1. Copyright 2009, Women’s Leadership Coaching Inc. 1 BECOMING A PERSON OF INFLUENCE Jo Miller, CEO, Women’s Leadership Coaching Inc

2. Copyright 2009, Women’s Leadership Coaching Inc. 2 Jo Miller, CEO Women’s Leadership Coaching Inc.  12 years providing leadership coaching and seminars  Coached hundreds of women worldwide  Seminars for women’s networks at KPMG, Intel, Oracle, Alcatel-Lucent, Nortel, Rockwell Collins, UBS, and more  Silicon Valley’s “Women of Influence”, 2008.

3. Copyright 2009, Women’s Leadership Coaching Inc. 3 THE EMERGING LEADER’S QUANDARY: You can’t get a higher level job without leadership experience… But you can’t get the experience without the job.

4. Copyright 2009, Women’s Leadership Coaching Inc. 4 Have you ever felt like the best-kept secret in your organization?

5. Copyright 2009, Women’s Leadership Coaching Inc. 5 Influencing

6. Copyright 2009, Women’s Leadership Coaching Inc. 6 “In my company, influencing skills are the single most important success factor after knowing your job.” - JoAnna Sohovich, Vice President & General Manager, Field Devices, Honeywell

7. Copyright 2009, Women’s Leadership Coaching Inc. 7 Are influence and power good, or bad?

8. Copyright 2009, Women’s Leadership Coaching Inc. 8 Are influence and power good, or bad?

9. Copyright 2009, Women’s Leadership Coaching Inc. 9 Are influence and power good, or bad?

10. Copyright 2009, Women’s Leadership Coaching Inc. 10

11. Copyright 2009, Women’s Leadership Coaching Inc. 11 Try to Influence a Situation Become a Person of Influence

12. Copyright 2009, Women’s Leadership Coaching Inc. 12 The Fundamental Truth about Influencing…

13. Copyright 2009, Women’s Leadership Coaching Inc. 13 DOG PSYCHOLOGY CENTER

14. Copyright 2009, Women’s Leadership Coaching Inc. 14 The Fundamental Truth about Influencing: Our behavior teaches people how to treat us.

15. Copyright 2009, Women’s Leadership Coaching Inc. 15 “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, Senior Vice President, General Manager, U.S. Foodservice

16. Copyright 2009, Women’s Leadership Coaching Inc. 16 6 Sources of Influence 6. Positional

17. Copyright 2009, Women’s Leadership Coaching Inc. 17 Positional Influence: The influence inherent in your job title and role.

18. Copyright 2009, Women’s Leadership Coaching Inc. 18 Ways to build 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.

19. Copyright 2009, Women’s Leadership Coaching Inc. 19 30-second commercial 1.Name 2.Job title 3.I am responsible for… a, b, c 4.Come directly to me when you need… x, y, z

20. Copyright 2009, Women’s Leadership Coaching Inc. 20 “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

21. Copyright 2009, Women’s Leadership Coaching Inc. 21 “I’ve never seen a situation in which the person with the title was the only one who had influence.” - Claire Babineaux-Fontenot, Senior Vice President and Chief Tax Officer, Walmart

22. Copyright 2009, Women’s Leadership Coaching Inc. 22 6 Sources of Influence 6. Positional 5. Expertise

23. Copyright 2009, Women’s Leadership Coaching Inc. 23 Expertise Influence The influence that comes from your background, qualifications, experience and expertise.

24. Copyright 2009, Women’s Leadership Coaching Inc. 24 Ways to build expertise influence  Don’t wait for an invitation to speak up regarding your areas of responsibility  Promote your accomplishments  Write articles or papers or a blog  Volunteer for high-profile assignments  Lead committees and task forces  Seek nomination for industry awards  Speak on panels, and at conferences.

25. Copyright 2009, Women’s Leadership Coaching Inc. 25 6 Sources of Influence 6. Positional 5.Expertise 4. Resources

26. Copyright 2009, Women’s Leadership Coaching Inc. 26 Resources Influence: Having access to the resources you need, to do your job well.

