1. 0 Centered Leadership Program for Stanford GSB’s Women Helping Women Change Lives, Change Organizations and Change the World Workbook ׀ May 16, 2012 ׀ Susie Cranston Name: © Copyright 2010 McKinsey & Company

2. 1 The Centered Leadership model OUTCOMES Leadership effectiveness ׀ Sustainable performance ׀ Fulfillment PRECONDITIONS FRAMING Self-awareness Reflection Adaptability MEANING Happiness Core strengths Purpose ENGAGING Accountability Risk and fears Choice Your personal and professional context CONNECTING Reciprocity Network Sponsorship Community Sources of energy Flow Recovery ENERGIZING Desire to lead ׀ Talent and knowledge ׀ Capacity for change GENERAL ׀ SOURCE: The McKinsey Centered Leadership Project

3. 2 Inspiring others by starting with self-mastery GENERAL ׀ The capacity to lead transformation and sustain high performance from a core of self-mastery… … to inspire others and unleash the full potential of their organizations …gained through practices that enable individuals to manage their own thoughts, feelings, and actions… SOURCE: The McKinsey Centered Leadership Project

4. 3 Connecting My Network

5. 4 Connecting “ CONNECTING ׀ “ We don ’ t accomplish anything in this world alone. Whatever happens is the result of the whole tapestry of one ’ s life – all the weavings of individual threads from one to another that create something. Sandra Day O ’ Connor Former U.S. Supreme Court justice SOURCE: The McKinsey Centered Leadership Project

6. 5 When has someone really helped you? Thought starters Helped with my work: information, resources, getting my job done Helped with my development: coaching, feedback, evaluation Helped with my professional growth: creating opportunities or obstacles SOURCE: The McKinsey Centered Leadership Project Helped with my personal needs: identity, independence, control, etc. Helped with my sense of belonging: my community, industry contacts, etc. Helped with my success: in the hierarchy or a primary influencer 5 Jot down your story here

7. 6 Who’s in my network? SOURCE: The McKinsey Centered Leadership Project CategoryInitials Create your list of names, grouping them in these categories (or others if you find additional categories helpful): Crucial to my work: information, resources, getting my job done Crucial to my development: coaching, feedback, evaluation Crucial to my professional growth: creating opportunities or obstacles Regardless of whether this person is helping or hurting you, put them on your list! CONNECTING ׀ Crucial to my personal needs: identity, independence, control, etc. Crucial to my sense of belonging: my community, industry contacts, etc. Crucial to my success: in the hierarchy or a primary influencer

8. 7 Mapping my network (1/2) STEP 1: Place your People Choose where to put the various people you just identified – perhaps using the categories. Think about the full page and place people in relation to everyone else and to you. Then draw triangles around each initial or custom code to mark them. Put the triangle closer to “ME” if you know the individual well or if you interact frequently Draw a circle in the center of your paper and label it “ME.” You are now ready to map your current network in the context of achieving your professional and personal goals. SOURCE: The McKinsey Centered Leadership Project Place yourself Place others in relationship to each other and to you CONNECTING ׀

9. 8 My Development map (2/2) SOURCE: The McKinsey Centered Leadership Project Now characterize these relationships in terms of trust, reciprocity and energy. Trust – Use a line to represent the degree to which you feel you can count on the person and be fully open and vulnerable. Make the line thicker to show trust Reciprocity – Add arrows to represent the degree to which you initiate/give OR you benefit/receive in this relationship. Make the line two-way if reciprocity is equal Energy – Use colors to show if the relationship interactions typically boost your energy or drain it. Add color zig zags ▪ Color 1 for energy-boosting relationships ▪ Color 2 for energy-draining relationships Step 2: Characterize your relationships CONNECTING ׀

10. 9 My Network map

11. 10 Insights: patterns In groups, interview each other about your development maps to draw out the insights. You can use the space below to jot down your reflections. Patterns (habits or characteristic approaches) ▪ What do you see when you look at the map as a whole? Any surprises? ▪ What do you notice about the characteristics of the support relationships you value most? Least? ▪ What do you notice in your approach to building relationships – what you do and don’t do? What comes naturally and what is more challenging for you? SOURCE: The McKinsey Centered Leadership Project CONNECTING ׀

