Become a Person of Influence with Jo Miller, CEO, Women’s Leadership Coaching, Inc

Become a Person of Influencewith Jo Miller, CEO, Women’s Leadership Coaching, Inc.

Katie Dantsin

Executive Director,

Women’s Leadership Institute

Cedar Crest College.

Carmen Twillie Ambar

President,

Cedar Crest College.

Jo Miller

Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc.• Helps emerging women leaders create a roadmap for

their career advancement. • A leading authority on women’s leadership, Jo

delivers more than 60 speaking presentations annually to audiences of up to 1,200.

• Has traveled widely in Europe, Asia Pacific, and the Middle East to deliver keynotes and teach workshops for conferences, professional associations, and corporate employee initiatives.

Copyright 2012, Women’s Leadership Coaching, Inc.

I HAVE SOME UNIQUE

KOALAFICATIONS

You can’t get a higher level jobwithout leadership experience…

But you can’t get the leadership experience without the job.

The Emerging Leader’s Quandary

Don’t wait for permission to lead.

Don’t wait for someone to promote you.

Take charge of your own career trajectory!

You Can’t Afford to Wait!

Are you the best kept secret in your organization?


In this workshop

• Become a person of influence• Building an influential network

BECOMING A PERSON OF INFLUENCE

“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

Are influence and power good or bad?



Try to Influence a Situation

Become a Person of Influence

The Fundamental Truth About Influencing…

Dog Psychology Center

The Fundamental Truth About Influencing:

Our behavior teachespeople how to treat us.

“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

A role model of influence

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships

6 Sources of Influence

Positional Influence

The influence inherent in your job title and role.

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.

30-second commercial

1) Name

2) Job title and/or brand

3) I am responsible for… a, b, c

4) Come directly to me when you need… x, y, z

“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

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


Expertise Influence

The influence that comes from your background, qualifications, experience and accomplishments.

“It’s not what you know and it’s not who you know.

It’s who knows what you know”.

Nora Denzel, SVP,Intuit

Ways to make your expertise visible

Early careerWork lessDon’t wait for an invitation to speak up regarding

your expertise and accomplishments

Mid-levelVolunteer for high-profile assignmentsLead committees and task forces

Senior-levelBuild your “brand” as an industry leaderSpeak on panels, at conferences, & in the media

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


Resources Influence

Negotiating the resources you need todo your job well.

Ways to increase resources influence:

Become a good negotiatorMaster matrixed management & managing upSuggest special projects as developmental

opportunities for othersUnderstand how finances and budgets work in

your organizationBe a mentor, sponsor, and talent scout.

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


Informational Influence

Having a finger on the pulse of what is going on in your organization, industry, and profession.

Become an informational powerhouse

Have some go-to sources for information regarding your organization and industry.

Be aware of new projects, opportunities, re-orgs, personnel changes, resource allocations, budgets, technology, innovations, market intelligence, legislation, etc.

Network with other “informational influencers”. Filter useful information from gossip or noise.

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


Direct Influence

Being firm, professional and direct when someone’s behavior is detrimental to the team or the organization.

(The 1% rule)

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 a vision of their future potential.

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


Relationships Influence

The influence that comes naturally with having a network of authentic relationships across your organization, industry, and profession.

The most important asset you will build in your career:

Your Network

Your “Sphere of Influence”

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


“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

Increase your relationships influence

• Think strategically about who to include in your network.

• Build a supportive network of collaborators, influencers and advocates.

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


Of the six sources of influence:

a) Which are your strongest?

b) Which do you want to strengthen?

How?

Self-Evaluation

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


www.beleaderly.com/cedarcrest

This presentation is available at

BUILDING AN INFLUENTIAL

NETWORK


The McKinsey Leadership Project:

“What drives and sustains successful female leaders?”

CONNECTION:“People with strong networks and good mentors enjoy more promotions, higher pay, and greater career satisfaction”


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.


Your Strategic Networking Plan

WHO With whom will you build relationships

HOW How will you build those relationships?

WHO HOW

WHO HOWSue 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.


Exercise

1. Identify your WHO: With whom will you build relationships?

2. Identify your HOW: How will you build relationships with them?


5 Key People to Have in Your Network

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.

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.

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.

The Mentor

4 S’s of Mentoring Successes

Stories

SituationsSelf-awareness

Skill-building


“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

The Sponsor


“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

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

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.


“… having an active advocate

completely changes your

career.”

Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer, American Express.


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.


“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


How to cultivate sponsorships1. 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.


“… having an active advocate

completely changes your

career.”

Millette Granville, Director, Diversity and Inclusion, Delhaize Group.

“Sponsorship can come to you in different ways.

You never know who is watching you, so be ‘sponsor-ready’ at all times.”


5 Key People to Have in Your Network

1. The Connector

2. The Informational Powerhouse

3. The Influencer

4. The Mentor

5. The Sponsor

6. Positional

5. Expertise

4. Resources

3. Informational

2. Direct

1. Relationships


www.beleaderly.com/cedarcrest

This presentation is available at

Power Up Series

February 23, 2015Building Strategic Networks and RelationshipsJane Hyun (Hyun and Associates, Executive Coaching and Leadership Strategy, Founder and President) March 19, 2015Leading in Times of ChangeKristin Skarie (Teamworks, President) April 13, 2015Leadership and Awareness of the Mind Body ConnectionTeena Cahill (Wisdom and Beyond, LLC, Director)

“… 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.

Documents

Become a Person of Influence with Jo Miller, CEO, Women’s Leadership Coaching, Inc