Poised for
Leadership
With Jo Miller
Jo Miller
• Founding Editor of BeLeaderly.com and CEO of
Women’s Leadership Coaching, Inc.
• Helps emerging 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.
Copyright 2015, Women’s Leadership Coaching, Inc.
I HAVE SOME UNIQUE
KOALAFICATIONS
Copyright 2015, Women’s Leadership Coaching, Inc.
The emerging leader’s quandary
You can’t get a higher-level job without
leadership experience…
But you can’t get leadership experience
without the job.
Copyright 2015, Women’s Leadership Coaching, Inc.
You can’t afford to wait…
Don’t wait for
permission
or an
invitation to
lead.
Copyright 2015, Women’s Leadership Coaching, Inc.
Don’t wait for
someone to
promote
you.
Take charge
of your own
career
trajectory!
Are you the best kept secret in
your organization?
Copyright 2015, Women’s Leadership Coaching, Inc.
Core Competencies for
Emerging Leaders
Organizational Awareness
Sphere of Influence
Influencing
Leadership Brand
Visibility
Self-Leadership
GOALS FOR THE
WORKSHOP
INTRODUCTIONS:
Why are you here?
Introductions
1)
2)
3)
4)
Name
Role
Goal/s for the workshop
Something we wouldn’t guess about you…
Copyright 2015, Women’s Leadership Coaching, Inc.
What is leadership?
Copyright 2015, Women’s Leadership Coaching, Inc.
A leader is someone who…
Leads by example
Sets the vision
Communicates clearly
Drives a sense of purpose
Relates work to the organization’s goals to inspire action
Takes charge and takes responsibility
Influences without authority
Gets things done
Trusts others to do their jobs without micromanaging.
Creates opportunities for visibility and attribute successes to
everyone that contributed
Inspires others by setting a personal example.
Copyright 2015, Women’s Leadership Coaching, Inc.
#PoisedforLeadership
@jo_miller
Organizational
Awareness
Office politics
Do you enjoy playing the game?
Copyright 2015, Women’s Leadership Coaching, Inc.
You can’t afford to ignore
office politics.
I asked 169
professional women
how they deal with
office politics. Over
80% said their
response is to either
ignore it, or
reluctantly play the
game where
necessary.
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, and some
even 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.
Copyright 2015, Women’s Leadership Coaching, Inc.
Those who are politically savvy
Have better
career
prospects
Have better
career
trajectories
Are seen
as more
promotable
“Women and Political Savvy,” Leslie and Gentry, 2012.
Are less
likely to
derail
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.
Copyright 2015, Women’s Leadership Coaching, Inc.
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
Exercise
What are some ways to gather information
to map your shadow organization?
I. In face-to-face interactions
II. Virtually
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?
This presentation is available
BeLeaderly.com/oct12
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
Copyright 2015, Women’s Leadership Coaching, Inc.
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
HOW
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
1. The Connector
•
•
•
•
•
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.
2. The Informational
Powerhouse
• 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.
3. 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.
4. The Mentor
4 S’s of Mentoring Successes
Skillbuilding
Selfawareness
Stories
Situations
“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
Copyright 2015, Women’s Leadership Coaching, Inc.
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, VP/GM, Gastro/Urology Therapies,
Medtronic
Copyright 2015, Women’s Leadership Coaching, Inc.
Qualities of a good sponsor
1.
2.
3.
4.
5.
Senior leader with influence
Well-respected, credible
Familiar with your strengths
Has a track record of developing talent
Provides exposure opportunities for
protégés
6. Provides ‘air cover’ from negative or
damaging publicity.
Copyright 2015, Women’s Leadership Coaching, Inc.
“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
Copyright 2015, Women’s Leadership Coaching, Inc.
Attracting the attention of an
influential sponsor
1. Outperform!
2. Make your value visible
3. Observe the protocols: how does sponsorship work in
your organization’s culture?
4. Ask which leaders have a strong track record of
developing talent
5. Network across your organization and beyond your
direct management chain
6. Look for exposure opportunities to work with or work
for senior leaders
7. Have clarity about your career goals
8. Share your career goals with your leaders.
Copyright 2015, Women’s Leadership Coaching, Inc.
5 Key People to Have in Your
Network
1)
2)
3)
4)
5)
The Connector
The Informational Powerhouse
The Influencer
The Mentor
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?
Copyright 2015, Women’s Leadership Coaching, Inc.
Are influence and power
good, or bad?
Copyright 2015, Women’s Leadership Coaching, Inc.
Are influence and power
good, or bad?
Copyright 2015, Women’s Leadership Coaching, Inc.
The Fundamental Truth about
Influencing…
Our behavior teaches
people how to treat us.
Copyright 2015, Women’s Leadership Coaching, Inc.
“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 a
role model of influence
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
Positional Influence
The influence inherent in your job title
and role.
Copyright 2015, Women’s Leadership Coaching, Inc.
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.
Copyright 2015, Women’s Leadership Coaching, Inc.
30-second commercial
1)
2)
3)
4)
Name
Job title
I am responsible for a, b, c.
Come directly to me when you need x, y, z.
Copyright 2015, Women’s Leadership Coaching, Inc.
“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 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
Expertise Influence
The influence that comes from your
background, qualifications, experience
and accomplishments.
Copyright 2015, Women’s Leadership Coaching, Inc.
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
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
Informational Influence
Having a finger on the pulse of what is
going on in your organization,
industry, and profession.
Copyright 2015, Women’s Leadership Coaching, Inc.
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.
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
Direct Influence
Being firm, professional and direct
when someone’s behavior is
detrimental to the team or the
organization.
(The 1% rule)
Copyright 2015, Women’s Leadership Coaching, Inc.
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
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
Relationships Influence
The influence that comes naturally
with having a network of authentic
relationships across your organization,
industry, and profession.
Copyright 2015, Women’s Leadership Coaching, Inc.
The most important asset you
will build in your career
Your Network
(Your “Sphere of Influence”)
Copyright 2015, Women’s Leadership Coaching, Inc.
“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
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
Self-evaluation
• What are your strong sources of
influence?
• Which do you want to strengthen?
How?
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Copyright 2015, Women’s Leadership Coaching, Inc.
“… 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.