1. Copyright 2009, Women’s Leadership Coaching Inc. 1 MANAGING OTHERS, WITH OR WITHOUT DIRECT AUTHORITY Debra Aerne, Associate Partner, Strategy & Transformation, Global Business Services, IBM Jo Miller, CEO, Women’s Leadership Coaching Inc

2. Copyright 2009, Women’s Leadership Coaching Inc. 2 Poised For Leadership Workshop Discover what it really takes to break into leadership October 28, 2010 Sacramento, CA Register for $279 at www.WomensLeadershipCoaching.com

3. Copyright 2009, Women’s Leadership Coaching Inc. 3 Corporate Subscribers

4. Copyright 2009, Women’s Leadership Coaching Inc. 4 Jo Miller CEO, Women’s Leadership Coaching Inc Over 12 years providing leadership coaching and seminars Coached hundreds of women worldwide Seminars for women’s networks at Intel, Oracle, Alcatel-Lucent, Nortel, Rockwell Collins, UBS, and more Silicon Valley’s “Women of Influence”, 2008

5. Copyright 2009, Women’s Leadership Coaching Inc. 5 Debra J. Aerne Associate Partner, Strategy & Transformation Global Business Services, IBM Responsible for selling and delivering business transformation projects for IBM. Substantial management, consulting and entrepreneurial experience with organizations ranging from Fortune 100 companies to new business startups. Former Partner managing deal execution at Openwater Advisors, a boutique M&A strategy and advisory firm. As a former Partner in the Management Consulting Practice of PricewaterhouseCoopers and subsequently IBM, developed and implemented strategies to position her clients for success in many areas. More than 15 years of direct work experience ranging from operations and business planning at General Motors to owning and operating a ready-mix concrete company.

6. Copyright 2009, Women’s Leadership Coaching Inc. 6 Debra J. Aerne Associate Partner, Strategy & Transformation Global Business Services, IBM Degree in Electrical Engineering from Kettering University (formerly General Motors Institute) MBA from Yale University, where she attended as a GM scholar. Deb resides outside of St Louis MO, where she and her ten-year-old son are both first-degree black belts in Tae Kwon Do.

7. Copyright 2009, Women’s Leadership Coaching Inc. 7 You recently re-joined IBM. In your new role, who and what are you responsible for leading and managing?

8. Copyright 2009, Women’s Leadership Coaching Inc. 8 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.

9. Copyright 2009, Women’s Leadership Coaching Inc. 9 Managing Others, With or Without Direct Authority In this webinar: Myth-busting Taking on ‘The Management Challenge’ 6 steps for managing others, with or without direct authority.

10. Copyright 2009, Women’s Leadership Coaching Inc. 10 A woman recently asked: 1) How do I know if I would make a good leader? 2) Can you learn to be a good leader?

11. Copyright 2009, Women’s Leadership Coaching Inc. 11 A woman recently asked: 1) How do I know if I would make a good leader? 2) Can you learn to be a good leader?

12. Copyright 2009, Women’s Leadership Coaching Inc. 12 A woman recently asked: 1) How do I know if I would make a good swimmer? 2) Can you learn to be a good swimmer?

13. Copyright 2009, Women’s Leadership Coaching Inc. 13 Myth #1: Leaders are born, not made. (and that there is a way to predict whether you will be good at this without actually trying it.)

14. Copyright 2009, Women’s Leadership Coaching Inc. 14 Were you a ‘natural’ when it came to leading? Or did you learn along the way?

15. Copyright 2009, Women’s Leadership Coaching Inc. 15 Myth #2: That if you could just attain the next-level job, people would know that you are in charge, and follow you.

16. Copyright 2009, Women’s Leadership Coaching Inc. 16 “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

17. Copyright 2009, Women’s Leadership Coaching Inc. 17 Managing Others, With or Without Direct Authority The quickest and best way to develop management skills is to volunteer to manage a project, a team, an event, process, etc.

18. Copyright 2009, Women’s Leadership Coaching Inc. 18 A Management Challenge Volunteer to manage a: Work project Task force or committee Charity drive Team event Family event Conference Professional association. Challenge: Complete the assignment by managing, not doing, the work.

