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

2. 5 Ways to Lead When You’re Not in Charge
Jo Miller

3. Our behavior teaches people how to treat us

4. “84 percent of U.S. employees are ‘matrixed’ to some extent today” – meaning, they work on multiple teams every day.”
(McKinsey, 2016)

5. You’re interested in how to…
earn trust & have a backbone
change how we do things
have my voice heard & respected
gain honest input from peers
be recognized as a leader
get asked to lead a project
see my suggestions implemented
be seen as a true leader
voice opinions without being overbearing
be seen as more than my title
have others follow my recommendations
You’re interested in how to…

6. Transitioning from Doing to Leading
Tactician
High performer
Smartest in the room
Developing yourself
Driving projects
Uphold status quo
Your success
Strategist
Force multiplier
Booster of collective IQ
Activating potential in others
Rallying causes
Create sweeping change
Team’s success

7. 1. From Tactician to Strategist

8. “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.”

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. 4 Questions Asked by Strategic Leaders

15. 4 Question Asked by Strategic Leaders
What’s your time horizon?
What are your customers’ unmet needs?
What’s the scope of your influence?
What’s the extent of the change you’re driving?
Write it down: What are you most concerned with?

16. “You can’t do that with T-Rex arms.”

17. 4 Question Asked by Strategic Leaders
What’s your time horizon?
What are your customers’ unmet needs?
What’s the scope of your influence?
What’s the extent of the change you’re driving?
Write it down: What are you most concerned with?

18. Grab the slides at
beleaderly.com/415

19. 2. From High Performer to Force Multiplier

20. collabotage
“Talented employees are ‘force multipliers’, raising the performance bar for their colleagues...”
Source: “What Science Says About Identifying High-Potential Employees,” Harvard Business Review, October 2016

21. Promote Psychological Safety
Definition:
Team members feel safe to take risks and be vulnerable in front of each other
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Take action:
Ensure people aren’t punished for speaking up.
Encourage healthy debate.
Bust up groupthink.
Create group norms that allow for equal airtime.
Source: “What Google learned in it’s quest to build the perfect team,” New York Times, February 2016

22. Boost collective intelligence
Collective intelligence and performance increase as groups become more diverse in terms of gender, race, personality, geography.
Invite diverse perspectives to the table.

23. Encourage. Appreciate. Celebrate. Thank.
Top performing teams give each other more than 5 positive comments for every criticism
5:1
Encourage. Appreciate. Celebrate. Thank.

24. Shift from High Performer to Force Multiplier
Which one will you try?
Promote psychological safety
Boost collective intelligence
Live the 5:1 ratio

25. 3. From Developing Yourself to Activating Potential in Others

26. Be an energizer
People who energize others are much higher performers (and are more likely to be heard and to see their ideas acted upon).
Source: The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations, Cross & Parker

27. “…energizers are not entertainers, or even necessarily very charismatic or intense. Rather, they bring themselves fully into an interaction.”

28. People who use their strengths @ work every day are…
3 x more likely to report excellent quality of life
6 x more likely to be engaged
8% more productive
15% less likely to quit
Sources: Peterson, C. et al. “Strengths of character and work.” Oxford handbook of positive psychology and work (2010). Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014).
Sources: Peterson, C. et al. “Strengths of character and work.” Oxford handbook of positive psychology and work (2010).
Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014).
Sources: Peterson, C. et al. “Strengths of character and work.” Oxford handbook of positive psychology and work (2010).
Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014).

29. “Only 2 in 10 workers say they get to use their strengths every day.”
Strengths are vastly underleveraged
“Only 2 in 10 workers say they get to use their strengths every day.”
Less than 2 in 10 workers strongly agree that they get to use their strengths every day.
”How to do what you love,” Marcus Buckingham

30. 7 team roles that relate positively to job satisfaction.
What’s yours?
Help others identify and live their ideal team role
idea creator
information gatherer
decision-maker
implementer
influencer
energizer
relationship manager
Source: “Team roles: Their relationships to character strengths and job satisfaction,” Journal of Positive Psychology,
Source: “Team roles: Their relationships to character strengths and job satisfaction,” Journal of Positive Psychology, 2016

31. Shift from Developing Yourself to Activating Potential in Others
Which one will you try?
Be an energizer
Encourage others to use their strengths
… Especially those you clash with

32. Is it more important to be liked or respected?

33. 4. From Being Liked to Being Respected

34. You’re the Expert

35. Exercise Instructions:
You’re the Expert
Exercise Instructions:
Pair up; appoint Person A & B
Person A = the foremost expert on his or her topic
Person B = non-expert.
Person B asks Person A questions.
Person A answers questions with complete authority.
Questions:
Why are you an expert on [selfies]?
Tell me about the origin of [selfies].
Pair up. Pick your expertise, and have your partner ask you questions about your topic. Here’s the catch! You must be an expert. If you were to give these answers in school, you’d get them wrong on a test but that’s not what this is about. In this activity, what you say is correct – you are the foremost expert.
Non-expert – you can ask any ridiculous question about the topic you want.

36. Exercise Instructions:
You’re the Expert
Exercise Instructions:
Pair up; appoint Person A & B
Person A = the foremost expert on his or her topic
Person B = non-expert.
Person B asks Person A questions.
Person A answers questions with complete authority.
Questions:
Why are you an expert on [pickles]?
Tell me about the history of [pickles].
Pair up. Pick your expertise, and have your partner ask you questions about your topic. Here’s the catch! You must be an expert. If you were to give these answers in school, you’d get them wrong on a test but that’s not what this is about. In this activity, what you say is correct – you are the foremost expert.
Non-expert – you can ask any ridiculous question about the topic you want.

37. “These are the two primary dimensions along which people evaluate each other — we ask: do I like this person (warmth/trustworthiness)? And do I respect this person (power/competence)?”
— Amy Cuddy

38. Warmth
Authority
Leadership Presence
“Warmthority”

39. Exercise Instructions:
You’re the Expert
Exercise Instructions:
Pair up; appoint Person A & B
Person A = the foremost expert on his or her topic
Person B = non-expert.
Person B asks Person A questions.
Person A answers questions with warmthority.
Question:
What does the future look like for [selfies]?

40. Exercise Instructions:
You’re the Expert
Exercise Instructions:
Pair up; appoint Person A & B
Person A = the foremost expert on his or her topic
Person B = non-expert.
Person B asks Person A questions.
Person A answers questions with warmthority.
Question:
What’s the latest trend concerning [pickles]?

41. 4. From Being Liked to Being Respected
Warmthority

42. 5. From Driving Projects to Rallying Causes

43. 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.”

44. The 6 x 6
Why is that important to you?

45. In this session From tactician to strategist
From high performer to force multiplier
From developing yourself to activating potential in others
From being liked to warmthority
From driving projects to rallying causes

47. “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

48. Grab the slides at
beleaderly.com/415