POISED FOR LEADERSHIP
Jo Miller, CEO, Women’s Leadership Coaching, Inc.
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WELCOME
Audrey Van Belleghem
Director, CTO Office Strategic Programs
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Jo Miller, CEO
Women’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 more
Silicon Valley’s “Women of Influence”, 2008.
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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.
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Are you the best-kept secret in your
organization?
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Core Competencies for Emerging
Leaders
Organizational Awareness
Sphere of Influence
Leadership Brand
Visibility
Influencing
Self-Leadership
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GOALS FOR THE
WORKSHOP
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INTRODUCTIONS:
Why are you here?
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Introductions
1)
2)
3)
4)
Name
Company & role
Goals for the workshop
Something we wouldn’t guess about you…
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What is leadership?
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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.
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ORGANIZATIONAL
AWARENESS
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OFFICE POLITICS
Do you enjoy playing
the game?
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“…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.
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Office Politics
Organizational Awareness
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Office Politics
Organizational Awareness
Being a savvy observer of the
communication and relationships that
surround you in your organization
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The Org Chart
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THE ORG CHART
Doesn’t tell the full story
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THE SHADOW ORGANIZATION
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The Org Chart
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 Relationships
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 Relationships
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 Relationships
 Influence
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 Relationships
 Influence
 Coalitions
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 Relationships
 Influence
 Coalitions
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 Relationships
 Influence
 Coalitions
 Key Influencers
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 Relationships
 Influence
 Coalitions
 Key Influencers
 Verticals
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 Relationships
 Influence
 Coalitions
 Key Influencers
 Verticals
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EXERCISE:
• Map your shadow organization
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 Relationships
 Influence
 Coalitions
 Key Influencers
 Verticals
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EXERCISE:
• What are some ways to gather
information to map your shadow
organization?
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Every organization has unwritten,
unspoken “Rules of the Game”.
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EXERCISE:
1.Identify some “rules of the game” in
your organization.
2.What are ways to navigate ethically
and effectively within these rules?
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SPHERE OF
INFLUENCE
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The most important asset you
will build in your career:
Your network
AKA Your “Sphere of Influence”
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“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
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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”
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Inner circle
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Inner circle
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Inner circle
Middle circle
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Inner circle
Middle circle
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Inner circle
Middle circle
Outer Circle
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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.
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Your Strategic Networking Plan
WHO
With whom will you build relationships?
HOW
How will you build those relationships?
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WHO
HOW
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Sue G.
WHO
Attend end-of-quarter BBQ.
HOW
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.
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EXERCISE:
1.Identify your WHO: With whom will
you build relationships?
2.Identify your HOW: How will you
build relationships with them?
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5 Key People to Have in Your Network
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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!
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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.
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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.
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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.
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“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 highpotential 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
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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.
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5 Key People to Have in Your Network
1.The Connector
2.The Informational Powerhouse
3.The Influencer
4.The Mentor
5.The Senior Leader Sponsor
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LEADERSHIP
BRAND
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The Perception Gap
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“Be famous for something!
Know what is your claim to fame.”
- General Manager.
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The 3 Essential Elements
of a Great Personal Brand
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What are you
passionate about?
What are your
skills & talents?
What does your company and/or
industry need and value?
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EXERCISE:
What is your ideal career niche?
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“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
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“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
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“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
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Financial analyst
change agent
Program director
go-to person for strategy
Software engineer
subject matter expert and thought leader
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Your brand should evolve at different
points in your career
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“Make your brand scalable”
- Krista Thomas, former VP, Marketing &
Communications, The Calais Initiative,
Thomson Reuters
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Your brand must evolve as you develop
your career
Entry-level brands
Valuable 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.
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EXERCISE:
What is your leadership brand?
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“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
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PERSONAL
ACTION PLAN
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This presentation is available at:
www.womensleadershipcoaching.com/
mar6.htm
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