1. Communicate your purpose and brand
Put it in your talent profile

2. Managing Your Work

3. Managing Your Work Getting things done Leading from where you are
Workstyles

4. Getting Things Done

5. “People who get ahead know how to get things done
“People who get ahead know how to get things done. They are effective and productive. They perform with consistency and excellence, and deliver great results.”
— Cindy Pace

7. Getting Things Done, by David Allen
Capture Tool
Have one (or very few) places to catch all incoming items that might require action.
Allocate time to “process” action items in bulk.
Getting Things Done, by David Allen

8. Incoming “stuff” Does it require action? Yes No Trash
Multistep project plans
What’s the next action?’
Someday/ Maybe
Will it take less than 2 minutes?
Reference
YES: Do it
NO: Delegate it
NO: Defer it
Getting Things Done, by David Allen

9. What’s your top productivity tip?

10. Get a copy of the PowerPoint slides www.beleaderly.com/latam

11. When you lie on your resume about having previous sheepdog experience…

13. How to be a leader that people want to follow!

14. Leading From Where You Are

15. “84 percent of U.S. employees are ‘matrixed’ to some extent today” – meaning, they work on multiple teams every day.”
Source: “Revisiting the Matrix Organization,” McKinsey & Company, 2016
Source: “Revisiting the Matrix Organization,” McKinsey & Company, 2016

16. You’re thinking about how to…
Work with my team to get things done
Lead a team that is being transformed
Keep the team motivated & committed in a changing environment
Increase others’ motivation
Be recognized for leading high-performers
Inspire others
Work remotely with other countries
Spend more time on strategic activities r
Spend less time in execution
Influence the organization more
You’re thinking about how to…

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

18. Transitioning from Doing to Leading
Executing
Subject matter expert
Tactician
Problem-solver
Optimizer
Goals Me
Envisioning
Thought leader
Strategist
Agenda-setter
Transformer
Causes We

19. 1. From Tactician to Strategist

20. “You need to be more strategic.”
SCRIPT
“You need to be more strategic.” Feedback commonly given to aspiring leaders, and yet it’s hard to articulate exactly what it really means.
***You might have wondered - how do I make the shift from being reactive and tactical to thinking and acting more strategically?
Is that even possible when you don’t have anyone to delegate to?***
“You need to be more strategic.”

21. Ellie Humphrey, 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.”

22. How are you currently spending your time?

23. Dona Munsch, VP, Cloud Operations at NetApp
“My ‘get it 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.”

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

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

26. What Are The Components of a Good Strategy?
Focused on the long-term, forward-looking.
Aspirational, but recognizes starting point/constraints.
Grounded in facts, deep understanding of customers and environment.
— Ellie Humphrey

27. 3 STEPS FOR BEING STRATEGIC
ENVISION
COMMUNICATE
IMPLEMENT
3 STEPS FOR BEING STRATEGIC
— Ellie Humphrey
Three steps involved in being strategic
Strategic visioning
Communicating your strategy
Strategic implementation

28. 4 Questions Asked by Strategic Leaders

29. 1) What’s My Time Horizon?
Shift your attention away from what’s in front of you, to focus on the longer-term.
Ask “What is my time horizon and where am I influencing? Is it for today, tomorrow, a year from now, or five years from now?
— Dona Munsch

30. 2) What Are Our Customers’ Unmet Needs?
Which question stands out the most to you?
Ask questions that provoke deeply reflective thinking.
What are your customers’ unmet needs?
How should your strategy address those needs?
How will their needs be different in the future than they are today?
What can you do to position yourself for the future?” — Ellie Humphrey

31. 3) What’s The Scope of My Influence?
Expand your scope of influence beyond your immediate role and team.
“Are you influencing a few team members who report to the same leader as you do? Or, are you influencing and working with a larger set, team to team, or with organizations that are outside of your day-to-day role?”
— Dona Munsch

32. 4) What’s The Extent Of The Change I’m Driving?
Consider the degree of change that you're looking to drive.
Are you maintaining the status quo, or causing transformational change?

