1. Poised for Leadership with Jo Miller, CEO, Women’s Leadership Coaching, Inc.

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

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

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

5. Are you the best-kept secret in your organization?

6. Copyright 2015, Women’s Leadership Coaching, Inc. Core Competencies for Emerging Leaders Organizational Awareness Sphere of Influence Influencing Leadership Brand Visibility Self-Leadership

7. GOALS FOR THE WORKSHOP

8. INTRODUCTIONS: Why are you here?

9. 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…

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

11. Copyright 2015, Women’s Leadership Coaching, Inc. A leader is someone who… Leads by example. Is a great communicator. Is a big-picture thinker. Has tenacity and curiosity. Is able to make decisions. Is results oriented. Sees the large view and multiple viewpoints. Empowers others. Builds up team members and helps them grow.

12. #PoisedforLeadership @jo_miller

13. ORGANIZATIONAL AWARENESS

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

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

16. In LinkedIn’s survey of 954 professional women, 23% reported office politics as their biggest frustration. 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. LinkedIn's 2013 survey of 954 professional women.

17. Many women managers find engaging in office politics to be difficult and painful, and some even view it as “evil”. Only 5% of this group strongly feel that they know how to navigate office politics in a way that’s positive and effective. Ruderman and Ohlott (2002.)

18. So why not just ignore it?

19. 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.

20. 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.

21. 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

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

23. 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.

24. The Org Chart

25. Copyright 2015, Women’s Leadership Coaching, Inc. The Shadow Organization Map

26. The Org Chart

27. 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. Copyright 2015, Women’s Leadership Coaching, Inc. EXERCISE: What are some ways to gather information to map your shadow organization? I.Face-to-face interactions II.Virtually

35. Copyright 2015, Women’s Leadership Coaching, Inc. Every organization has unwritten, unspoken “Rules of the Game”.

36. Copyright 2015, Women’s Leadership Coaching, Inc. EXERCISE: 1)Identify some “rules of the game” in your organization. 2)What are ways to navigate ethically and effectively within these rules?

37. Copyright 2015, Women’s Leadership Coaching, Inc. This presentation is available at: BeLeaderly.com/sep1

38. SPHERE OF INFLUENCE

39. The most important asset you will build in your career: Your network AKA 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 1.A more senior job opening that was not officially announced 2.Encouragement to apply, though she felt under qualified 3.Personal introduction to the hiring decision-makers 4.Insider information about the skills and qualities necessary to succeed in the job 5.Consulting advice to answer interview questions she felt unprepared for 6.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

44. 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 klatch.

45. EXERCISE: 1.Identify your WHO: With whom will you build relationships? 2.Identify your HOW: How will you build relationships with them?

46. 5 Key People to Have in Your Network

47. 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.

48. The Informational Powerhouse  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.

49. 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  Has a voice with senior leadership  Their early support can guarantee the success of your initiatives  Their advocacy can get you noticed.

50. The Mentor

51. 4 S’s of Mentoring Successes Stories Situations Self- awareness Skill- building

52. 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

53. The Sponsor

54. 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, VP/GM, Gastro/Urology Therapies, Medtronic

55. Four U.S.-based and global studies clearly show that sponsorship — not mentorship — is how power is transferred in the workplace. * Only ___ % of women employed in large companies have a sponsor. ** 13 * “Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider ** “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011

56. Men and women feel more satisfied with their career advancement when they have sponsors. Ambitious women underestimate the difference sponsorship can make. “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011 Women who have sponsors are at least 22% more likely to ask for stretch assignments and raises.

57. Copyright 2015, Women’s Leadership Coaching, Inc. “… having an active advocate completely changes your career.” Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer, American Express.

58. 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.

59. 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

60. 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.

61. 5 Key People to Have in Your Network 1.The Connector 2.The Informational Powerhouse 3.The Influencer 4.The Mentor 5.The Sponsor

62. INFLUENCE

63. “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

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

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

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

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

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

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

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

72. “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

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

74. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

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

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

77. Copyright 2015, Women’s Leadership Coaching, Inc. 30-second commercial 1)Name 2)Job title (and brand) 3)I am responsible for a, b, c. 4)Come directly to me when you need x, y, z.

78. “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

79. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

80. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

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

82. “It’s not what you know and it’s not who you know. It’s who knows what you know.” Nora Denzel, Interim CEO, Outerwall

83. Copyright 2015, Women’s Leadership Coaching, Inc. Make your expertise visible Early career Don’t wait for an invitation to speak up regarding your areas of responsibility & expertise 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, & in the media

84. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

85. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

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

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

88. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

89. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

90. 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.

91. Copyright 2015, Women’s Leadership Coaching, Inc. Become 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.

92. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

93. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

94. 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)

95. Copyright 2015, Women’s Leadership Coaching, Inc. Effective use of direct influence 1)Be firm, fair and professional 2)Be direct and concise while delivering tough news 3)Explain what was unacceptable and why 4)Share your vision of their future potential

96. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

97. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

98. 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.

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

100. Copyright 2015, Women’s Leadership Coaching, Inc. Increase your relationships influence Think strategically about who to include in your network. Build a supportive network of collaborators, influencers and advocates.

101. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

102. Copyright 2015, Women’s Leadership Coaching, Inc. Self-evaluation 1. What are your strong sources of influence? 2. Which do you want to strengthen? How?

103. 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships 6 Sources of Influence

104. “… 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.

105. PERSONAL ACTION PLAN

106. Copyright 2015, Women’s Leadership Coaching, Inc. This presentation is available at: BeLeaderly.com/sep1