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Become a Person of Influence Jo Miller

I have some unique koalafications

Are you the best kept secret in the organization? Are you the best kept secret in your organization?

“In my company, influencing skills are the single most important success factor after knowing your job.”  JoAnna Sohovich, CEO The Chamberlain Group

Are influence and power good or bad?

Are influence and power good or bad?

Try to influence a situation Become a person of influence

The Fundamental Truth about Influencing…

Our behavior teaches people how to treat us.

“You can influence others in every conversation you have “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

In this session Getting the lay of the land 6 sources of influence Building an influential network

Getting the Lay of the Land

I asked 169 professional women how they deal with 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. Emerging Women Leaders Webinar Series, “Win at the Game of Office Politics.” www.beleaderly.com/learn In LinkedIn's 2013 survey of 954 professional women, 23% reported that their biggest work frustration was office politics. Research by Ruderman and Ohlott shows many women managers view politics as “evil” and find engaging in political behavior
 to be difficult and painful. (2002)

“…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.

4 skills of people who are “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?

Organizational Awareness: Office Politics Organizational Awareness: Being an astute observer of the communication and relationships that surround you in your organization.

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

Let’s stay in touch! Text leaderly To 444999 We never share, rent or sell your email or personal information. More: beleaderly.com/privacy

6 Sources of Influence

In which area would you like to have greater influence? https://www.polleverywhere.com/multiple_choice_polls/i2trb4EkHVncNEY

Characteristics of an influential role model

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.

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.

30-second commercial Name Job title I am responsible for a, b, c. Come directly to me when you need x, y, z.

I hate to bust your bubble.” “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.

“It’s not what you know and it’s not who you know “It’s not what you know and it’s not who you know. It’s who knows what you know.” Nora Denzel, Board Director, Ericsson and AMD

Make your expertise visible Early career Work less! Promote your accomplishments Mid-level Volunteer for high-profile assignments Senior-level Build your “brand” as an industry leader Speak on panels, at conferences, and in the media

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.

Build your resources influence Early Career Become a good negotiator Learn leading without authority Mid-level Developmental delegating Understand how finances and budgets work Senior-level Be a mentor, sponsor, and talent scout

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 Keeping a finger on the pulse of what is going on in your organization, industry, and in your profession.

Be an informational powerhouse Have some go-to sources of information. Pay attention to new projects, opportunities, re-orgs, personnel changes, resource allocations, budgets, legislation, innovation, market intelligence, etc. Network with other “informational powerhouses”. Filter useful information from gossip or noise.

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)

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

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.

(Your “Sphere of Influence”) The most important asset you will build in your career: Your network (Your “Sphere of Influence”)

Building an Influential Network

Your Strategic Networking Plan WHO With whom will you build relationships? HOW How will you build those relationships?

WHO HOW Sara G. Stefan L. Sara’s admin Sara & Stefan’s boss Attend company social event. Request an informational meeting. Arrive early/stay late for staff meetings. Invite for lunch/coffee. Ask HR for invitation to next executive roundtable.

Exercise Identify your WHO: With whom will you build relationships? 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 Stays current on organizational and industry issues Has information in advance about new projects, opportunities, re-orgs, resource allocations, budget changes, etc. Filters useful information from gossip or ‘noise’

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 Their early support can guarantee the success of your initiatives

4. The Mentor

Making the most of mentoring

4 S’s of Mentoring Successes Stories Situations Self-awareness Skill-building

Ibarra, Carter, and Silver, Harvard Business Review, 2010. “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.” Ibarra, Carter, and Silver, Harvard Business Review, 2010.

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, GM, 3M.

“Four U.S.-based and global studies clearly show that sponsorship — not mentorship — is how power is transferred in the workplace.” “Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider.

What’s the difference between mentors and sponsors?

So… how do I get a sponsor?

Attracting the Advocacy of Influential Sponsors Perform! Network beyond your immediate workgroup and management chain. Raise your hand for exposure opportunities to work with or for potential sponsors. Make your value visible. Have clear career goals. Share your goals with leaders.

5 Key People to Have in Your Network The Connector The Informational Powerhouse The Influencer The Mentor The Sponsor

In this session Getting the lay of the land 6 sources of influence Building an influential network

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Self-assessment Which are you strong in? Which will you strengthen?

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Let’s stay in touch! Text leaderly To 444999 We never share, rent or sell your email or personal information. More: beleaderly.com/privacy

Final poll! www.pollev.com/leaderly

“It’s not enough to have a bright idea “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

Which is your strongest source of influence? https://www.polleverywhere.com/clickable_images/fSXSGar4s3exNrS