19. Copyright 2009, Women’s Leadership Coaching Inc. 19 What did you gain from volunteering for assignments that were beyond your scoped responsibilities?

20. Copyright 2009, Women’s Leadership Coaching Inc. 20 Special projects Debra has delivered (beyond her scoped responsibilities) include: Produced a film Led a national survey published in a 20 page section of Industry Week Magazine Created New Product Development Optimization methodology Published in Journal of Cost Management Gathering and managing student interns Multiple annual presentations at National Manufacturing Week Created Methodology for Implementing Change Management in an ERP Project Published in Maintenance Management Magazine Created my own job (GM / PWC) Coaching younger staff

21. Copyright 2009, Women’s Leadership Coaching Inc. 21 What top tips do you have for anyone who wants to transition from “doing the work” to “managing the work”?

22. Copyright 2009, Women’s Leadership Coaching Inc. 22 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective

23. Copyright 2009, Women’s Leadership Coaching Inc. 23 Can you share an example of how you have communicated a vision or objective to others, and gained their buy-in?

24. Copyright 2009, Women’s Leadership Coaching Inc. 24 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations

25. Copyright 2009, Women’s Leadership Coaching Inc. 25 What tips can you offer for working with others to set expectations for work to be performed?

26. Copyright 2009, Women’s Leadership Coaching Inc. 26 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability

27. Copyright 2009, Women’s Leadership Coaching Inc. 27 How do you like to set up and manage accountability?

28. Copyright 2009, Women’s Leadership Coaching Inc. 28 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence

29. Copyright 2009, Women’s Leadership Coaching Inc. 29 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence Step 5: Give frequent feedback

30. Copyright 2009, Women’s Leadership Coaching Inc. 30 How do you give feedback when people are performing well? How do you give feedback when they are not performing well?

31. Copyright 2009, Women’s Leadership Coaching Inc. 31 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence Step 5: Give frequent feedback Step 6: Celebrate their success!

32. Copyright 2009, Women’s Leadership Coaching Inc. 32 What do you do, to celebrate success?

33. Copyright 2009, Women’s Leadership Coaching Inc. 33 What to do when things go off-track: Return to the list of six steps. Assess which one may be lacking, and take action.

34. Copyright 2009, Women’s Leadership Coaching Inc. 34 What additional things can a manager do when things go off-track?

35. Copyright 2009, Women’s Leadership Coaching Inc. 35 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence Step 5: Give frequent feedback Step 6: Celebrate their success!

36. Copyright 2009, Women’s Leadership Coaching Inc. 36 EXERCISE: 1) Identify a ‘Management Challenge’ to take on 2) Plan how you will use the 6 steps for managing others.

37. Copyright 2009, Women’s Leadership Coaching Inc. 37 Q & A

38. Copyright 2009, Women’s Leadership Coaching Inc. 38 Deb’s Keys to Success 1) Develop your own management style. 2) Take responsibility for your own job happiness. 3) Be a relentless networker.

39. Copyright 2009, Women’s Leadership Coaching Inc. 39 Succeeding as an Agent of Change December 8, 2010 Change agents have a drive for continuous improvement. They turn business problems into wins, and turn "good enough" into great. Discover how to identify areas ripe for change, create persuasive proposals, and get others on board. Guest speaker: Maureen Brekka, SVP Director of North American Region Marketing, Brown-Forman

40. Copyright 2009, Women’s Leadership Coaching Inc. 40 Poised For Leadership Workshop Discover what it really takes to break into leadership October 28, 2010 Sacramento, CA Register for $279 at www.WomensLeadershipCoaching.com

41. Copyright 2009, Women’s Leadership Coaching Inc. 41 Today’s slides and recording will be posted within 24 hours to: http://www.womensleadershipcoaching.com/ emerging2_saa.htm

42. Copyright 2009, Women’s Leadership Coaching Inc. 42 Discussion Questions 1.What are some ‘Management Challenge’ assignments you could take on? 2.What are ways to begin an initiative so that the team are on the same page? 3.What are effective ways to encourage and motivate others, in the course of day-to-day work? 4.What are effective ways to re-direct others when they are not performing to expectations?