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Lead From Where You Are Jo Miller

Recap What techniques have you used in the past to make your value visible? What were the results? What accomplishments will you promote? What new technique will you try?

Our behavior teaches people how to treat us

Transitioning from Doing to Leading Executing Tactician Subject matter expert Problem-solver Your success Leading Envisioning Strategist Thought leader Agenda-setter Team’s success

In this session Transitioning from Tactician to Strategist Qualities of a Leader Leading From Where You Are Managing Up

Transitioning from Tactician to Strategist

“You need to be more strategic.” “You need to be more strategic.” Many aspiring leaders have heard this type of feedback during a performance review or after giving a presentation. But what does it really mean? And how do you make the shift from being reactive and tactical to thinking and acting more strategically? What are the principles of being a good strategist? How do leaders create and implement strategy? Ever wondered if it’s even possible when you don’t have anyone to delegate to? “You need to be more strategic.”

Ellie Pidot, VP, Enterprise Excellence & Business Transformation at Medtronic “Have a bias for action and getting things done. Come up with a plan, and think ahead in a way that is proactive. Have milestones — check them off and follow through.” “Strategy is a fancy word for coming up with a long-term plan and putting it into action.”

How are you currently spending your time? https://www.polleverywhere.com/multiple_choice_polls/CLecLT2mRj7kjn6

Dona Munsch, VP, Cloud Operations at NetApp “My ‘get ‘er done’ mentality—as the go-to person, and the only one who knew how to do certain things—got in my way of moving ahead. I couldn’t step out of my own role to take on new opportunities.”

Your time portfolio: Analyze your calendar Take a look at the last month Color code your activities: are they strategic or tactical? — Dona Munsch

Your Time Portfolio Which activities will you let go of? What will you do more of?

Qualities of a Leader

There’s more than one type of leader. What’s your signature style? Copies

Leading From Where You Are

”84 percent of U.S. employees are ‘matrixed’ to some extent today” – meaning, they work on multiple teams every day.” (McKinsey, 2016) One study showed that 84 percent of U.S. employees are “matrixed” to some extent today – that is, they work on multiple teams every day. As smaller, quickly forming and disbanding teams are becoming more the norm, research shows teams are spending increasing hours together, not apart.

“Do not rely on positional power. Saying ‘do this because I said so’ is the weakest form of leadership.” — Jody Mahoney, SVP Business Development and Industry Partners, Anita Borg Institute

From the survey I am able to motivate and manage others, regardless of whether they report to me. 86% agree.

I asked 16 leaders… “What skills do you most appreciate seeing in employees who step up and lead without authority?”

Leading from where you are Be inquisitive Take ownership Take risks Be a practical visionary Put the team first Print a copy of each of the next slides

Be a practical visionary Be inquisitive Be inquisitive Take ownership Take risks Be a practical visionary Put the team first Ask questions before setting a direction. Show enthusiasm and a desire to learn. Listen. Do your research. Understand your stakeholders’ viewpoints and develop a well-rounded view of the issue.

Be a practical visionary Take ownership Be inquisitive Take ownership Take risks Be a practical visionary Put the team first Be proactive. Have a can-do spirit. Help to solve the pain points that are not anyone’s mandate. Be personally accountable for the outcome.  

Be a practical visionary Take risks Be inquisitive Take ownership Take risks Be a practical visionary Put the team first Leadership is a skill that’s best learned by doing. You must take risks! Volunteer for something that you or your organization have never done before. This means placing a bet on yourself. Don't be afraid to fail and learn from those failures.

Be a practical visionary Be inquisitive Take ownership Take risks Be a practical visionary Put the team first Develop a clear vision and be able to see the end result. Clearly communicate your vision to others, and explain why it matters. Create energy, excitement, and unity around the issue. Understand where your priority fits with other priorities. Be action oriented, keeping an eye on your vision as you drive it to resolution.

The Cause Effect “Hyper-successful projects have at their core a palpable cause. Rallying teams around this shared sense of purpose means tapping into their hearts. When the entire team builds collective identity around a common cause, the project transcends ‘work’ and becomes a mission.” — Deloitte https://www2.deloitte.com/us/en/pages/operations/solutions/cause-effect.html Social media team -> storytelling team Mortgage product -> the dreammaker

Be a practical visionary Put the team first Be inquisitive Take ownership Take risks Be a practical visionary Put the team first Build trust and engagement. Give credit to others. Call out people who do great work. Develop the ability to work with different personalities. Enlist support from decision-makers and advocates.

Leading from where you are Be inquisitive Take ownership Take risks Be a practical visionary Put the team first Teach it!

Be a practical visionary Self-assessment Be inquisitive Take ownership Take risks Be a practical visionary Put the team first

From the survey I am able to motivate and manage others, regardless of whether they report to me. 86% agree. I am confident with "managing upward" i.e. leading, motivating, and persuading my superiors. 43%

Leading Your Leaders

“To be an effective leader, you have to be a strong communicator. One of the most important areas of leading and communicating is with your own management.” — Lori Carlin Proctor

1) Understand your leaders and their goals

Work Styles LOVES: LOATHES: MAKE SURE TO: AVOID: What’s new, Ideas, Possibility Details, Naysayers Paint a bold picture, be dynamic, show what “could be” Stress-testing ideas too soon, being change-averse Efficiency, Results, Prominence Touchy-feely talk, lack of control Be short and to the point; be ready for debate, show them the $$ Using feelings over logic, being nonlinear Relationships, Belonging, Meaning Abrasive or dismissive communication Build rapport; humanize; ask questions; socialize the idea Being “all business”; ignoring the human element Practicality, Fairness, Processes “Good enough”; Dis-organization Include accurate details, documentation and sources Framing a proposal as a shocking change Adapted from Crestcom Leadership

See The World Through Their Eyes… I’m passionate about… I’m responsible for… My workstyle is… I tend to say “Yes” to… Satya Nadella, CEO  Brad Anderson, VP, EEM / EMM You could really wow me by… My stresses & pressures include… Name:

2) Communicate persuasively

Pick it, Productize it, Pitch it!

Pick a “product.” What does your product do? Why is it needed or important in your organization? Name it. PRESENTATION GOALS: Convince your executive to invest in your product. Be persuasive. HAVE FUN!

3) Know when and how to challenge your leaders It’s all about consistently delivering good results — and having credibility Make sure it’s the right time Have all your facts together Speak high level about the situation but answer detailed questions The more solid facts, the better your chances Know when to pick battles and when to let go. — Kim Brown Strickland

The key is having a good case and not backing down if at first they don’t agree. Be politely persistent. — Kim Brown Strickland

In this session Transitioning from Tactician to Strategist Qualities of a Leader Leading From Where You Are Managing Up

If you want to leave a lasting leadership legacy: