1. Poised for Leadership With Jo Miller

2. Catherine Chang Director, Risk Product Development
Welcome
Catherine Chang
Director, Risk Product Development

3. Jo Miller
Women’s Leadership Speaker and Founding Editor of BeLeaderly.com.
Helps emerging women 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 conferences, professional associations, and corporate women’s initiatives.
A leading authority on women’s leadership, Jo delivers more than 70 speaking presentations annually to audiences of up to 1,200.

4. I HAVE SOME UNIQUE
KOALAFICATIONS

5. The emerging leader’s quandary
You can’t get a higher-level job without leadership experience…
But you can’t get leadership experience without the job.

6. You can’t afford to wait…
Don’t wait for permission or an invitation to lead.
Don’t wait for someone to promote you.
Take charge of your own career trajectory!

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

8. Core Competencies for Emerging Leaders
Organizational Awareness
Sphere of Influence
Qualities of a Leader
Leadership Brand
Visibility
Self-Leadership

9. GOALS FOR THE WORKSHOP

10. INTRODUCTIONS:
Why are you here?

11. Introductions Name Role Goal/s for the workshop
Something we wouldn’t guess about you…

12. What is leadership?

13. A leader is someone who…
Sees the big picture.
Thinks strategically.
Knows how to get things done.
Exudes “executive presence.”
Keeps their commitments.
Demonstrates transparency, integrity and empathy.
Has a positive attitude.
Communicates effectively.
Has a collaborative mindset.
Leads by example.
Positively influences others.
Gives feedback.
Motivates others and encourages them to self manage.
Empowers and encourages others to do their best.

14. #PoisedForLeadership
Twitter: BeLeaderly

15. Organizational Awareness

16. Do you enjoy playing the game?
Office Politics
Do you enjoy playing the game?

17. You can’t afford to ignore office politics.

18. 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.”
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)

19. In this group:
43% agree with the statement: “I know how to navigate office politics in a positive and effective way.”
0% strongly agree.

20. So why not just ignore it?

21. “…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.

22. 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.

23. 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.

24. Who do you know who does this well
Who do you know who does this well? What qualities or characteristics do they have?

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

26. The Org Chart

27. The Shadow Organization Map

28. The Org Chart

29. Relationships

30. Relationships
Influence

31. Relationships
Influence
Coalitions

32. Relationships
Influence
Coalitions

33. Relationships
Influence
Coalitions
Key Influencers

34. Relationships
Influence
Coalitions
Key Influencers
Verticals

35. Exercise
What are some ways to gather information to map your shadow organization?
In face-to-face interactions
Virtually

36. Every organization has unwritten, unspoken “Rules of the Game”.

37. Exercise Identify some “rules of the game” in your organization.
What are ways to navigate ethically and effectively within these rules?

38. “… 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.

39. Ready to lead, climb and thrive? Visit my blog!
Grab a copy of the slides at BeLeaderly.com/may23

40. Sphere of Influence

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

42. A Networking Success Story

43. In this group:
21% agree with the statement: “I have an influential network of mentors and advocates who support my career growth.” 7% strongly agree.
Pre-workshop survey

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

45. WHO HOW
Sue G. Andy L.
Sue’s right hand
Andy’s boss
Attend end-of-quarter BBQ. Request an informational meeting. Arrive early/stay late for staff meetings. Investigate volleyball team.
Invite for lunch/coffee.
Ask HR for invitation to next executive roundtable.

46. Exercise Identify your WHO: With whom will you build relationships?
Identify your HOW: How will you build relationships with them?

47. 5 Key People to Have in Your Network

48. 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.

49. 2. 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.

50. 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
Has a voice with senior leadership
Their early support can guarantee the success of your initiatives
Their advocacy can get you noticed.

51. 4. The Mentor

52. Making the most of mentoring

53. 4 S’s of Mentoring Successes
Stories
Situations
Self-awareness
Skill-building

54. Why men still get more promotions than women — Harvard Business Review
“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

55. 5. The Sponsor

56. “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.

57. “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.

58. What’s the difference between mentors and sponsors?

62. “A sponsor is a person with a seat at the decision-making table who will throw your name out for coveted assignments and promotion opportunities.”
— Amanda Martinez, Vice President, Supply Chain Purchasing and Vendor Management, Safeway.

63. How did the sponsorship start? How did the sponsor help you?
Have you had a sponsor?
How did the sponsorship start?
How did the sponsor help you?
How did the sponsorship begin?
How did you benefit from being sponsored?

64. “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011.
Only _____ % of women and _____ % of men employed in large companies have a sponsor. 13 19
“The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011.

65. Women who have sponsors are at least _____% more likely to ask for stretch assignments and raises.
Men and women feel more satisfied with their career advancement when they have sponsors. 22
Ambitious women underestimate the difference sponsorship can make.
“The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011.

66. “… having an active advocate completely changes your career.”
— Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer, American Express.

67. Qualities of a Good Sponsor
Influential
Respected
Has a track record of:
Developing talent
Providing exposure opportunities to protégés
Providing ‘air cover’ from negative or damaging publicity
Providing a ‘safety net’ during times of uncertainty and change.

68. “A sponsor does not have to be an executive, but they do need to have influence.”
— Millette Granville, Director, Diversity and Inclusion, Delhaize Group.

69. “Are all your advocates in the management chain directly above you
“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.

70. So, how do I get a sponsor?

71. — “Sponsoring Women to Success,” Catalyst.
“There is no ‘silver bullet’ for attracting the attention of a high-level sponsor.”
— “Sponsoring Women to Success,” Catalyst.

72. Attracting the Advocacy of Influential Sponsors

73. 8. Perform!

74. 7. Know who the good sponsors are.
6. Observe the protocols: How does sponsorship work in your organization’s culture?

75. 5. Network beyond your direct management chain.

76. 4. Raise your hand for exposure opportunities to work with or for potential sponsors.

77. 3. Make your value visible.

78. 2. Have clear career goals.

79. 1. Share your goals with leaders.

80. Attract the Advocacy of Influential Sponsors
Share your career goals with your leaders.
Have clear career goals.
Make your value visible
Raise your hand for exposure opportunities to work with or for potential sponsors.
Network beyond your direct management chain.
Observe the protocols: How does sponsorship work in your organization’s culture?
Know who the good sponsors are
Perform!

81. “Sponsorship can come to you in different ways
“Sponsorship can come to you in different ways. You never know who is watching you, so be “sponsor-ready” at all times.
Millette Granville, Director, Diversity and Inclusion, Delhaize Group.

82. 5 Key People to Have in Your Network
The Connector
The Informational Powerhouse
The Influencer
The Mentor
The Sponsor

83. “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

84. Qualities of a Leader

85. Don’t be a professional pretzel!

86. “Be authentic about your own leadership style. Don’t try to change it
“Be authentic about your own leadership style. Don’t try to change it. Own it. Communicate it. Put a value on it. Put a brand on it.”
Dr. Rohini Anand, Global Chief Diversity Officer, Sodexo

87. What are your leadership strengths?
Which 10 qualities best represent the leadership strengths you’d like to own and be known for?
Select your top 3! (Your signature leadership style.)

88. Ready to lead, climb and thrive? Visit my blog!
Grab a copy of the slides at BeLeaderly.com/may23

89. PERSONAL ACTION PLAN