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

34. 4 Question Asked by Strategic Leaders
What’s my time horizon?
What are my customers’ unmet needs?
What’s the scope of my influence?
What’s the extent of the change I’m driving?
Write it down: What are you most concerned with?

35. Give yourself time to think

36. 2. From Optimizer to Transformer

37. First, agree on the problem

38. 5 qualities of a transformer
Conviction.
Passion.
Vision.
Empathy.
Relentlessness.

39. 3. From Problem Solver to Agenda Setter

40. “In business, we are continually faced with new challenges, ideas, opportunities, and requests that come in every single day.
It is human nature to want to please others, so we try to do it all, but we can’t.”
— Lisa Walsh, CEO, Truco Enterprises

41. You might have been promoted on the strength of your ability to fix problems, but as a leader, you will need to focus less on solving problems and more on communicating which problems are worthy of being tackled.

42. Communicate priorities consistently.
Separate priorities from distractions.
Revisit priorities often.

43. 4. From Goals to Causes

44. 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 a collective identity around a common cause, the project transcends ‘work’ and becomes a mission.”
Deloitte’s Hyper Successful teams: 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 a collective identity around a common cause, the project transcends work and becomes a mission. Games are changed. Tables are turned. Crises are averted. Deloitte calls this The Cause Effect.
Source:,”The Cause Effect,” Deloitte,

45. Source: Deloitte, The Cause Effect
Goal vs. Cause
Example
Goal
Cause
Sojourner Rover
Land a rover on Mars.
Do the impossible.
First iPhone™
Enter the wireless phone market.
Build a phone people will fall in love with.
Obama 2012 Tech Team
Win the election.
Hack the campaign. SR
Cause (the why, transformational, believed, emotional)
These are famous examples but what about the marketing team that rather than organize around creating social media campaigns – calls themselves the storytelling team?
Another example is within a mortgage company, a team that assembled around a mortgage for millennials or first time home buyers calling themselves and their loan – Dream-maker.
Source: Deloitte, The Cause Effect

46. Source: Deloitte, The Cause Effect
Some Questions to Help You Create a ‘Cause Effect’:
What feelings should the cause evoke?
What stories, metaphors, symbols or visuals can win people’s hearts in the cause?
How can you emotionally connect people to the ultimate benefit?
“What would happen to the world if this project did not exist?” — Oscar Schmidt SR
“There was a clear beacon that guided all decisions.” — Bob Borchers, Product Marketing Manager, the original iPhone™
Shift task to a cause or mission – put meaning behind yr mtg
A cause is the essence of all actions and decisions that drive a project. It’s both what you strive for, and what you honor. It answers the ultimate “Why?” But the cause can’t be yours alone. It’s crucial that everyone
the purpose of each project was articulated with passion and pride— think manifesto, not blasé mission statement
Hyper-successful projects have at their core a palpable cause. Rallying teams around this shared sense of purpose means tapping into their hearts. And when the entire team builds collective identity around a common cause, the project transcends “work” and becomes a mission. Games are changed. Tables are turned. Crises are averted.
Deloitte’s Hyper Successful teams: 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 a collective identity around a common cause, the project transcends work and becomes a mission. Games are changed. Tables are turned. Crises are averted. The Deloitte Greenhouse Experience calls this The Cause Effect.
Source: Deloitte, The Cause Effect

47. The 5 Whys Why is that important to you?
Starting out: Use it to turn your personal goals & projects into causes.
More seasoned: Use this with teams, share answers, uncover your common cause, and keep it in front of people. That’s inspirational leadership.

