1. Taking the Lead
With Jo Miller

2. I HAVE SOME UNIQUE
KOALAFICATIONS

3. Our behavior teaches people how to treat us

4. Taking the Lead Staying Motivated and Engaged Leadership Presence
Your Signature Leadership Qualities
Lead From Where You Are
Influencing Upward 
Going for a Promotion

5. Goals for the Workshop

6. Introductions: Why are you here

7. Introductions Name Role Goal/s for the workshop
Something we wouldn’t guess about you

8. What is leadership?

9. A leader is someone who…
Leads the organization in a shared vision. Ensures that all are focused on achieving a collective goal. Effects change. Innovates and problem-solves. Is comfortable dealing with uncertainty. Shows honesty and transparency. Has moral and ethical courage. Is a great communicator. Builds rapport and trust. Motivates others to take action. Invests in others. Brings out a 'can do' positive attitude in others. Inspires others to be successful.

10. Staying Motivated and Engaged

11. Marathon weekend email catch-ups
Drink more coffee
Get 4 hours of sleep
Get 10 hours of sleep
UNSUSTAINABLE
Marathon weekend catch-ups
Afternoon naps

12. 7 8 9
High
effort
Medium
Low 4 5 6 1 2 3

13. Arrive at work in a good mood1
Arrive at work in a good mood

14. Employees at a call center who arrived at work in a good mood performed better and reported feeling more positive after their calls.
Academy of Management, 2011
Source: "Waking Up on the Right or Wrong Side of the Bed: Start-of-Workday Mood, Work Events, Employee Affect, and Performance," Academy of Management, April 2012.
Source: "Waking Up on the Right or Wrong Side of the Bed: Start-of-Workday Mood, Work Events, Employee Affect, and Performance," Academy of Management, April 2012.

15. 2
Be an energizer
Those who energize others are much higher performers (and are more likely to be heard and to see their ideas acted upon).
“The Hidden Power of Social Networks,” by Robert Cross and Andrew Parker
“The Hidden Power of Social Networks,” by Robert Cross and Andrew Parker

16. Tip: “…energizers are not entertainers, or even necessarily very charismatic or intense. Rather, they bring themselves fully into an interaction.” — Robert Cross & Andrew Parker, The Hidden Power of Social Networks
“The Hidden Power of Social Networks,” by Robert Cross and Andrew Parker

17. 3
Have friends at work
Gallup’s research into highly productive workgroups has repeatedly found that having a best friend at work fuels higher performance, enjoyment and engagement.
Source: “Why We Need Best Friends at Work,” Gallup, January 2018.
Source: “Why We Need Best Friends at Work,” Gallup, January 2018.

18. Arrive at work in a good mood7 8 9
High
effort
Medium
Low 4 5 6
Arrive at work in a good mood
Be an energizer
Have friends at work

19. Manage your energy, not your time4
Manage your energy, not your time
McKinsey’s study of top female leaders found ‘managing energy’ to be a common trait: “Successful women leaders know how to manage their energy: What drains it or replenishes it.”
Source: “Centered leadership: How talented women thrive,” McKinsey Quarterly, September 2008
Source: “Centered leadership: How talented women thrive,” McKinsey Quarterly, September 2008

20. Tip: Understand what drains you and what sustains you.
Tip: Maximize productivity with 90 minute intervals and renewal breaks.
“Relax! You’ll Be More Productive,” New York Times, February 2013
“Relax! You’ll Be More Productive,” New York Times, February 2013

21. Know your goal orientation5
Know your goal orientation
There are two types of goal orientation. Which are you?
Source: “Shaping achievement goal orientations in a mastery-structured environment and concomitant changes in related contingencies of self-worth,” O’Keefe, Ben-Eliyahu, Linnenbrink-Garcia, 2012.
Mastery/learning orientation
Performance orientation
Source: “Shaping achievement goal orientations in a mastery-structured environment and concomitant changes in related contingencies of self-worth,” O’Keefe, Ben-Eliyahu, Linnenbrink-Garcia, 2012.

