2. The Language of Leadership
Jo Miller, CEO Women’s Leadership Coaching, Inc.

3. Jo Miller
CEO of Women’s Leadership Coaching, Inc. and Founding Editor of BeLeaderly.com
Helps emerging women leaders create a roadmap for their career advancement.
Has traveled widely in Europe, Asia Pacific, and the Middle East to deliver keynotes and teach workshops for women’s conferences, professional associations, and corporate women’s initiatives. 
A leading authority on women’s leadership, Jo delivers more than 60 speaking presentations annually to audiences of up to 1,200 women.

4. I HAVE UNIQUE
KOALAFICATIONS

5. You can’t afford to wait…
Don’t wait for permission or an invitation to lead.
Don’t wait for someone to promote you.
Take charge of your own career trajectory!

6. In this session Leadership presence Meetings and presentations
What to say when…

7. 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

8. Leadership Presence by Kathy Lubar and Belle Linda Halpern
“Why is it that when some leaders enter a room they automatically command the attention of those present? What is it they have? They have presence.”
Leadership Presence by Kathy Lubar and Belle Linda Halpern

9. Kelly Easterling Audit Principal, Rothstein Kass
“When they leave the room, you remember them more than you remember anyone else.”
Kelly Easterling Audit Principal, Rothstein Kass

10. Leadership presence comes in many forms
The charismatic leader
The supportive leader
The truth-speaker
The thought leader
The authoritarian
The quiet leader

11. Nina Simosko Head of Strategy, Planning & Operations, Nike Technology
“It’s almost as if they have ‘leadership pheromones’. They elicit a natural response to follow them.”
Nina Simosko Head of Strategy, Planning & Operations, Nike Technology

12. What is leadership presence?
Think of someone you know who has it!
List three qualities or characteristics that are the source of their leadership presence.

13. Exercise Reflect on your own leadership style and strengths.
What signature style of leadership presence do you want to become known for?
Select 3 words to describe it.

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

15. The Charisma Myth, by Olivia Fox Cabane.
“The equation that produces charisma is fairly simple. All you have to do is give the impression that you possess both high power and high warmth, since charismatic behaviors project a combination of these two qualities.”
The Charisma Myth, by Olivia Fox Cabane.

16. “We ask: do I like this person (warmth/trustworthiness)
And do I respect this person (power/competence)?”
Amy J.C. Cuddy Associate Professor of Business Administration, Harvard Business School

17. Warmth
Authority
Leadership Presence
“Warmthority”

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

19. A growing body of research suggests that the way to influence —and to lead— is to begin with warmth.
“Connect, Then Lead,” Amy J.C. Cuddy, Matthew Kohut, and John Neffinger, Harvard Business Review.

20. Three components of leadership presence
38%
LEADERSHIP PRESENCE
Words
Vocal tone
Body language 7%
55%

21. Luann Pendy 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 Vice President of Global Quality, Medtronic

22. your audience
ENGAGE
PERSUADE

23. In meetings and presentations
Engage:
Understand your audience: their goals, motivators, de-motivators, and communication style.
Get to meetings early. Greet others as they arrive and build rapport.
Make them laugh.
Tell stories.
Persuade:
Line up advocates in advance, and pre-sell your ideas to key players (the meeting before the meeting)
Cater to the decision-making style of your audience.
Tie requests and proposals to your audience’s objectives.
Speak assumptively.
Ask ‘closing questions’.
Know your audience and understand what’s important to them.
Cater to their thinking styles (HBDI Thinking Styles: analytical, sequential, interpersonal, or imaginative).
Align your message with what’s important to them (goals, challenges, fears, motivators).
Never underestimate the power and impact of ‘the meeting before the meeting’.
It is critical to gain prior agreement of key influencers
Closing questions
Trial close:
How does that sound so far?
Does that make sense?
Does this seem like the solution you are looking for? Or
What questions do you have about moving forward?
What haven’t I covered yet that is important to you?
Assumptive close (assumes they are on board)
Shall we implement this in April or May?
Close:
What are our next steps to move forward?

24. This presentation is available

25. What to say when…

26. 1. When you don’t have the answer

27. “Whether you are pitching to an investor or a client, holding a key meeting with your employees, or working through any decision-process, answering with “I don’t know” is not an answer. Ever.  It is an indicator that you need more information before making a decision or proceeding.
Permisison- yes.
“In Business, There’s No Such Answer as “I Don’t Know,” by Dr. Patricia Fletcher, BeLeaderly.com

28. When you don’t have the answer
“I don’t have enough information to answer your question.”1
“That's what we're trying to figure out. Help me to understand…”
“Good question. I’ll find out.”
“Based on what we currently know, I can confidently say…” 2
— 1. Jeanne Sullivan, 2. Selena Rezvani, in “What Leaders Say When They Don’t Know the Answer” at BeLeaderly.com
Jeanne Sullivan
Selena Rezvani

29. When you don’t have the answer
It's OK to answer a question with a question…
Once! (Maybe twice.)

30. 2. To encourage accountability and commitment
Ask questions:
“What are our measures of success?”
“How will we know it's complete?”
“How would you like to be accountable?”
“How shall we check in?”
“What shall we do if things go off track?”

31. 3. When managing others “I've got your back.”
“I know you'll get it done.”
“My job is to help you be successful.”
— “Management Lessons from Under the Bus”, by Liz Brenner at BeLeaderly.com
Permission - yes.

32. 4. When someone hijacks your meeting

33. When someone hijacks your meeting
Give them a choice:
"It looks like this has sparked an important conversation. Would you like to take a few minutes right now to discuss this or do you want to me to go ahead and finish sharing the information I have for you?”
When the conversation is done, stand up:
Reference the value of the conversation that your presentation has sparked.
— Anita Stadler in “Meeting, interrupted: Three keys to regaining control after someone hijacks your meeting.”

34. 4. When someone’s not performing
“How do you think it’s going?”
“What’s not going well?”
“What would you do differently if you had to do it over?”
“How can I help you going forward?”
— Micky Nye, in the NEW Leadership Academy webinar, “Giving and Receiving Feedback,” at Newonline.org/studyhall
Permission - yes.

35. In this session Leadership presence Meetings and presentations
What to say when…

36. Recommended
“Connect, Then Lead,” by Amy J.C. Cuddy, Matthew Kohut, and John Neffinger, at HBR.org
“In Business, There’s No Such Answer as “I Don’t Know,” by Dr. Patricia Fletcher at BeLeaderly.com
“What Leaders Say When They Don’t Know the Answer,” by Jo Miller at BeLeaderly.com
“Management Lessons from Under the Bus”, by Liz Brenner at BeLeaderly.com
NEW Leadership Academy webinar, “Giving and Receiving Feedback,” at Newonline.org/studyhall
“Connect, Then Lead,” Amy J.C. Cuddy, Matthew Kohut, and John Neffinger, Harvard Business Review.
“In Business, There’s No Such Answer as “I Don’t Know,” by Dr. Patricia Fletcher at BeLeaderly.com
“What Leaders Say When They Don’t Know the Answer,” by Jo Miller at BeLeaderly.com
“Management Lessons from Under the Bus”, by Liz Brenner at BeLeaderly.com
NEW Leadership Academy webinar, “Giving and Receiving Feedback,” at

37. This presentation is available

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