48. 5. From Me to We

49. collabotage
“Talented employees are ‘force multipliers’, raising the performance bar for their colleagues...”
“Collabotage” – coined by Marcus Buckingham.
Source: “What Science Says About Identifying High-Potential Employees,” Harvard Business Review, October 2016
From survey:
Unsubtle: Another team never respond to my s, do not accept valid meeting requests, and when I try to go talk to them in person are very short in their responses.
Subtle: Two teams that should be working together, but have conflicting roadmaps.
Subtle: Collect and standardize data from various teams who use different data gathering methods
Now – of course none of us likes to think we’re the one doing this. So consider that the antidote to collabotage is being a force multiplier.
Someone who boosts team performance and collective intelligence.
… which sounds like it should be a difficult thing to pull off. Like you need to be an MBA or at least an extrovert.
And it is, except that there are a couple fairly simple rules of thumb that work brilliantly. Want to know what they are? Now, SIMPLE is not always the same as easy. I have one that’s easy, one less so.
Source: “What Science Says About Identifying High-Potential Employees,” Harvard Business Review, October 2016

50. Look for people whose skills are the opposite of yours
Look for people whose skills are the opposite of yours. Dare to emphasize your weaknesses.
Who is like me? Who is not like me?
When a team is composed of the widest range of personality types, it’s more successful.
Diane Janknegt, Founder, Wisenoze

51. Encourage. Appreciate. Celebrate. Thank.
Top performing teams give each other more than 5 positive comments for every criticism.
5:1
Encourage. Appreciate. Celebrate. Thank.
Easy one:
Know and Live the Magic Ratio - High performing teams have more positive interactions than negative interactions. According to research, the factor that made the greatest difference between the most and least successful teams, HeaphyO and Losada found, was the ratio of positive comments (“I agree with that,” for instance, or “That’s a terrific idea”) to negative comments (“I don’t agree with you” “We shouldn’t even consider doing that”) that the participants made to one another. (Negative comments, we should point out, could go as far as sarcastic or disparaging remarks.) The average ratio for the highest-performing teams was 5.6 (that is, nearly six positive comments for every negative one). The medium-performance teams averaged 1.9 (almost twice as many positive comments than negative ones.) But the average for the low-performing teams, at 0.36 to 1, was almost three negative comments for every positive one.Create more positive interactions. Praise more. Encourage more. Appreciate more. Smile more. High-five more. Recognize more. Energize more.
We all learned in kindergarten that this is a good thing to do. But knowing it doesn’t make you a force multiplier – you need to live it.
Starting out: Have more of these interactions.
More seasoned: Embed team practices that build a culture of appreciation.
Source: Losada, M. & Heaphy, E. (2004). The role of positivity and connectivity in the performance of business teams: A nonlinear dynamics model. American Behavioral Scientist.

52. When you move your mindset from ‘me’ to ‘we’ everything changes.
If you aspire to lead boldly and courageously, this is the most powerful shift you can make.
— Pamela Stewart, Senior Vice President of Retail Sales, The Coca-Cola Company

53. Transitioning from Doing to Leading
Executing
Subject matter expert
Tactician
Problem-solver
Optimizer
Goals Me
Envisioning
Thought leader
Strategist
Agenda-setter
Transformer
Causes We

54. Which one will you focus on?

55. Communication
Styles

56. 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

57. See The World Through Their Eyes…
I’m passionate about…
I’m responsible for…
My workstyle is…
I tend to say “Yes” to…
You could really wow me by…
My stresses & pressures include…
Name:

58. 5-Minute 3-minute Presentations
Select a “product.”
What does your product or service do? Why is it needed or important to MetLife? Be futuristic and innovative.
Name it.
PRESENTATION GOALS:
Persuade an executive to invest in your product.
Be innovative.
Be persuasive.
HAVE FUN!

59. Managing Your Work Getting things done Lead from where you are
Communication Styles

60. Managing Your Relationships

61. Managing Your Relationships
Organizational awareness
Your sphere of influence

62. Organizational Awareness

63. I asked 169 professional women how they deal with office politics
I asked 169 professional women how they deal with office politics. Over 80% said their response is to either ignore it, or reluctantly play the game where necessary.
In LinkedIn’s 2013 survey of 954 professional women, 23% said office politics as their biggest frustration.
Many women managers find engaging in office politics to be difficult and painful, and some even view it as “evil”.
— Ruderman and Ohlott, 2002.
Emerging Women Leaders Webinar Series, “Win at the Game of Office Politics.”
In LinkedIn's 2013 survey of 954 professional women, 23% reported that their biggest work frustration was office politics.
Research by Ruderman and Ohlott shows many women managers view politics as “evil” and find engaging in political behavior
 to be difficult and painful. (2002)

64. In this group:
65% agree with the statement: “I know how to navigate office politics in a positive and effective way.”
5% strongly agree.

