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

2. Lead From Where You Are
Jo Miller

3. Recap
What techniques have you used in the past to make your value visible?
What were the results?
What accomplishments will you promote?
What new technique will you try?

4. Our behavior teaches people how to treat us

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

6. In this session Transitioning from Tactician to Strategist
Qualities of a Leader
Leading From Where You Are
Managing Up

7. Transitioning from Tactician to Strategist

8. “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?
“You need to be more strategic.”

9. Ellie Pidot, VP, Enterprise Excellence & Business Transformation at Medtronic
“Have a bias for action and getting things done. Come up with a plan, and think ahead in a way that is proactive. Have milestones — check them off and follow through.”
“Strategy is a fancy word for coming up with a long-term plan and putting it into action.”

10. How are you currently spending your time?

11. 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.”

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

13. Your Time Portfolio Which activities will you let go of?
What will you do more of?

14. Qualities of a Leader

15. There’s more than one type of leader.
What’s your signature style?
Copies

16. Leading From Where You Are

17. ”84 percent of U.S. employees are ‘matrixed’ to some extent today” – meaning, they work on multiple teams every day.”
(McKinsey, 2016)
One study showed that 84 percent of U.S. employees are “matrixed” to some extent today – that is, they work on multiple teams every day.
As smaller, quickly forming and disbanding teams are becoming more the norm, research shows teams are spending increasing hours together, not apart.

18. “Do not rely on positional power.
Saying ‘do this because I said so’ is the weakest form of leadership.”
— Jody Mahoney, SVP Business Development and Industry Partners, Anita Borg Institute

19. From the survey
I am able to motivate and manage others, regardless of whether they report to me.
86% agree.

20. I asked 16 leaders…
“What skills do you most appreciate seeing in employees who step up and lead without authority?”

21. Leading from where you are
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first
Print a copy of each of the next slides

22. Be a practical visionary
Be inquisitive
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first
Ask questions before setting a direction.
Show enthusiasm and a desire to learn.
Listen. Do your research.
Understand your stakeholders’ viewpoints and develop a well-rounded view of the issue.

23. Be a practical visionary
Take ownership
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first
Be proactive.
Have a can-do spirit.
Help to solve the pain points that are not anyone’s mandate.
Be personally accountable for the outcome.

24. Be a practical visionary
Take risks
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first
Leadership is a skill that’s best learned by doing.
You must take risks!
Volunteer for something that you or your organization have never done before. This means placing a bet on yourself.
Don't be afraid to fail and learn from those failures.

25. Be a practical visionary
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first
Develop a clear vision and be able to see the end result.
Clearly communicate your vision to others, and explain why it matters.
Create energy, excitement, and unity around the issue.
Understand where your priority fits with other priorities.
Be action oriented, keeping an eye on your vision as you drive it to resolution.

26. The Cause Effect
“Hyper-successful projects have at their core a palpable cause. Rallying teams around this shared sense of purpose means tapping into their hearts. When the entire team builds collective identity around a common cause, the project transcends ‘work’ and becomes a mission.”
— Deloitte
Social media team -> storytelling team
Mortgage product -> the dreammaker

27. Be a practical visionary
Put the team first
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first
Build trust and engagement.
Give credit to others. Call out people who do great work.
Develop the ability to work with different personalities.
Enlist support from decision-makers and advocates.

28. Leading from where you are
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first
Teach it!

29. Be a practical visionary
Self-assessment
Be inquisitive
Take ownership
Take risks
Be a practical visionary
Put the team first

30. From the survey
I am able to motivate and manage others, regardless of whether they report to me.
86% agree.
I am confident with "managing upward" i.e. leading, motivating, and persuading my superiors. 43%

31. Leading Your Leaders

32. “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

33. 1) Understand your leaders and their goals

34. Work Styles LOVES: LOATHES: MAKE SURE TO: AVOID:
What’s new, Ideas, Possibility
Details, Naysayers
Paint a bold picture, be dynamic, show what “could be”
Stress-testing ideas too soon, being change-averse
Efficiency, Results, Prominence
Touchy-feely talk, lack of control
Be short and to the point; be ready for debate, show them the $$
Using feelings over logic, being nonlinear
Relationships,
Belonging, Meaning
Abrasive or dismissive communication
Build rapport; humanize; ask questions; socialize the idea
Being “all business”; ignoring the human element
Practicality, Fairness, Processes
“Good enough”; Dis-organization
Include accurate details, documentation and sources
Framing a proposal as a shocking change
Adapted from
Crestcom Leadership

35. See The World Through Their Eyes…
I’m passionate about…
I’m responsible for…
My workstyle is…
I tend to say “Yes” to…
Satya Nadella, CEO
 Brad Anderson, VP, EEM / EMM
You could really wow me by…
My stresses & pressures include…
Name:

36. 2) Communicate persuasively

37. Pick it,
Productize it,
Pitch it!

38. Pick a “product.”
What does your product do? Why is it needed or important in your organization?
Name it.
PRESENTATION GOALS:
Convince your executive to invest in your product.
Be persuasive.
HAVE FUN!

39. 3) 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. In this session Transitioning from Tactician to Strategist
Qualities of a Leader
Leading From Where You Are
Managing Up

42. If you want to leave a lasting leadership legacy: