work. .
Richard CarlsonRichard Carlson One Minute for YourselfOne Minute for Yourself. Spenser Johnson. Spenser Johnson Life Is Not Work, Work Is Not Life: Simple Life Is Not Work, Work Is Not Life: Simple
Balance in a 24/7 World.Balance in a 24/7 World. Robert K. Robert K. Johnston and J. Walker Smith Johnston and J. Walker Smith
Help, I’m Drowning in EmailHelp, I’m Drowning in Email, Elizabeth , Elizabeth Weinstein, Wall Street JournalWeinstein, Wall Street Journal
Creative Conflict Creative Conflict ManagementManagement
Creative Conflict Management: Creative Conflict Management: What Causes Conflict?What Causes Conflict?
Types of Issues Types of Issues Task – Policies, procedures, resources, roles, Task – Policies, procedures, resources, roles,
responsibilitiesresponsibilities People – Communication, intentions, People – Communication, intentions,
emotions – fear or anger, relationship, emotions – fear or anger, relationship, history, patternshistory, patterns
CausesCauses Roles, Outcome, MethodsRoles, Outcome, Methods Values, Approaches, FearValues, Approaches, Fear
Factors which Affect CausesFactors which Affect Causes
What’s That About?What’s That About?
Where’s that emotion coming from?Where’s that emotion coming from? Ask yourself where the emotion is coming Ask yourself where the emotion is coming
from.from. Ask others when you sense emotions to Ask others when you sense emotions to
understand their interest or position.understand their interest or position.
Position vs InterestPosition vs Interest Position = What you wantPosition = What you want Interest = Why you want itInterest = Why you want it
Manage ThyselfManage Thyself
Pay attention to your intentionsPay attention to your intentions Use self-awareness as a resourceUse self-awareness as a resource Balance advocacy with inquiryBalance advocacy with inquiry Build shared meaningBuild shared meaning Explore impassesExplore impasses Use HumorUse Humor
Conflict Management: Conflict Management: Recommended ReadingRecommended Reading Women Don’t Ask: The High Cost of Avoiding Women Don’t Ask: The High Cost of Avoiding
Negotiation—and Positive Strategies for ChangeNegotiation—and Positive Strategies for Change. . Linda Babcock and Sara Laschever Linda Babcock and Sara Laschever
The Power of a Positive No: How to Say No and The Power of a Positive No: How to Say No and Still Get to YesStill Get to Yes. William Ury . William Ury
Little Green Book to Getting Your Way: How to Little Green Book to Getting Your Way: How to Speak, Write, Present, Persuade Influence, and Speak, Write, Present, Persuade Influence, and Sell You Point of View to Others.Sell You Point of View to Others. Jeffrey Gitomer Jeffrey Gitomer
The Eight Essential Steps to Conflict ResolutionThe Eight Essential Steps to Conflict Resolution. . Dudley Weeks Dudley Weeks
Conflict Management: A Practical Guide to Conflict Management: A Practical Guide to Developing Negotiation StrategiesDeveloping Negotiation Strategies. Barbara A. . Barbara A. Budjac CorvetteBudjac Corvette
Thomas-Kilman Conflict Mode InstrumentThomas-Kilman Conflict Mode Instrument
Your Leadership Your Leadership LegacyLegacy
Leadership Legacy: Leadership Legacy: What Will They Remember?What Will They Remember? Close your eyes and think about your lifeClose your eyes and think about your life
– Personal & ProfessionalPersonal & Professional How do you think people view you?How do you think people view you? How would you define your legacy?How would you define your legacy?
– Current versus Ideal SituationCurrent versus Ideal Situation Do you lead in the following ways?Do you lead in the following ways?
– Positive ExamplesPositive Examples– Encourage OthersEncourage Others– Developmental ObjectivesDevelopmental Objectives– Think Out of the Box/Challenge the NormThink Out of the Box/Challenge the Norm– NetworkNetwork
Do you actively think about managing your Do you actively think about managing your legacy?legacy?– Don’t let it just happen to you!Don’t let it just happen to you!
Leadership Legacy Leadership Legacy Recommended ReadingRecommended Reading
Your Leadership Legacy: Why Looking Toward the Your Leadership Legacy: Why Looking Toward the Future Will Make You a Better Leader Today. Future Will Make You a Better Leader Today. Robert Galford Robert Galford
The Trusted Advisor. The Trusted Advisor. co-authored with Robert co-authored with Robert Galford, David Maister and Charles GreenGalford, David Maister and Charles Green
The Trusted Leader. The Trusted Leader. Robert Galford and Anne Robert Galford and Anne Siebold DrapeauSiebold Drapeau
Succession and FailureSuccession and Failure. Robert Galford and Frank . Robert Galford and Frank V. Cespedes, V. Cespedes, Harvard Business ReviewHarvard Business Review
Honesty is the Best Strategy. Honesty is the Best Strategy. Robert Galford, Robert Galford, Michael Beer, Russell A. Eisenstat, Anne Seibold Michael Beer, Russell A. Eisenstat, Anne Seibold Drapeau, and Ram Charan, Drapeau, and Ram Charan, Harvard Business Harvard Business ReviewReview
Team Contacts Team Contacts
Lynn MartinLynn Martin, SVP, Sr. Service Delivery Manager, SVP, Sr. Service Delivery ManagerBank of AmericaBank of AmericaEnterprise Information & AnalyticsEnterprise Information & AnalyticsOffice: 704.386.8949Office: [email protected]@bankofamerica.com
Marti NortonMarti Norton, Business Manager, Business ManagerIntergraphIntergraphFinancial Reporting and AnalysisFinancial Reporting and AnalysisOffice: 256.730.1739Office: [email protected]@intergraph.com
Samantha WilsonSamantha Wilson, Senior Partner, Senior PartnerWilson Lee & AssociatesWilson Lee & [email protected]@cfl.rr.com
Gwen Terrell, Gwen Terrell, Sr. Global Bid Manager, Proposal ExpertsSr. Global Bid Manager, Proposal ExpertsCisco SystemsCisco SystemsWorld Wide Sales Enablement World Wide Sales Enablement Office: 954.796.3239Office: [email protected]@cisco.com