1. — Nina Bhatti, Founder, Kokko Inc.
“Opportunity does not come gift-wrapped. You must take risks.”
— Nina Bhatti, Founder, Kokko Inc.

2. Lead From Where You Are

3. Transitioning from Doing to Leading

4. — Lisa Walsh, VP, PepsiCo Sales
You have probably built success as a specialist who is adept at knowing your topic or your area of the business. It is one of the reasons you have gotten promoted. As you go higher, you will be valued for understanding the business and how various pieces of the business integrate into the whole.
— Lisa Walsh, VP, PepsiCo Sales

5. Transitioning from Doing to Leading
Executing Subject matter expert Tactician Your success
Envisioning Thought leader Strategist Team’s success

6. — Dona Munsch, VP Cloud Operations, 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.
— Dona Munsch, VP Cloud Operations, NetApp

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

8. Transitioning from Doing to Leading
What do you need to let go of?
What will you do more of?

9. 52% agree. 14% strongly agree.
From the prep survey
I am able to motivate and engage others, regardless of whether they report to me.
52% agree. 14% strongly agree.
Q10. I am able to motivate and engage others, regardless of whether they report to me.
Strongly disagree 0.00%
Disagree 0.00%
Neutral 33.33%
Agree 52.38%
Strongly agree 14.29%

10. 6 steps for leading others, with or without direct authority

11. Great Leaders Ask Great Questions

12. “Good questions wake people up. They prompt new ideas
“Good questions wake people up. They prompt new ideas. They show people new places, new ways of doing things. They help us admit that we don’t know all the answers.”
“Good questions wake people up. They prompt new ideas. They show people new places, new ways of doing things. They help us admit that we don’t know all the answers.”
— Michael J. Marquardt, Leading With Questions.
— Michael J. Marquardt

13. What mindset would you need to be in to lead others by asking questions?

14. A Leader’s Mindset for Asking Questions
Build trust
Be curious
Be non-defensive
Be open to diverse and challenging viewpoints
Truly listen
Clarify what you’re hearing
Make it a conversation
Ask follow-up questions
Act on what you hear and learn

15. 6 steps for leading others, with or without direct authority
Shared vision or goal
Co-create clear expectations
Co-create accountability

16. Questions for Setting Goals, Expectations, and Accountability
What is our shared goal?
What’s our ultimate purpose behind this goal?
How will we know we’re successful?
How will we measure success?
What steps must we take, to get there?
What are we accountable to delivering?
What piece of this will you own?
How will we hold ourselves accountable?
How will we respond if things go off-track?

17. 6 steps for leading others, with or without direct authority
Shared vision or goal
Co-create clear expectations
Co-create accountability
Turn them loose
Frequent check-ins
Celebrate success!

18. If things go off-track:
Return to the list of six steps.
Assess which one step is missing, and take action.
If you have exhausted all of these options: Escalate.

19. See yourself as a leader now. Leadership is an action, not a position.
— Dr. Cindy Pace

20. Influencing Upward

21. From the prep survey
I am able to influence my management and senior executives.
67% agree. 5% strongly agree.
Q11. I am able to influence my management and senior executives.
Disagree 4.76%
Neutral 23.81%
Agree 66.67%
Strongly agree 4.76%

22. 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 Senior Retail Supply Leader, Procter & Gamble

23. Influencing Upward

24. 1. Understand your leaders and their goals.
Influencing Upward
1. Understand your leaders and their goals.

25. Everyone makes decisions differently
Everyone makes decisions differently. The better you understand your leaders, the easier your life will be and the more successful you will be. Understand their business, their goals for their business and their decision-making style.
— Kim Brown Strickland VP of Finance, Merchandising and Marketing, Walmart

26. 1. Understand your leaders and their goals
Learn what business goals they are responsible for
Check in with them frequently to keep up to date with their most important goals and challenges
Understand what motivates them
Identify their communication and decision-making styles.

27. 1. Understand your leaders and their goals.
Influencing Upward
1. Understand your leaders and their goals.

28. Influencing Upward 1. Understand your leaders and their goals.
2. Communicate in a style that they find persuasive.

29. — Linda Nordgren VP & GM of Merchandising, Safeway Inc.
Take time to understand your leader and their preferred communication style. Observe how others communicate effectively with them.
— Linda Nordgren VP & GM of Merchandising, Safeway Inc.

30. Founder, Ayuda Heuristics
Don't be afraid to ask your leader how they want to be communicated with.
— Cyndi Mitchell
Founder, Ayuda Heuristics

31. 2. Communicate in a style they find persuasive
Do they prefer to communicate via , IM or in person?
Schedule time to speak, or catch them in the hallway?
Do they want a high-level overview, or a deep dive into data?
The whole story or just the bottom-line?
The entire plan or the end result?
Do they make decisions quickly or think it through?
Are they a lone decision-maker or do they crowd-source decisions?
When is the best time to bring them bad news?

32. Influencing Upward 1. Understand your leaders and their goals.
2. Communicate in a style that they find persuasive.

33. Influencing Upward 1. Understand your leaders and their goals.
2. Communicate in a style that they find persuasive.
3. Pre-sell your big ideas

34. Never underestimate the importance of the meeting before the meeting!

35. 3. Pre-sell your big ideas
Does this make sense to you?
Do you agree with this?
Do you think this is a smart way for us to be investing our time and money?
Does this align with the initiatives in your area?
And if it does, will you back me up when I give my presentation?

