1. EXECUTIVE LEADERSHIP WEBINAR SERIES
November 1, 2016

2. Influencing the C-Suite
Good afternoon everyone, and welcome to today's webinar.
My name is Lloyd Johnson, and today we will discussing tips on influencing the c-suite.

3. Moderator
LLOYD M. JOHNSON, JR. Executive Director Women’s In-House Counsel Leadership Institute

4. Webinar Logistics Your Participation Open and close your control panel
Join audio:
Choose Mic & Speakers to use VoIP
Choose Telephone and dial using the information provided
Submit questions and comments via the Questions panel
Note: Today’s presentation is being recorded and will be provided within 48 hours.
Your Participation
Before we get started, I’d like to go over a few webinar logistics.
We've taken a screen shot of an example of the attendee interface, and you should see something that looks like this on your own computer desktop in the upper-right corner.
Please know that your audio has been muted, so you are listening in using your computer's speaker system by default. If you would prefer to join over the phone, just select “Telephone” in the Audio pane and the dial-in information will be displayed.
You will have the opportunity to submit text questions to today’s panelists by typing your questions into the Questions pane of the control panel.  You may send in your questions at any time during the presentation, and we will collect these questions and address them during the Q&A session at the end of today’s presentation.
Please also note that today’s webinar is being recorded, and the recording along with the presentation slides will be available on the WIHCL website with 48 hours.

5. Webinar Overview
Part 1: Breathing the Rarified Air in the C- Suite and the Board Room
Part 2: Influencing
Part 3: Persuading
Part 4: Deeper Dive: Influencing vs. Persuading
Part 5: Influencing-Real Life Examples
Part 6: Practical Tips
Part 7: Questions & Answers

6. Korn Ferry FYI® for your improvement
38 Competency Framework
High Priority Competencies:
Managerial Courage
Self-Awareness
Business (Financial Acumen)
Influencing
Leadership & Team Building

7. Special Thanks
ANNE WHITAKER President-Secondments and Coaching Entrusted Advisors
Organizational Savvy – see notes from Oct. 22

8. Panelist
TERESA WYNN ROSEBOROUGH Executive Vice President-General Counsel & Corporate Secretary The Home Depot

9. Panelist
JENNIFER W. HIGHTOWER Senior Vice President and General Counsel-Law Policy Cox Communications, Inc.

10. Part 1: Breathing The Rarified Air In The C-Suite and the Board Room
Chief Executive Officer
Chief Financial Officer
Board Members
Other C-Suite Members
Chief Marketing Officer
Senior Vice President, Sales
Chief Human Resource Officer

11. Part 2: Influencing Influencing is comprised of five competencies:
Communicating effectively
Driving engagement
Organizational savvy
Persuading
Driving vision and purpose

12. Part 3: Persuading
Using Compelling Arguments to Gain the Support and Commitment of Others

13. Part 4: Deeper Dive: Influencing vs. Persuading
When did you start to develop “influencing” as a part of your skillset?
Can you give an example of one of those skill building opportunities?
Have you observed an instance in which women overlooked those skill building opportunities?
Where are women more challenged with this competency than men?

14. Part 5: Influencing-Real Life Examples

15. Part 6: Practical Tips Increasing Self Awareness
Learn to ask guiding questions
Be a mirror to others by reflecting back what you feel or hear
Unconscious Bias - Countermeasures
Acknowledge the absence of key constituencies in the room
Seek to be sensitive to unconscious bias and become a disruptor
Ascribe positive intent to everyone

16. Part 7: Questions & Answers

17. MANAGERIAL COURAGE
Tuesday, December 6, 2016
9am PT/11am CT/12pm ET

18. THANK YOU!

19. EXHIBITS

20. Delivers messages in a clear, compelling, and concise manner.
COMMUNICATING EFFECTIVELY
Talented
Skilled
Less Skilled
Possible Causes of
Lower Skill
Delivers messages in a clear, compelling, and concise manner.
Actively listens and checks for understanding.
Articulates messages in a way that is broadly understandable.
Adjusts communication content and style to meet the needs of diverse stakeholders.
Models and encourages the expression of diverse ideas and opinions.
Is effective in a variety of communication settings: one-on-one, small and large groups, or among diverse styles and position levels.
Attentively listens to others.
Adjusts to fit the audience and the message.
Provides timely and helpful information to others across the organization.
Encourages the open expression of diverse ideas and opinions.
Has difficulty communicating clear written and verbal messages.
Tends to always communicate the same way without adjusting to diverse audiences.
Doesn’t take the time to listen or understand others viewpoints.
Doesn’t consistently share information others need to do their jobs.
Dominates discussions
Messages lack focus
Doesn’t listen
Shy
Doesn’t write or use visual tools well
Doesn’t connect to the audience
Avoids difficult conversations
Prepares poorly or not at all
Discourages the flow of ideas
Exhibit A

