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POISED FOR LEADERSHIP Jo Miller, CEO, Women’s Leadership Coaching, Inc.

POISED FOR LEADERSHIP Jo Miller, CEO, Women’s Leadership Coaching, Inc. WELCOME Audrey Van Belleghem Director, CTO Office Strategic Programs. Jo Miller, CEO Women’s Leadership Coaching, Inc. Over 13 years providing leadership coaching and seminars Coached hundreds of women worldwide

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POISED FOR LEADERSHIP Jo Miller, CEO, Women’s Leadership Coaching, Inc.

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  1. POISED FOR LEADERSHIP Jo Miller, CEO, Women’s Leadership Coaching, Inc.

  2. WELCOME Audrey Van Belleghem Director, CTO Office Strategic Programs

  3. Jo Miller, CEO • Women’s Leadership Coaching, Inc. • Over 13 years providing leadership coaching and seminars • Coached hundreds of women worldwide • Seminars for women’s networks at eBay, Microsoft, KPMG, Intel, Oracle, Alcatel-Lucent, Nortel, Rockwell Collins, UBS, and more • Silicon Valley’s “Women of Influence”, 2008.

  4. THE EMERGING LEADER’S QUANDARY: You can’t get a higher 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. Core Competencies for Emerging Leaders • Organizational Awareness • Sphere of Influence • Leadership Brand • Visibility • Influencing • Self-Leadership

  7. GOALS FOR THE WORKSHOP

  8. INTRODUCTIONS: Why are you here?

  9. Introductions Name Company & role Goals for the workshop Something we wouldn’t guess about you…

  10. What is leadership?

  11. A leader is someone who: Has the ability to motivate others, inspire a common vision, drive change, and make an impact. Has charisma, passion, vision, and the courage to take risks. Speaks clearly and concisely about complex topics, has the ability to problem-solve and knows what actions to take in difficult situations. Sees a goal, the path to the goal, and is energized by the opportunity to influence, guide and motivate others to accomplish the goal. Has the ability to make a positive contribution. Makes a difference, leads change, gets stuff done.

  12. ORGANIZATIONAL AWARENESS

  13. OFFICE POLITICS Do you enjoy playing the game?

  14. “…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.

  15. Office Politics Organizational Awareness

  16. Office Politics Organizational Awareness Being a savvy observer of the communication and relationships that surround you in your organization

  17. The Org Chart

  18. THE ORG CHART Doesn’t tell the full story

  19. THE SHADOW ORGANIZATION

  20. The Org Chart

  21. Relationships

  22. Relationships

  23. Relationships • Influence

  24. Relationships • Influence • Coalitions

  25. Relationships • Influence • Coalitions

  26. Relationships • Influence • Coalitions • Key Influencers

  27. Relationships • Influence • Coalitions • Key Influencers • Verticals

  28. Relationships • Influence • Coalitions • Key Influencers • Verticals

  29. EXERCISE: • Map your shadow organization

  30. Relationships • Influence • Coalitions • Key Influencers • Verticals

  31. EXERCISE: • What are some ways to gather information to map your shadow organization?

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

  33. EXERCISE: • Identify some “rules of the game” in your organization. • What are ways to navigate ethically and effectively within these rules?

  34. SPHERE OF INFLUENCE

  35. The most important asset you will build in your career: Your network AKA Your “Sphere of Influence”

  36. “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 Vanderbroek, CTO, Xerox

  37. 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”

  38. 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.

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

  40. WHO HOW

  41. WHO HOW 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. Sue G.Andy L. Sue’s right hand Andy’s boss

  42. EXERCISE: • Identify your WHO: With whom will you build relationships? • Identify your HOW: How will you build relationships with them?

  43. 5 Key People to Have in Your Network

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