36. Influencing Upward 1. Understand your leaders and their goals.
2. Communicate in a style that they find persuasive.
3. Pre-sell your big ideas.

37. Influencing Upward 4. Know when and how to challenge your leaders.
1. Understand your leaders and their goals.
2. Communicate in a style that they find persuasive.
3. Pre-sell your big ideas.
4. Know when and how to challenge your leaders.

38. — Linda Nordgren VP & GM of Merchandising, Safeway Inc.
Don’t tell me what you think I want to hear. Be your authentic self, and challenge direction with courage and good grace.
— Linda Nordgren VP & GM of Merchandising, Safeway Inc.

39. 4. 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

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

41. Influencing Upward 4. Know when and how to challenge your leaders.
1. Understand your leaders and their goals.
2. Communicate in a style that they find persuasive.
3. Pre-sell your big ideas.
4. Know when and how to challenge your leaders.

42. “Time spent understanding people is never wasted.”
— Cate Huston

43. Going for a Promotion

44. What’s the easiest way to get a raise or a promotion?

45. Accenture surveyed 3,400 executives in 2011.
37% had asked for a raise, promotion or job change. }
Of those that asked, 65% said it helped.
Women overall were somewhat less likely than men to say they have asked for pay raises (44 percent versus 48 percent) and promotions (28 percent versus 39 percent)
Reinvent Opportunity: Looking Through a New Lens, Accenture’s 2011 survey of 3,400 business executives from medium to large organizations across 29 countries.
37% had asked for a raise, promotion or job change
“Reinvent Opportunity: Looking Through a New Lens,” Accenture, 2011.

46. What happened when people asked for a raise?
In the overwhelming majority of cases, people who ask for a raise are at least thrown a bone.
And in a significant number of cases, folks who ask for a raise actually get more money than they were expecting.
- CBS News MoneyWatch, March 9, 2011

47. What happened when people asked for a promotion?
10% of the time, nothing happened.
5% of those who asked for a promotion got new responsibilities instead.
10% got a new role, but not the one they asked for, and not a promotion.
42% got the role they asked for.
17% got a new role, and it was a better one than they'd hoped for.
59% of people who asked for a promotion got one!
- CBS News MoneyWatch, March 9, 2011

48. LinkedIn surveyed 954 professional women in 2013.}
75% of women who asked for a promotion got one.
Today’s Professional Woman, LinkedIn’s 2013 survey of 954 professional women.
“Today’s Professional Woman,” LinkedIn, 2013.

49. What’s the easiest way to get a raise or a promotion?

50. R

51. 1. Don’t underestimate your READINESS.

52. Don’t underestimate your READINESS
On a scale of 1 to 10, how capable do you think you are of performing that job today?

53. An internal study at HP found:
Women will apply to a job when they believe they meet
of the job requirements.
Men will apply if they think they meet just
of the requirements.
60%
100%

54. 1. Don’t underestimate your READINESS.

55. 1. Don’t underestimate your READINESS. 2. What are the REQUIREMENTS?

56. Senior Software Engineer

57. What are the requirements?
I am interested in becoming [name the role]. What are the requirements?
Listen, then paraphrase back:
If I understand correctly, the requirements to become [role] are a, b, c, d.
Check that you have their agreement.

58. 1. Don’t underestimate your READINESS. 2. What are the REQUIREMENTS?

59. 1. Don’t underestimate your READINESS. 2. What are the REQUIREMENTS?
3. Is now the RIGHT TIME? R

60. The right conversation can be held at the wrong time (for example, when your boss is in bad mood or the person you're talking to is the wrong person.)
It doesn't matter how good your request is if you do it at the wrong time. Timing is everything.
— Donnell Green Global Head of Talent Management and Development, BlackRock.

61. When is the wrong time to ask? When is the right time to ask?
Is now the right time?
When is the wrong time to ask?
When is the right time to ask?

62. 1. Don’t underestimate your READINESS. 2. What are the REQUIREMENTS?
3. Is now the RIGHT TIME? R

63. 1. Don’t underestimate your READINESS. 2. What are the REQUIREMENTS?
3. Is now the RIGHT TIME?
4. Make your REQUEST.

64. Make your request I understand the role requires a, b, c.
I believe I am the ideal candidate for this position because x, y, z.
Check for their agreement.
What are our next steps to move forward
If you sense any hesitation:
Is there any additional information you need, to consider me as the ideal candidate for this position?

65. Additional tips Know what you want
Know the trade-offs you’re willing to accept
Know how the other person absorbs & digests information
Make it easy for them to say “yes”
Don’t take “no” personally
Think through the “no” and continue to move conversation forward
If necessary, ask to follow up at a better time.
— Patricia Bovan Campbell

66. Personal Action Plan

67. Feedback Survey

68. This presentation is available at BeLeaderly.com/sep25

69. with everything you’ve got.
Lead from where you are
with everything you’ve got.
— Tara Jaye Frank