Poised for Leadership
with Jo Miller, CEO, Women’s Leadership Coaching, Inc.
Jo Miller
• CEO of Women’s Leadership Coaching, Inc. and
Founding Editor of BeLeaderly.com
• Helps emerging 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 women’s 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 women.
Copyright 2015, Women’s Leadership Coaching, Inc.
I HAVE UNIQUE
Copyright 2015, Women’s Leadership Coaching, Inc.
KOALAFICATIONS
The emerging leader’s
quandary
You can’t get a next-level job without
leadership experience…
But you can’t get the experience
without the job.
Copyright 2015, Women’s Leadership Coaching, Inc.
Are you the best-kept secret in your
organization?
Core Competencies for
Emerging Leaders
Organizational Awareness
Sphere of Influence
Influencing
Leadership Brand
Visibility
Self-Leadership
Copyright 2015, Women’s Leadership Coaching, Inc.
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.
Is a great communicator.
Is a big-picture thinker.
Has tenacity and curiosity.
Is able to make decisions.
Is results oriented.
Sees the large view and multiple viewpoints.
Empowers others.
Builds up team members and helps them grow.
Copyright 2015, Women’s Leadership Coaching, Inc.
#PoisedforLeadership
@jo_miller
ORGANIZATIONAL
AWARENESS
Office politics
Copyright 2015, Women’s Leadership Coaching, Inc.
Do you enjoy playing the game?
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
survey of 954
professional
women, 23%
reported office
politics as their
biggest
frustration.
LinkedIn's 2013 survey of 954 professional women.
Only 5% of this
group strongly feel
that they know how
to navigate office
politics in a way
that’s positive and
effective.
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
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.
Copyright 2015, Women’s Leadership Coaching, Inc.
The Org Chart
The Shadow Organization Map
Copyright 2015, Women’s Leadership Coaching, Inc.
The Org Chart
 Relationships
 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. Face-to-face interactions
II. Virtually
Copyright 2015, Women’s Leadership Coaching, Inc.
Every organization has unwritten,
unspoken “Rules of the Game”.
Copyright 2015, Women’s Leadership Coaching, Inc.
EXERCISE:
1) Identify some “rules of the game” in
your organization.
2) What are ways to navigate ethically
and effectively within these rules?
Copyright 2015, Women’s Leadership Coaching, Inc.
This presentation is
available at:
BeLeaderly.com/sep1
Copyright 2015, Women’s Leadership Coaching, Inc.
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 Vandebroek, CTO, Xerox
Copyright 2015, Women’s Leadership Coaching, Inc.
A Networking Success Story
1. A more senior job opening that was not officially
announced
2. Encouragement to apply, though she felt under qualified
3. Personal introduction to the hiring decision-makers
4. Insider information about the skills and qualities
necessary to succeed in the job
5. Consulting advice to answer interview questions she felt
unprepared for
6. 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
Sue G.
WHO
HOW
Attend end-of-quarter BBQ.
Follow-up to request an
informational meeting.
Andy L.
Arrive early/stay late for staff
meetings. Investigate volleyball
team.
Sue’s right hand
Invite for lunch/coffee.
Andy’s boss
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
 Provides connections to networks, resources and
opportunities.
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.
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
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.
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.
Four U.S.-based
and global studies
clearly show that
sponsorship — not
mentorship — is
how power is
transferred in the
workplace.*
13 % of
Only ___
women employed
in large companies
have a sponsor.**
* “Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider
** “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011
Women who have
sponsors are at
least 22% more
likely to ask for
stretch
assignments and
raises.
Men and women
feel more
satisfied with
their career
advancement
when they have
sponsors.
Ambitious
women
underestimate
the difference
sponsorship can
make.
“The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011
“… having an
active advocate
completely
changes your
career.”
Kerrie Peraino,
Vice President for Human Resources and Chief
Diversity Officer, American Express.
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.
2.
3.
4.
5.
6.
7.
8.
Outperform!
Make your value visible
Observe the protocols: how does sponsorship work in
your organization’s culture?
Ask which leaders have a strong track record of
developing talent
Network across your organization and beyond your direct
management chain
Look for exposure opportunities to work with or work for
senior leaders
Have clarity about your career goals
Share your career goals with your Copyright
leaders.
2015, Women’s Leadership Coaching, Inc.
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?
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.
Try to influence a situation
Become a person of
influence
Copyright 2015, Women’s Leadership Coaching, Inc.
The Fundamental Truth
about Influencing…
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Dog Psychology Center
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
Positional Influence
The influence inherent in your job title
and role.
Copyright 2015, Women’s Leadership Coaching, Inc.
Ways to build 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) Name
2) Job title (and brand)
3) I am responsible for a, b, c.
4) 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
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Expertise Influence
The influence that comes from your
background, qualifications, experience
and accomplishments.
Copyright 2015, Women’s Leadership Coaching, Inc.
“It’s not what you
know and it’s not who
you know.
It’s who knows what
you know.”
Nora Denzel, Interim CEO, Outerwall
Make your expertise visible
Early career
• Don’t wait for an invitation to speak up regarding your
areas of responsibility & expertise
• 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, & 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
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Resources Influence
Negotiating the resources you need to
do your job well.
Copyright 2015, Women’s Leadership Coaching, Inc.
Build your resources influence
Early Career
• Become a good negotiator
• Learn managing without authority & managing up
Mid-level
• Suggest special projects as developmental
opportunities for others
• Understand how finances and budgets work in
your organization
Senior-level
• Be a mentor, sponsor, and talent scout
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
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.
Become 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
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
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
1) Be firm, fair and professional
2) Be direct and concise while delivering
tough news
3) Explain what was unacceptable and why
4) 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
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
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.
Increase your relationships
influence
• Think strategically about who to include
in your network.
• Build a supportive network of
collaborators, influencers and
advocates.
Copyright 2015, Women’s Leadership Coaching, Inc.
6 Sources of Influence
6.
Positional
5.
Expertise
4.
Resources
3.
Informational
2.
Direct
1.
Relationships
Self-evaluation
1. What are your strong sources of
influence?
2. 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
“… 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
This presentation is
available at:
BeLeaderly.com/sep1
Copyright 2015, Women’s Leadership Coaching, Inc.