1. Poised for Leadership With Jo Miller

2. Copyright 2015, Women’s Leadership Coaching, Inc. Jo Miller Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc. Helps aspiring 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 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.

3. Copyright 2015, Women’s Leadership Coaching, Inc. I HAVE SOME UNIQUE KOALAFICATIONS

4. Copyright 2015, Women’s Leadership Coaching, Inc. Welcome Christine Dellecave VP, Talent Management

5. Copyright 2015, Women’s Leadership Coaching, Inc. The aspiring leader’s quandary You can’t get a higher-level job without leadership experience… But you can’t get leadership experience without the job.

6. Copyright 2015, Women’s Leadership Coaching, Inc. 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!

7. Are you the best kept secret in your organization?

8. Core Competencies for Aspiring Leaders Organizational Awareness Sphere of Influence Influencing Leadership Brand Visibility Self-Leadership

9. GOALS FOR THE WORKSHOP

10. INTRODUCTIONS: Why are you here?

11. Copyright 2015, Women’s Leadership Coaching, Inc. Introductions 1)Name 2)Role 3)Goal/s for the workshop 4)Something we wouldn’t guess about you…

12. Copyright 2015, Women’s Leadership Coaching, Inc. What is leadership?

13. Copyright 2015, Women’s Leadership Coaching, Inc. A leader is someone who… Leads by example. Is goal-focused. Strives to accomplish what they commit to do. Takes ownership. Has a vision & passion to make things happen. Is able to influence, inspire, motivate & empower. Enjoys seeing others succeed. Brings out the best in people. Helps others to shine.

14. #PoisedforLeadership @jo_miller

15. Organizational Awareness

16. Copyright 2015, Women’s Leadership Coaching, Inc. Office politics Do you enjoy playing the game?

17. You can’t afford to ignore office politics.

18. Only 12% of this group agree that “I know how to navigate office politics in a positive and effective way.” 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. Some view it as “evil”. — Ruderman and Ohlott, 2002. Many women managers find engaging in office politics to be difficult and painful. Some view it as “evil”. — Ruderman and Ohlott, 2002.

19. So why not just ignore it?

20. Copyright 2015, Women’s Leadership Coaching, Inc. “…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.

21. Those who are politically savvy Have better career prospects Have better career trajectories Are seen as more promotable Are less likely to derail “Women and Political Savvy,” Leslie and Gentry, 2012.

22. 4 competencies of the positively politically savvy: Social astuteness Interpersonal influence Networking ability Sincerity “Development and Validation of the Political Skill Inventory,” Florida State University Foundation, 2005.

23. Who do you know who does this well? What qualities or characteristics do they have?

24. Copyright 2015, Women’s Leadership Coaching, Inc. Office Politics Organizational Awareness: Being an astute observer of the communication and relationships that surround you in your organization.

25. The Org Chart

26. The Shadow Organization Map

27. The Org Chart

28. Relationships

29. Influence

30. Relationships Influence Coalitions

31. Relationships Influence Coalitions

32. Relationships Influence Coalitions Key Influencers

33. Relationships Influence Coalitions Key Influencers Verticals

34. What are some ways to gather information to map your shadow organization? I. In face-to-face interactions II. Virtually Exercise

35. Every organization has unwritten, unspoken “Rules of the Game”.

36. 1)Identify some “rules of the game” in your organization. 2)What are ways to navigate ethically and effectively within these rules? Exercise

37. This presentation is available BeLeaderly.com/nov17

38. Sphere of Influence

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

40. Copyright 2015, Women’s Leadership Coaching, Inc. “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

41. A Networking Success Story A more senior job opening that was not officially announced Encouragement to apply, though she felt under qualified Personal introduction to the hiring decision-makers Insider information about the skills and qualities necessary to succeed in the job Consulting advice to answer interview questions she felt unprepared for Advocacy of people in the hiring committee’s inner circle of key influencers.

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

43. WHO HOW Sue G. Andy L. Sue’s right hand Andy’s boss Attend end-of-quarter BBQ. Follow-up to request an informational meeting. Arrive early/stay late for staff meetings. Investigate volleyball team. Invite for lunch/coffee. Ask HR for invitation to next executive coffee gathering.

44. 1) Identify your WHO: With whom will you build relationships? 2) Identify your HOW: How will you build relationships with them? Exercise

45. 5 Key People to Have in Your Network

46. 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. 1. The Connector

47. Strives to keep a finger on the pulse Stays current on organizational and industry issues Knows about changes before they occur or are made official Filters useful information from gossip or ‘noise’ Has information in advance about new projects, opportunities, re-orgs, resource allocations, budget changes, etc. 2. The Informational Powerhouse

48. 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 Has a voice with senior leadership Their early support can guarantee the success of your initiatives Their advocacy can get you noticed. 3. The Influencer

49. 4. The Mentor

50. 4 S’s of Mentoring Successes Stories Situations Self- awareness Skill- building

51. Copyright 2015, Women’s Leadership Coaching, Inc. “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.” Why men still get more promotions than women - Harvard Business Review

52. 5. The Sponsor

53. Copyright 2015, Women’s Leadership Coaching, Inc. “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, General Manager, 3M

54. Copyright 2015, Women’s Leadership Coaching, Inc. Qualities of a good sponsor 1.Senior leader with influence 2.Well-respected, credible 3.Familiar with your strengths 4.Has a track record of developing talent 5.Provides exposure opportunities for protégés 6.Provides ‘air cover’ from negative or damaging publicity.

