1. Copyright 2009, Women’s Leadership Coaching Inc. 1 MANAGING OTHERS, WITH OR WITHOUT DIRECT AUTHORITY Carla D. Brockman, Vice President Corporate Governance and Secretary, Devon Energy Corp. Jo Miller, CEO, Women’s Leadership Coaching Inc

2. Copyright 2009, Women’s Leadership Coaching Inc. 2 Corporate Subscribers

3. Copyright 2009, Women’s Leadership Coaching Inc. 3 Jo Miller CEO, Women’s Leadership Coaching Inc Over 12 years providing leadership coaching and seminars Coached hundreds of women worldwide Seminars for women’s networks at Intel, Oracle, Alcatel-Lucent, Nortel, Rockwell Collins, UBS, and more Silicon Valley’s “Women of Influence”, 2008

4. Copyright 2009, Women’s Leadership Coaching Inc. 4 Carla D. Brockman Vice President Corporate Governance and Secretary, Devon Energy Corp. Responsible for SEC and NYSE compliance, Board of Director administration and subsidiary management 29 years with OGE Energy Corporation, most recently as Vice President of Administration and Corporate Secretary Prior leadership assignments in corporate environmental health and safety, supply chain, human resources, and strategic planning Graduate of Southern Nazarene University, holding a bachelor’s degree in human resources management and a master’s degree in management

5. Copyright 2009, Women’s Leadership Coaching Inc. 5 You recently moved into the role of Vice President Corporate Governance and Secretary with Devon Energy Corp. What are you responsible for?

6. Copyright 2009, Women’s Leadership Coaching Inc. 6 Leading and Managing A leader is someone who makes a greater difference than one person alone can make. Management means ‘getting stuff done’.

7. Copyright 2009, Women’s Leadership Coaching Inc. 7 What are your personal definitions of “leader” and “manager”?

8. Copyright 2009, Women’s Leadership Coaching Inc. 8 One of the great dilemmas that we all need to overcome at some point in our careers: You can’t get a management job without management experience… But you can’t get the experience without the job.

9. Copyright 2009, Women’s Leadership Coaching Inc. 9 Myth #1: That if you work hard enough and wait long enough, someone will hand you a management opportunity.

10. Copyright 2009, Women’s Leadership Coaching Inc. 10 “Don’t wait for someone to lead. You are the leader you have been waiting for.” - Rosario Marin, former U.S. Treasurer, California Secretary of the State and Consumer Services Agency

11. Copyright 2009, Women’s Leadership Coaching Inc. 11 What has been your experience in that?

12. Copyright 2009, Women’s Leadership Coaching Inc. 12 Myth #2: That if you could just attain the next-level job, people would look to you for your management.

13. Copyright 2009, Women’s Leadership Coaching Inc. 13 “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

14. Copyright 2009, Women’s Leadership Coaching Inc. 14 Managing Others, With or Without Direct Authority The quickest way to learn management skills is to find places to volunteer to manage a project, a team, an event, process, etc.

15. Copyright 2009, Women’s Leadership Coaching Inc. 15 A Management Challenge Volunteer to manage a: Work project Task force or committee Charity drive Team event Family event Conference Professional association. Challenge: Complete the assignment by managing, not doing, the work.

16. Copyright 2009, Women’s Leadership Coaching Inc. 16 What top tips do you have for anyone who wants to transition from “doing the work” to “managing the work”?

17. Copyright 2009, Women’s Leadership Coaching Inc. 17 Step back Engage others Shared vision Turn loose - Carla D. Brockman

18. Copyright 2009, Women’s Leadership Coaching Inc. 18 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective

19. Copyright 2009, Women’s Leadership Coaching Inc. 19 Can you share an example of how you have communicated a vision or objective to your people, and gained their buy-in?

20. Copyright 2009, Women’s Leadership Coaching Inc. 20 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations

21. Copyright 2009, Women’s Leadership Coaching Inc. 21 What tips can you offer for working with your people to set expectations for work to be performed?

22. Copyright 2009, Women’s Leadership Coaching Inc. 22 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability

23. Copyright 2009, Women’s Leadership Coaching Inc. 23 How do you like to set up and manage accountability?

24. Copyright 2009, Women’s Leadership Coaching Inc. 24 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence

25. Copyright 2009, Women’s Leadership Coaching Inc. 25 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence Step 5: Give frequent feedback

26. Copyright 2009, Women’s Leadership Coaching Inc. 26 How do you give feedback when people are performing well? How do you give feedback when they are not performing well?

27. Copyright 2009, Women’s Leadership Coaching Inc. 27 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence. Step 5: Give frequent feedback Step 6: Celebrate their success!

28. Copyright 2009, Women’s Leadership Coaching Inc. 28 Why is it important to celebrate success?

29. Copyright 2009, Women’s Leadership Coaching Inc. 29 What to do when things go off-track: Return to the list of six steps Assess which one may be lacking, and take action.

30. Copyright 2009, Women’s Leadership Coaching Inc. 30 What can a manager do when things go off-track?

31. Copyright 2009, Women’s Leadership Coaching Inc. 31 6 Steps for Managing Others, With or Without Direct Authority Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations Step 3: Co-create accountability Step 4: Positively challenge them to deliver a high standard of excellence Step 5: Give frequent feedback Step 6: Celebrate their success!

32. Copyright 2009, Women’s Leadership Coaching Inc. 32 EXERCISE: 1) Identify a ‘Management Challenge’ to take on 2) Plan how you will use the six steps in managing the team.

33. Copyright 2009, Women’s Leadership Coaching Inc. 33 Q & A

34. Copyright 2009, Women’s Leadership Coaching Inc. 34 Carla’s Keys to Success 1) Know yourself 2) Keep learning

35. Copyright 2009, Women’s Leadership Coaching Inc. 35 August 24, Leading Your Leaders: How to Manage Upward Success in any role begins with understanding your leaders and their goals. But you will also need to know appropriate ways to challenge them and negotiate your own success. Learn ways to communicate persuasively and influence your management, along with tips on handling difficult situations. Guest Speaker: Kim Brown Strickland, Vice President - Finance, Wal-Mart Home Office

36. Copyright 2009, Women’s Leadership Coaching Inc. 36 Today’s slides and recording will be posted within 24 hours to: http://www.womensleadershipcoaching.com/ emerging_mow.htm

37. Copyright 2009, Women’s Leadership Coaching Inc. 37 Discussion Questions 1.What are your definitions of leader and manager? 2.What are potential ‘Management Challenge’ assignments you could take on? 3.What are ways to begin an initiative so that the team are on the same page? 4.What are some effective ways to encourage and motivate other, in the course of day-to-day work? 5.What are effective ways to re-direct others when they are not performing to expectations?