21. Creates a positive and motivating working environment.
DRIVES ENGAGEMENT
Talented
Skilled
Less Skilled
Possible Causes of
Lower Skill
Creates a positive and motivating working environment.
Knows what motivates different people and aligns work accordingly.
Gives others appropriate latitude to get work done.
Invites input from others.
Makes people feel that their contributions are visible and valued.
Structures the work so it aligns with people’s goals and motivators.
Empowers others.
Makes each person feel his/her contributions are important.
Invites input and shares ownership and visibility.
Shows a clear connection between people’s motivators and the organizational goals.
Has little insight into what motivates others.
Doesn’t give people enough flexibility and autonomy to do their work.
Does little to create enthusiasm.
Is unwilling to share ownership and give up control of assignments.
Does not understand the importance of the engagement
Believes everyone should be naturally engaged
Finds it difficult to relate to others with different preferences and drivers
Is unable to size people up
Fails to see the importance of strategic focus and clarity
Treats others unfairly or inequitably
Does not recognize others’ efforts and contribution
Does not demonstrate trust in others
Avoids sharing information
Does not show and interest in others
Insecure about own contributions
Needs the spotlight
Exhibit B

22. Navigates the political complexities of the organization easily.
ORGANIZATIONAL SAVVY
Talented
Skilled
Less Skilled
Possible Causes of
Lower Skill
Navigates the political complexities of the organization easily.
Has a clear understanding of other groups’ business priorities.
Avoids provoking tension between groups.
Uses knowledge of organizational culture to achieve objectives.
Is sensitive to how people and organizations function.
Anticipates land mines and plans approach accordingly.
Deals comfortably with organizational politics.
Knows who has power, respect, and influence.
Steers through the organizational maze to get things done.
Overlooks or disregards the political complexities of the organization.
Pursues own area’s goals without considering the impact on other groups.
Says and does things that strain organizational relationships.
Tends to be impatient with organizational processes and makes political errors.
Ignores or denies the reality of the system
Inexperienced
Resists the reality of complexity
Weak negotiator
Rejects the need to “play politics”
Doesn’t read others or their interests well
Excessively direct and straightforward
Lacks influence
Low ambiguity tolerance
Cynical
Exhibit C

23. PERSUADES
Talented
Skilled
Less Skilled
Possible Causes of
Lower Skill
Shares own ideas in compelling manner that gains commitment from others
Negotiates skillfully and creates minimal noise when working toward an agreed-upon solution
Finds common ground and acceptable alternatives that satisfy the needs of multiple stakeholders
Positions views and arguments appropriately to win support
Convinces others to take action
Negotiates skillfully in tough situations
Wins concessions without damaging relationships
Responds effectively to the reactions and positions of others
Pushes own point of view too strongly
Fails to win support of buy-in from others
Is unable to negotiate solutions that are agreeable to all
Responds negatively to the reactions and positions of others
Has difficulty articulating a logical argument that supports own position
Low personal confidence
Lacks allies or supporters
No credibility
Not confident in ideas
Comes on too strong
Does not listen or respond to objections
No plan for action or follow-up
Does not have a clear purpose or vision
Poor presentation skills
Too easily discouraged
Exhibit D

24. Articulates a compelling, inspired, and relatable vision.
DRIVES VISION & PURPOSE
Talented
Skilled
Less Skilled
Possible Causes of
Lower Skill
Articulates a compelling, inspired, and relatable vision.
Communicates the vision with a sense of purpose about the future.
Makes the vision sharable by everyone.
Instills and sustains organization-wide energy for what is possible.
Talks about future possibilities in a positive way.
Creates milestones and symbols to rally support behind the vision.
Articulates the vision in a way everyone can relate to.
Creates organization-wide energy and optimism for the future.
Shows personal commitment to the vision.
Fails to personally connect with the organization’s vision.
Has difficulty describing the vision in a compelling way.
Can’t simplify enough to help people understand complex strategy.
Struggles to energize and build excitement in others.
Not possibility oriented
Resists change
Doesn’t relate well with others
Lacks ambition
Ineffective communicator
Stuck in the past
Doesn’t show emotion or passion
Lacks authenticity
Not focused or committed
Exhibit E