22. Tip: Tailor your goals to suit the style that best motivates you.
Tip: Foster a work environment that promotes mastery.

23. 6
Negotiate autonomy
People who feel a sense of autonomy and responsibility are less likely to burn out. “People want the opportunity to make choices and decisions, use their ability to think and solve problems, and have some input in the process of achieving the outcome for which they will be held accountable.” – Dr. Christina Maslach, The Truth About Burnout
The Truth About Burnout, by Dr. Christina Maslach

24. Tip: Negotiate to increase your decision-making authority along with control over your role, goals, and how you complete your work.

25. 7 8 9 High effort Medium Low Manage your energy, not your time
Know your goal orientation
Negotiate autonomy
Arrive at work in a good mood
Be an energizer
Have friends at work

26. Get into a state of “flow”7
Get into a state of “flow”
People who are happiest in their work are those who get into a state of flow when working.
— Mihály Csíkszentmihályi, Flow
Flow by Mihály Csíkszentmihályi

27. Tip: To get into a state of flow, seek out…
Clear goals
Immediate feedback
Tasks that are a challenge, but doable.

28. Work well with your boss8
Work well with your boss
Form a good working relationship with your boss. People quit their boss, not their company or their job.
50% of workers have quit a job due to their boss.
Source: “State of the American Manager: Analytics and Advice,” Gallup, 2015
Source: “State of the American Manager: Analytics and Advice,” Gallup, 2015

29. 9
Develop a new habit
“Change might not be fast and it isn’t always easy. But with time and effort, almost any habit can be reshaped.” – Charles Duhigg, The Power of Habit
The Power of Habit by Charles Duhigg

30. Baby animal videos!

31. Routine Reward Cue Isolate the cue Identify the routine
Experiment with rewards
Have a plan
The Power of Habit by Charles Duhigg

32. High effort Medium Low Get into a state of “flow”
Work well with your boss
Develop a new habit
High
effort
Medium
Low
Manage your energy, not your time
Know your goal orientation
Negotiate autonomy
Arrive at work in a good mood
Be an energizer
Have friends at work

33. Which one do you most look forward to implementing?

34. This presentation is available at BeLeaderly.com/westernalliance

35. Leadership Presence

36. What is leadership presence?

37. — Executive Director, UBS
“Leadership presence is a quality that is almost impossible to define, yet we all know it when we see it.”
— Executive Director, UBS

38. From the prep survey: “I exude leadership presence”

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

40. “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)?”
Social psychologist, Harvard lecturer & author Amy Cuddy:
When we meet people, especially leaders, we size them up based on 2 criteria.
— Amy Cuddy

41. Warmth
Authority
Warmthority
Leadership Presence

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

43. Warmth
Authority
Warmthority
Which will you work on?

44. You’re the Expert

45. You’re the Expert 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 warmth, authority, or warmthority.
Questions:
Why are you an expert on [selfies]?
Tell me about the origin of [selfies].
What does the future look like for [selfies]?
Pair up. 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. Practice being an energizer or listening with RWF: resting “warmthority” face.

46. You’re the Expert 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 warmth, authority, or warmthority.
Questions:
Why are you an expert on [pickles]?
Tell me about the history of [pickles].
What’s the latest trend concerning [pickles]?
Pair up. 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. Practice being an energizer or listening with RWF: resting “warmthority” face.

47. 3 channels for leadership presence
38%
LEADERSHIP PRESENCE
Words
Vocal tone
Body language 7%
55%

48. “Trust is the conduit for influence…
Having the best idea is worth nothing if people don’t trust you.”
— Amy Cuddy

49. — Luann Pendy Senior Vice President of Global Quality, Medtronic
“Meetings are your greatest opportunity to be visible and show your organization what you bring to the table.”
— Luann Pendy Senior Vice President of Global Quality, Medtronic

50. ENGAGE
your audience
PERSUADE

51. “If you don’t have a seat at the table, Bring your own chair.”
— Midy Aponte

52. Personal Action Plan