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Leading with Purpose: Communicating Your Brand and Getting Things Done

Learn how to effectively communicate your purpose and brand while managing your work and getting things done. Discover strategies to lead from where you are, work with international teams, and transition from a tactician to a strategist. Develop the skills needed to be a high-performing leader even without formal authority.

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Leading with Purpose: Communicating Your Brand and Getting Things Done

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  1. Communicate your purpose and brand

  2. Managing Your Work

  3. Managing Your Work • Getting things done • Leading from where you are • Workstyles

  4. Getting Things Done

  5. “People who get ahead know how to get things done.They are effective and productive.They perform with consistency and excellence, and deliver great results.” — Cindy Pace

  6. Capture Tool • Have one (or very few) places to catch all incoming items that might require action. • Allocate time to “process” action items in bulk. Getting Things Done, by David Allen

  7. Incoming “stuff” No Trash Someday/ Maybe Reference Does it require action? What’s the next action?’ Yes Will it take less than 2 minutes? Multistep project plans YES: Do it NO: Delegate it NO: Defer it Getting Things Done, by David Allen

  8. What’s your top productivity tip?

  9. Get a copy of the PowerPoint slideswww.beleaderly.com/latam

  10. When you lie on your resume about having previous sheepdog experience…

  11. How to be a leaderthat people want to follow!

  12. Leading From WhereYou Are

  13. “84 percent of U.S. employees are ‘matrixed’ to some extenttoday” – meaning, they work on multiple teams every day.” Source: “Revisiting the Matrix Organization,” McKinsey & Company, 2016

  14. Work with my team to get things done Lead a team that is being transformed Keep the team motivated & committed in a changing environment Increase others’ motivation Be recognized for leading high-performers Inspire others You’re thinking about how to… Work remotely with other countries Spend more time on strategic activities r Spend less time in execution Influence the organization more

  15. I asked 16 leaders… “What skills do you most appreciate seeing inemployees who step up and lead without authority?”

  16. Transitioning fromDoing to Leading • Envisioning • Thought leader • Strategist • Agenda-setter • Transformer • Causes • We • Executing • Subject matter expert • Tactician • Problem-solver • Optimizer • Goals • Me

  17. 1. From Tacticianto Strategist

  18. “You need to be more strategic.”

  19. Ellie Humphrey, VP, Enterprise Excellence & Business Transformation at Medtronic “Have a bias for action and getting things done. Come up with a plan, and think ahead in a way that is proactive. Have milestones — check them off and follow through.” “Strategy is a fancy word for coming up with a long-term plan and putting it into action.”

  20. Dona Munsch, VP, Cloud Operations at NetApp “My ‘get it done’ mentality—as the go-to person, and the only one who knew how to do certain things—got in my way of moving ahead. I couldn’t step out of my own role to take on new opportunities.”

  21. Your time portfolio: • Analyze your calendar • Take a look at the last month • Color code your activities: are they strategic or tactical? • — Dona Munsch

  22. Your Time Portfolio • Which activities will you let go of? • What will you do more of?

  23. What Are The Components of a Good Strategy? • Focused on the long-term, forward-looking. • Aspirational, but recognizes starting point/constraints. • Grounded in facts, deep understanding of customers and environment. — Ellie Humphrey

  24. 3 STEPS FOR BEING STRATEGIC — Ellie Humphrey

  25. 4 Questions Asked by Strategic Leaders

  26. 1) What’s My Time Horizon? Shift your attention away from what’s in front of you, to focus on the longer-term. Ask “What is my time horizon and where am I influencing? Is it for today, tomorrow, a year from now, or five years from now? — Dona Munsch

  27. 2) What Are Our Customers’ Unmet Needs? Ask questions that provoke deeply reflective thinking. • What are your customers’ unmet needs? • How should your strategy address those needs? • How will their needs be different in the future than they are today? • What can you do to position yourself for the future?”— Ellie Humphrey Which question stands out the most to you?

  28. 3) What’s The Scope of My Influence? Expand your scope of influence beyond your immediate role and team. “Are you influencing a few team members who report to the same leader as you do? Or, are you influencing and working with a larger set, team to team, or with organizations that are outside of your day-to-day role?” — Dona Munsch

  29. 4) What’s The Extent Of The Change I’m Driving? Consider the degree of change that you're looking to drive. Are you maintaining the status quo, or causing transformational change?

  30. “You can’t do that with T-Rex arms.”

  31. 4 Question Asked by Strategic Leaders • What’s my time horizon? • What are my customers’ unmet needs? • What’s the scope of my influence? • What’s the extent of the changeI’m driving? Write it down: What are you most concerned with?

  32. Give yourself time to think

  33. 2. From Optimizerto Transformer

  34. First, agree on the problem

  35. 5 qualities of atransformer

  36. 3. From Problem Solverto Agenda Setter

  37. “In business, we are continually faced with new challenges, ideas, opportunities, and requests that come in every single day. It is human nature to want to please others, so we try to do it all, but we can’t.” — Lisa Walsh, CEO, Truco Enterprises

  38. You might have been promoted on the strength of your ability to fix problems, but as a leader, you will need to focus less on solving problems and more on communicating which problems are worthy of being tackled.

  39. 4. From Goalsto Causes

  40. The Cause Effect “Hyper-successful projects have at their core a palpable cause. Rallying teams around this shared sense of purpose means tapping into their hearts.” “When the entire team builds a collective identity around a common cause, the project transcends ‘work’ and becomes a mission.” Source:,”The Cause Effect,” Deloitte,

  41. Goal vs. Cause Source: Deloitte, The Cause Effect

  42. Some Questions to Help You Create a ‘Cause Effect’: • What feelings should the cause evoke? • What stories, metaphors, symbols or visuals can win people’s hearts in the cause? • How can you emotionally connect people to the ultimate benefit? “What would happen to the world if this project did not exist?” — Oscar Schmidt Source: Deloitte, The Cause Effect

  43. The 5 Whys • Why is that important to you? • Why is that important to you? • Why is that important to you? • Why is that important to you? • Why is that important to you?

  44. 5. From Meto We

  45. collabotage “Talented employees are ‘force multipliers’, raising the performance bar for their colleagues...” • Source: “What Science Says About Identifying High-Potential Employees,” Harvard Business Review, October 2016

  46. Look for people whose skills are the opposite of yours.Dare to emphasize your weaknesses. Who is like me? Who is not like me? Diane Janknegt, Founder, Wisenoze

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