27. Copyright 2009, Women’s Leadership Coaching Inc. 27 Ways to increase resources influence:  Become a strong negotiator  Master ‘matrixed management’ and ‘managing upwards’  Cross train your team to cover for each other  Understand how finances and budgets work in your organization  Be a mentor and build reputation as a ‘talent scout’  Suggest special projects as developmental opportunities for others.

28. Copyright 2009, Women’s Leadership Coaching Inc. 28 6 Sources of Influence 6. Positional 5.Expertise 4. Resources

29. Copyright 2009, Women’s Leadership Coaching Inc. 29 6 Sources of Influence 6. Positional3. Informational 5.Expertise 4. Resources

30. Copyright 2009, Women’s Leadership Coaching Inc. 30 Informational Influence: Having a ‘finger on the pulse’, being an informational powerhouse, or a ‘human grapevine’.

31. Copyright 2009, Women’s Leadership Coaching Inc. 31 Being an informational influencer:  Strive to keep a ‘finger on the pulse’  Stay current on organizational issues  Regular check-ins with senior executive sponsors  Know who other ‘informational powerhouses’ are  Filter out useful information from gossip or noise  Seek out information about changes before they occur, e.g. new projects, opportunities, re-orgs, resource allocations, budgets, long-range plans.

32. Copyright 2009, Women’s Leadership Coaching Inc. 32 6 Sources of Influence 6. Positional3. Informational 5. Expertise 4. Resources

33. Copyright 2009, Women’s Leadership Coaching Inc. 33 6 Sources of Influence 6. Positional3. Informational 5. Expertise 2. Direct 4. Resources

34. Copyright 2009, Women’s Leadership Coaching Inc. 34 Direct Influence: Being firm, professional and direct when someone’s behavior is detrimental to the team or the organization. (The 1% rule)

35. Copyright 2009, Women’s Leadership Coaching Inc. 35 Effective use of direct influence:  Be firm, fair and professional  Be direct and concise while delivering tough news  Explain what was unacceptable and why  Focus on a positive vision for the future.

36. Copyright 2009, Women’s Leadership Coaching Inc. 36 6 Sources of Influence 6. Positional3. Informational 5. Expertise 2. Direct 4. Resources

37. Copyright 2009, Women’s Leadership Coaching Inc. 37 6 Sources of Influence 6. Positional3. Informational 5. Expertise 2. Direct 4. Resources1. Relationships

38. Copyright 2009, Women’s Leadership Coaching Inc. 38 Relationships Influence Knowing who the key people are in your organization, profession, and industry, and building a powerful network.

39. Copyright 2009, Women’s Leadership Coaching Inc. 39 The most important asset you will build in your career: Your Network AKA Your “Sphere of Influence”

40. Copyright 2009, Women’s Leadership Coaching Inc. 40 “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 Vanderbroek, CTO, Xerox

41. Copyright 2009, Women’s Leadership Coaching Inc. 41 6 Sources of Influence 6. Positional3. Informational 5. Expertise 2. Direct 4. Resources1. Relationships

42. Copyright 2009, Women’s Leadership Coaching Inc. 42 Which source of influence do women not use enough?

43. Copyright 2009, Women’s Leadership Coaching Inc. 43 SELF-EVALUATION 1.What are your strong sources of influence? 2.Which do you want to strengthen? How?

44. Copyright 2009, Women’s Leadership Coaching Inc. 44 This presentation is available at: www.womensleadershipcoaching.com/ AWAI.htm

45. Copyright 2009, Women’s Leadership Coaching Inc. 45 “… a really great piece of advice I learned early on in my career and I’ve used continuously: never let an organization’s structure get in the way of achieving results. I’ve found that one needs to operate inside and outside of the structure, with a positive attitude, always moving forward, filling in the gaps where needed”. - Vivian Banta, Vice Chairman, Insurance, Prudential Financial.