65. “…avoiding (office) politics altogether can be deadly for your career.
Every workplace has an intricate system of power, and you can — and should —work it ethically to your best advantage.” 
— Erin Burt, Seven Career Killers.

66. 4 skills of people who are “positively politically savvy”
Social astuteness
Interpersonal influence
Networking ability
Sincerity
“Development and Validation of the Political Skill Inventory,” Florida State University Foundation, 2005.

67. Who do you know who does this well?

68. Organizational Awareness:
Office Politics
Organizational Awareness:
Being an astute observer of the communication and relationships that surround you in your organization.

69. The Org Chart

70. The Shadow Organization Map

71. The Org Chart

72. Relationships

73. Relationships
Influence

74. Relationships
Influence
Coalitions

75. Relationships
Influence
Coalitions

76. Relationships
Influence
Coalitions
Key Influencers

77. Relationships
Influence
Coalitions
Key Influencers
Sponsors

78. Sphere of Influence

79. (Your “Sphere of Influence”)
The most important asset you will build in your career:
Your network
(Your “Sphere of Influence”)

80. In this group:
55% agree with the statement: “I have an influential network of mentors and advocates who support my career growth.” 0% strongly agree.
Pre-workshop survey

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

82. WHO HOW
Sara G. Stefan L.
Sara’s admin Sara & Stefan’s boss
Attend company social event. Request an informational meeting. Arrive early/stay late for staff meetings.
Invite for lunch/coffee. Ask HR for invitation to next executive roundtable.

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

84. 5 Key People to Have in Your Network

85. 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.

86. 2. The Informational Powerhouse
A highly knowledgeable expert
Stays current on organizational and industry issues
Has information in advance about new projects, opportunities, re-orgs, resource allocations, budget changes, etc.
Filters useful information from gossip or ‘noise’

87. 3. The Influencer Not necessarily high-level or high-profile
Has the ability to make things happen
Gets people on board with ideas and initiatives
Gains agreement and collaboration from teams
Their early support can guarantee the success of your initiatives

88. 4. The Mentor

89. Making the most of mentoring

90. 4 S’s of Mentoring Successes
Stories
Situations
Self-awareness
Skill-building

91. Ibarra, Carter, and Silver, Harvard Business Review, 2010.
“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.”
Ibarra, Carter, and Silver, Harvard Business Review, 2010.

92. 5. The Sponsor

93. — Cindy Kent, Board Director, Best Buy
“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, Board Director, Best Buy

94. “Four U.S.-based and global studies clearly show that sponsorship — not mentorship — is how power is transferred in the workplace.”
“Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider.

95. What’s the difference between mentors and sponsors?

96. So… how do I get a sponsor?
There’s no silver bullet…

97. Attracting the Advocacy of Influential Sponsors
1. Perform! 2. Find out who the good sponsors are. 3. Network beyond your immediate workgroup and management chain. 4. Raise your hand for opportunities to work with potential sponsors. 5. Make your value visible. 6. Have clear career goals and share them with leaders.

98. 5 Key People to Have in Your Network
The Connector
The Informational Powerhouse
The Influencer
The Mentor
The Sponsor

99. “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

100. Managing Your Relationships
Organizational awareness
Your sphere of influence

101. Action Plan

102. Wrap-Up

103. What’s next? Mini-groups
Use what you’ve learned to strengthen your talent profile, learning plan and IDP.
Resources
Group coaching (dates)
Webinars
Talk to your manager.

104. Be a leader who develops leaders
Be an L3
Be a leader who develops leaders
who develop leaders.