55. Copyright 2015, Women’s Leadership Coaching, Inc. “Are all your advocates in the management chain directly above you? I recommend that everyone have three to four advocates outside of their direct management chain.” Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel

56. Copyright 2015, Women’s Leadership Coaching, Inc. Attracting the attention of an influential sponsor 1.Outperform! 2.Make your value visible 3.Observe the protocols: how does sponsorship work in your organization’s culture? 4.Ask which leaders have a strong track record of developing talent 5.Network across your organization and beyond your direct management chain 6.Look for exposure opportunities to work with or work for senior leaders 7.Have clarity about your career goals 8.Share your career goals with your leaders.

57. “Sponsorship can come to you in different ways. You never know who is watching you, so be “sponsor-ready” at all times. Millette Granville, Director, Diversity and Inclusion, Delhaize Group

58. 5 Key People to Have in Your Network 1)The Connector 2)The Informational Powerhouse 3)The Influencer 4)The Mentor 5)The Sponsor

59. Influence

60. “In my company, influencing skills are the single most important success factor after knowing your job.” JoAnna Sohovich, President, Industrial & Automotive Repair, Stanley Black & Decker

61. Copyright 2015, Women’s Leadership Coaching, Inc. Are influence and power good, or bad?

62. Copyright 2015, Women’s Leadership Coaching, Inc. Are influence and power good, or bad?

63. Copyright 2015, Women’s Leadership Coaching, Inc. Are influence and power good, or bad?

65. Copyright 2015, Women’s Leadership Coaching, Inc. Try to influence a situation Become a person of influence

66. Copyright 2015, Women’s Leadership Coaching, Inc. The Fundamental Truth about Influencing…

67. Copyright 2015, Women’s Leadership Coaching, Inc. Dog Psychology Center

68. Copyright 2015, Women’s Leadership Coaching, Inc. The Fundamental Truth about Influencing… Our behavior teaches people how to treat us.

69. “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, Division President U.S. Foodservice

70. Copyright 2015, Women’s Leadership Coaching, Inc. Characteristics of a role model of influence

71. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

72. Copyright 2015, Women’s Leadership Coaching, Inc. Positional Influence The influence inherent in your job title and role.

73. Copyright 2015, Women’s Leadership Coaching, Inc. Building 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.

74. Copyright 2015, Women’s Leadership Coaching, Inc. 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.

75. “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.” “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

76. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

77. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

78. Copyright 2015, Women’s Leadership Coaching, Inc. Expertise Influence The influence that comes from your background, qualifications, experience and accomplishments.

79. Copyright 2015, Women’s Leadership Coaching, Inc. Make your expertise visible Early career Promote your accomplishments Mid-level Volunteer for high-profile assignments Lead committees and task forces Senior-level Build your “brand” as an industry leader Speak on panels, at conferences, and in the media

80. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

81. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

82. Copyright 2015, Women’s Leadership Coaching, Inc. Resources Influence Negotiating the resources you need to do your job well.

83. Copyright 2015, Women’s Leadership Coaching, Inc. Build your resources influence Early Career Become a good negotiator Learn leading without authority Mid-level Suggest special projects as developmental opportunities for others Understand how finances and budgets work Senior-level Be a mentor, sponsor, and talent scout

84. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

85. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

86. Copyright 2015, Women’s Leadership Coaching, Inc. Informational Influence Having a finger on the pulse of what is going on in your organization, industry, and profession.

87. Copyright 2015, Women’s Leadership Coaching, Inc. Be an informational powerhouse Have some go-to sources of information. Pay attention to new projects, opportunities, re-orgs, personnel changes, resource allocations, budgets, technology, innovations, market intelligence, legislation, etc. Network with other “informational powerhouses”. Filter useful information from gossip or noise.

88. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

89. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

90. Copyright 2015, Women’s Leadership Coaching, Inc. Direct Influence Being firm, professional and direct when someone’s behavior is detrimental to the team or the organization. (The 1% rule)

91. Copyright 2015, Women’s Leadership Coaching, Inc. Effective use of direct influence Be firm, fair and professional Be direct and concise while delivering tough news Explain what was unacceptable and why Share your vision of their future potential

92. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

93. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

94. Copyright 2015, Women’s Leadership Coaching, Inc. Relationships Influence The influence that comes naturally with having a network of authentic relationships across your organization, industry, and profession.

95. Copyright 2015, Women’s Leadership Coaching, Inc. The most important asset you will build in your career Your Network (Your “Sphere of Influence”)

96. Copyright 2015, Women’s Leadership Coaching, Inc. “It’s not enough to have a bright technical 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

97. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

98. Copyright 2015, Women’s Leadership Coaching, Inc. Self-evaluation What are your strong sources of influence? Which do you want to strengthen? How?

99. Copyright 2015, Women’s Leadership Coaching, Inc. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

100. “… 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.” “… 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.

101. Personal Action Plan