Opportunity does not come giftwrapped You must take risks Lead From Where You Are Transitioning from Doing to Leading You have probably built success as a specialist who is adept at knowing your topic or your area of the business It is one of the reasons you have gotten promote ID: 633270
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Slide1
— Nina Bhatti, Founder, Kokko Inc.
“Opportunity does not come gift-wrapped.
You must take risks.” Slide2
Lead From
Where
You AreSlide3
Transitioning fromDoing to LeadingSlide4
You have probably built success as a specialist who is adept at knowing your topic or your area of the business. It is one of the reasons you have gotten promoted
.
As you go higher, you will be valued for understanding the business and how various pieces of the business integrate into the whole.
— Lisa Walsh, VP, PepsiCo SalesSlide5
Transitioning fromDoing to Leading
Doing
Executing
Subject matter expert
TacticianYour successLeadingEnvisioningThought leaderStrategistTeam’s successSlide6
My “get
‘er
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.— Dona Munsch, VP Cloud Operations, NetAppSlide7
Your time
portfolio:
Analyze
your
calendarTake a look at the last monthColor code activities: are they strategic or tactical?— Dona MunschSlide8
Transitioning fromDoing to Leading
What do you need to let go of?
What
will you do more of?Slide9
From the prep surveySlide10
6 steps for leading others, with or without direct authoritySlide11
Great Leaders Ask Great QuestionsSlide12
— Michael J. Marquardt
“Good questions wake people up. They prompt new ideas. They show people new places, new ways of doing things. They help us admit that we don’t know all the answers.” Slide13
What mindset would you need to be in to lead others by asking questions?Slide14
A Leader’s Mindset for
Asking QuestionsSlide15
6 steps for leading others, with or without direct authority
Shared vision or goal
Co-create clear expectations
Co-create accountabilitySlide16
Questions for Setting Goals,
Expectations, and Accountability
What is our shared goal?
What’s our ultimate purpose behind this goal?
How will we know we’re successful? How will we measure success?What steps must we take, to get there?What are we accountable to delivering?What piece of this will you own?How will we hold ourselves accountable?How will we respond if things go off-track?Slide17
6 steps for leading others, with or without direct authority
Shared vision or goal
Co-create clear expectations
Co-create accountability
Turn them looseFrequent check-ins Celebrate success!Slide18
Return to the list of six steps.
Assess which one step is missing, and take action.
If you have exhausted all of these options:
Escalate.
If things go off-track:Slide19
— Dr. Cindy Pace
See yourself as a leader
now
.
Leadership is an action,
not a position.Slide20
Influencing UpwardSlide21
From the prep surveySlide22
— Lori Carlin Proctor
Senior Retail Supply Leader,
Procter & Gamble
To be an effective leader, you have to be a strong communicator.
One of the most important areas of leading and communicating is with your own management.Slide23
Influencing UpwardSlide24
Influencing UpwardSlide25
—
Kim Brown Strickland
VP of Finance, Merchandising and Marketing, Walmart
Everyone makes decisions differently. The better you understand your leaders, the easier your life will be and the more successful you will be.
Understand
their business, their goals for their business and their
decision-making style.Slide26
1. Understand your leaders and their goalsSlide27
Influencing UpwardSlide28
Influencing UpwardSlide29
— Linda Nordgren
VP & GM of Merchandising,
Safeway Inc.
Take time to understand your leader and their preferred communication style. Observe how others communicate effectively with them.Slide30
— Cyndi Mitchell
Founder, Ayuda Heuristics
Don't be afraid to ask your leader how they want to be communicated with.Slide31
2. Communicate in a style they find persuasiveSlide32
Influencing UpwardSlide33
Influencing UpwardSlide34
Never underestimate the importance of the meeting before the meeting!
Slide35
Does this make sense to you?
Do you agree with this?
Do
you think this is a smart way for us to be
investing our time and money?Does this align with the initiatives in your area?And if it does, will you back me up when I give my presentation?3. Pre-sell your big ideasSlide36
Influencing UpwardSlide37
Influencing UpwardSlide38
— Linda Nordgren
VP & GM of Merchandising,
Safeway Inc.
Don’t tell me what you think I want to hear. Be your authentic self, and
challenge direction with courage and good grace.Slide39
It
’s all about consistently delivering good results —
and having credibility
Make sure it
’s the right timeHave all your facts togetherSpeak high level about the situation but answer detailed questions The more solid facts, the better your chancesKnow when to pick battles and when to let go.— Kim Brown Strickland4. Know when and how to challenge your leadersSlide40
— Kim Brown Strickland
The key is having a good case and not backing down if at first they don
’
t
agree.
Be politely persistent.Slide41
Influencing UpwardSlide42
— Cate Huston
“Time spent understanding people
is never wasted.”Slide43
Going for a PromotionSlide44
What’s the easiest way to get a raise or a promotion?Slide45
Accenture surveyed 3,400 executives in 2011.
}
“Reinvent Opportunity: Looking Through a New Lens,”
Accenture,
2011.
Of those that asked, 65% said it helped.
37% had asked for a raise, promotion or job
change.Slide46
In the overwhelming majority of cases, people who ask for a raise are at least thrown a bone.And in a significant number of cases, folks who ask for a raise actually get
more money than they were expecting.
- CBS
News
MoneyWatch, March 9, 2011What happened when people asked for a raise?Slide47
10% of the time, nothing happened.5% of those who asked for a promotion got new responsibilities
instead.10% got a new role, but not the one they asked for, and not a promotion.
42
% got the role they asked for
.17% got a new role, and it was a better one than they'd hoped for.59% of people who asked for a promotion got one!- CBS News MoneyWatch, March 9, 2011What happened when people asked for a promotion?Slide48
LinkedIn surveyed 954 professional women in 2013.
}
“Today’s
Professional Woman
,” LinkedIn, 2013.
75% of women who asked for a promotion got one.Slide49
What’s the easiest way to get a raise or a promotion?Slide50Slide51Slide52
On a scale of 1 to 10, how capable do you think you are of performing that job today?
Don’t underestimate your READINESSSlide53
Women
will apply
to
a job when they
believe they meetof the job requirements.Men will apply if they think they meet just
of the requirements.
An internal study at HP found:
100%
60%Slide54Slide55Slide56
Senior Software EngineerSlide57
I am interested in becoming
[name the role]. What are the requirements?Listen, then paraphrase back:
If I understand correctly, the requirements to become
[role]
are a, b, c, d.Check that you have their agreement.What are the requirements?Slide58Slide59Slide60
— Donnell Green
Global Head of Talent Management and Development, BlackRock.
The right conversation can be held at the wrong time (for example, when your boss is in bad mood or the person you're talking to is the wrong person.)
It doesn't matter how good your request is if you do it at the wrong time. Timing is everything.Slide61
When is the wrong time to ask?
When is the right time to ask?
Is now the right time?Slide62Slide63Slide64
I understand the role requires a, b, c.
I believe I am the ideal candidate for this position because x, y, z.
Check for their agreement.
What are our next steps to move forward
If you sense any hesitation:Is there any additional information you need, to consider me as the ideal candidate for this position?Make your requestSlide65
Know what you want
Know the trade-offs you’re willing to accept
Know
how the other person absorbs & digests
informationMake it easy for them to say “yes” Don’t take “no” personally Think through the “no” and continue to move conversation forwardIf necessary, ask to follow up at a better time.— Patricia Bovan CampbellAdditional tipsSlide66
Personal Action PlanSlide67
Feedback SurveySlide68
This presentation is available at BeLeaderly.com/sep25Slide69
— Tara
Jaye Frank
Lead from where you are
with everything you’ve got
.