1. Become a Person of Influence
With Jo Miller
@jo_miller
Technical work is team work, and if you want to make a difference at work, you’ll need to engage, motivate and influence others – regardless of whether they report to you. In this workshop, explore ways to influence without authority and gain a ‘seat at the table.’ Understand the mechanisms of power within your organization and identify your six sources of influence.

2. Welcome
Kristen Weber
Principal Program Manager
Expedia

3. Sponsored by Expedia
Visit us at our career fair booth to learn about a multitude of roles across all our brands.
We are interviewing for 20 software engineering intern roles across Expedia. 
Positions are available in San Francisco, Bellevue (WA) and Chicago.
Daily drawing for a $250 gift card. One winner per day, and you can visit us once per day! 

4. Jo Miller
Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc.
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 60 speaking presentations annually to audiences of up to 1,200.

5. I HAVE SOME UNIQUE
KOALAFICATIONS

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

7. INFLUENCE

8. “In my company, influencing skills are the single most important success factor after knowing your job.” 
Joanna Sohovich, CEO,
The Chamberlain Group

9. Are influence and power good or bad?

10. Are influence and power good or bad?

11. “Most technical work is team work.
With influencing skills, a technical woman can be more efficient, get the job done, establish her reputation and advance her career."
Wei Lin, Senior Director of Engineering, Symantec

13. Try to influence a situation
Become a person of influence

14. The fundamental truth about influencing…

15. Dog Psychology Center

16. The fundamental truth about influencing…
Our behavior teaches
people how to treat us.

17. “You can influence others in every conversation you have
“You can influence others in every conversation you have. In a subtle way, we convey our confidence and professionalism in every interaction that we have with co-workers, customers, superiors and subordinates.”  
Laurie Oare, Division President U.S. Foodservice

18. Characteristics of an influential role model

19. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

20. Positional Influence
The influence inherent in your job title and role.

21. Building positional influence
You have an important job – people need to know!
Seize all opportunities to educate others about your role, and how you can help.
Create your 30-second commercial.

22. 30-second commercial Name Job title I am responsible for a, b, c.
Come directly to me when you need x, y, z.

23. I hate to bust your bubble.”
“There is a myth that the higher you go in the organization and the more positional authority you gain, that you just have to say “do it” and people get it done.
I hate to bust your bubble.”
Dr. Cecilia Kimberlin, VP QA, Regulatory Affairs and Compliance, Abbott

24. Ready to lead, climb and thrive
Ready to lead, climb and thrive? Get a copy of this presentation at BeLeaderly.com/ghc

25. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

26. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

27. Expertise Influence
The influence that comes from your background, qualifications, experience and accomplishments.

28. “It’s not what you know and it’s not who you know
“It’s not what you know and it’s not who you know. It’s who knows what you know.”
Nora Denzel, Board Director, AMD and Ericsson

29. Make your expertise visible
Early career
Work less!
Promote your accomplishments
Mid-level
Volunteer for high-profile assignments
Lead committees and task forces
Senior-level
Build your “brand” as an industry leader
Speak on panels, at conferences, and in the media

30. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

31. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

32. Resources Influence
Negotiating the resources you need to do your job well.

33. Build your resources influence
Early Career
Become a good negotiator
Learn leading without authority
Mid-level
Suggest special projects as developmental opportunities for others
Understand how finances and budgets work
Senior-level
Be a mentor, sponsor, and talent scout

34. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

35. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

36. Informational Influence
Having a finger on the pulse of what is going on in your organization, industry, and profession.

37. Be an informational powerhouse
Have some go-to sources of information.
Pay attention to new projects, opportunities, re-orgs, personnel changes, resource allocations, budgets, technology, innovation, economic conditions, market intelligence, legislation, etc.
Network with other “informational powerhouses”.
Filter useful information from gossip or noise.

38. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

39. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

40. Direct Influence
Being firm, professional and direct when someone’s behavior is detrimental to the team or the organization.
(The 1% rule)

41. Effective use of direct influence
Be firm, fair and professional
Be direct and concise while delivering tough news
Explain what was unacceptable and why
Share your vision of their future potential

42. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

43. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

44. Relationships Influence
The influence that comes naturally with having a network of authentic relationships across your organization, industry, and profession.

45. The most important asset you will build in your career:
Your Network
(Your Sphere of Influence)

46. SPHERE OF INFLUENCE

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

48. 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.

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

50. 5 Key People to Have in Your Network

51. 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.

52. 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
Filters useful information from gossip or ‘noise’
Has information in advance about new projects, opportunities, re-orgs, resource allocations, budget changes, etc.

53. 3. The Influencer Not necessarily high-level or high-profile
Makes stuff 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.

54. 4. The Mentor

55. 4 S’s of Mentoring Successes
Stories
Situations
Self-awareness
Skill-building

56. “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, by Herminia Ibarra, Nancy M. Carter, and Christine Silva, in Harvard Business Review

57. 5. The Sponsor

58. “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

62. Only _____ % of women and _____ % of men employed in large companies have a sponsor.13 19

63. Have you had a sponsor? How did the sponsorship begin?
How did your sponsor help you?

64. Qualities of a good sponsor

65. “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

66. Attracting the attention of influential sponsors

67. Attracting the attention of an influential sponsor
Outperform!
Make your value visible
Observe the protocols: how does sponsorship work in your organization’s culture?
Ask which leaders have a strong track record of developing talent
Network across your organization and beyond your direct management chain
Look for exposure opportunities to work with or work for senior leaders
Have clarity about your career goals
Share your career goals with your leaders.

68. “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.

69. 5 Key People to Have in Your Network
The Connector
The Informational Powerhouse
The Influencer
The Mentor
The Sponsor

70. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

71. Self-evaluation What are your strong sources of influence?
Which do you want to strengthen? How?

72. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

73. Ready to lead, climb and thrive
Ready to lead, climb and thrive? Get a copy of this presentation at BeLeaderly.com/ghc

74. “It’s not enough to have a bright technical idea
“It’s not enough to have a bright technical 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

75. Thank you, Expedia

76. Rate and review the session on our mobile app