Take the poll! Visit www.pollev.com/leaderly

Moving From Tactician to Strategist Jo Miller

Jo Miller CEO, Be Leaderly Dedicated to helping women around the world advance into positions of leadership and influence. Delivers 70 presentations every year and has spoken in Europe, North America, Asia Pacific, the Middle East Founded a webinar series that’s viewed by participants in 900 locations in 31 countries. Co-author of new research report, Out of the Comfort Zone: How Women and Men Size Up Stretch Assignments — and Why Leaders Should Care. First book will be published by McGraw-Hill in December 2019. @Jo_Miller JM

I have some unique koalafications

Our behavior teaches people how to treat us

Transitioning From Doing to Leading Tactician Executing Subject matter expert Problem-solver Smartest in the room YOUR SUCCESS Leading Strategist Envisioning Thought leader Agenda-setter Force multiplier TEAM’S SUCCESS

“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?

In this webinar Define what it means to be strategic Evaluate time being spent on strategic or tactical activities 4 questions asked by strategic leaders Create a personal plan

Sharrell Sandvoss VP Finance Director Global Production at Brown-Forman “There are many opportunities for people to be strategic, regardless of their position.”

Ellie Pidot, VP, Enterprise Excellence & Business Transformation at Medtronic “Strategy is a fancy word for coming up with a long-term plan and putting it into action.”

3 STEPS FOR BEING STRATEGIC ENVISION COMMUNICATE IMPLEMENT 3 STEPS FOR BEING STRATEGIC — Ellie Pidot Three steps involved in being strategic Strategic visioning Communicating your strategy Strategic implementation

https://www. polleverywhere https://www.polleverywhere.com/multiple_choice_polls/uJxruGLxPPQTTf8JmchD7

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?

4 Questions Asked by Strategic Leaders

1) What’s Your Time Horizon? To become more forward thinking, visionary, and strategic, shift your attention away from what’s required of you in the near future and focus on the longer-term. Ask “What is my time horizon and where am I influencing? Is it for today, tomorrow, a year from now, or five years from now? Am I being very tactical in what I'm doing, focused on today and tomorrow, or am I looking toward things that will happen two years from now?" — Dona Munsch

2) What Are Your Customers’ Unmet Needs? Write it down: Which question stands out the most to you? Ask questions that provoke deeply reflective thinking. What are your customers’ unmet needs? How should your strategy address them? How will your markets be different in the future than they are today? What can you do to position yourself for the future? What is the business case for your investments? How will you measure and track performance to ensure impact?” — Ellie Pidot

3) What’s The Scope of Your Influence? Expand your scope of influence beyond your immediate role and team. “You don't have to be the one to do it to get it done. You can accomplish a lot through influence.” — Dona Munsch “Are you working with a few team members who report to the same leader as you do? Or, are you influencing and working with a larger set, team to team, or with organizations that are outside of your day-to-day role?”

4) What’s The Extent Of The Change You’re Driving? Consider the degree of change that you're looking to drive. “Tell your story of where things are going to be five years from now. Not what needs to be done today, and not what's going to break tomorrow, but a much more aspirational view.” — Dona Munsch

“You can’t do that with T-Rex arms.”

4 Question Asked by Strategic Leaders What’s your time horizon? What are our customers’ unmet needs? What’s the scope of your influence? What’s the extent of the change you’re driving? Write it down: What are you most concerned with?

https://www.polleverywhere.com/free_text_polls/euccx5DtZsmYw8oUKHrk4

Q&A @Jo_Miller

Give Yourself Time to Think

“I can’t overemphasize how important it is to have unstructured time by yourself or with your team, just to think.” — Ellie Pidot

https://www.polleverywhere.com/free_text_polls/euccx5DtZsmYw8oUKHrk4

What's one thing you'll do to "make shift happen?" https://www.polleverywhere.com/free_text_polls/WzJksTRQmbl0DBK