12. 11 Insights: mindsets, beliefs and outcomes Mindsets & Beliefs about my network ▪ What are you learning about how you build your network, including cultivating real sponsor relationships or avoiding them? ▪ What are you thinking and feeling when it comes to seeking development support? What is important for you? ▪ What do you need that you are not getting? Outcomes ▪ How are these mindsets serving you? How are they not serving you? ▪ How would your approach be different if you had no limitations? SOURCE: The McKinsey Centered Leadership Project CONNECTING ׀

13. 12 What is Sponsorship? To be a good sponsor, you have to be a mentor but to be a mentor, you don’t necessarily have to be a sponsor. Mentor ▪ Very wise, experienced ▪ Willing to sit down with you ▪ Imparts wisdom of value ▪ Tells you truths ▪ May not know you; may be evaluative ▪ May not advocate for anyone Sponsor ▪ Senior and influential ▪ Willing to take risks for you ▪ Creates opportunities that help you grow ▪ Listens to and counsels you personally ▪ Knows you well; believes in you ▪ Toots your horn in the right way SOURCE: The McKinsey Centered Leadership Project 12

14. 13 The Devil’s Advocate: Challenges and shifts your perspective; pushes your boundaries of thought; provides reality check on opportunities The Connector/Navigator: Links you with people, ideas, and opportunities; helps you navigate the system The Relentless Coach: Pushes you to try harder and take on more; provides tough love and demands commitment, but won’t give up on you The Visionary: Dreams boldly for you, helps you see into the future; helps turn setbacks into new possibilities, sparks creativity & innovation The Hero: Takes on significant personal risk to open doors, clear obstacles, and fight for you The Godfather: Goes to the mat for you but demands extreme loyalty in return – or else Any other archetypal role that you value: Sponsorship archetypal roles Each Sponsor helps you in a particular way. Below are some archetypes that characterize different types of sponsorship actions or contributions. Underline the ones you value and naturally seek from sponsors. Circle those that are less familiar or natural for you to request. The Sage: Offers wisdom, teaching, and experience, links work with deeper purpose, creates meaning, helps you get distance from yourself The Caregiver: Nurtures, provides reassurance, and protects you in “the system”; sympathetic ear; creates opportunities that use your strengths SOURCE: The McKinsey Centered Leadership Project with Carole Kammen and Mobius CONNECTING ׀

15. 14 Adding archetypes to your map Name that role: Label each role the Sponsors are most likely to take for you. Try color coding the roles to quickly see how many are in your network Find the Opportunities: Use dotted line triangles to represent important relationships and/or roles that are missing. If someone could play a different role, add a dotted line around them and note what you want Now return to your map to note the archetypal sponsorship contributions you have today and opportunities for new ones in your network. SOURCE: The McKinsey Centered Leadership Project Step 3 – Name current and potential roles CONNECTING ׀

16. 15 Sponsors marketplace SPONSOR SOURCE: The McKinsey Centered Leadership Project Select one archetype that you value and seek in a sponsor – a role you are very familiar and comfortable with. Write it down in big letters and find the people choosing a similar role. 15

17. 16 Top 3 strengths What comes naturally to this archetype? What kinds of problems or situations does it find energizing? What does it do for you? Complete the sentence “Use me when you need…” Digging for insights Top 3 limitations What is a blind spot for this archetype? What does it not naturally do for you? Complete the sentence “Do not use me if you need…” In your groups, discuss the archetype’s strengths and limitations, and in particular – tips on building a relationship with someone who has this profile. Choose a spokesperson who will share the group’s insights in the debrief. Advice and counsel How can you best cultivate a relationship with this archetype? Complete the sentence “The best way to develop a relationship with me is by…” 16 SOURCE: The McKinsey Centered Leadership Project

18. 17 My network commitments What new relationships do you have with stakeholders or others – as a Sponsor and a Leader? What new support is present? Which existing relationship have changed and how? What boundaries have you crossed? Thinking about your short term goals, and based on everything you’ve heard from others and discovered about yourself… we invite you to visualize the changes that would best reflect your "desired network" one year from now. What is one commitment you will make to yourself and carry out over the coming months? SOURCE: The McKinsey Centered Leadership Project

19. 18 We invite you to grow with us, and have collected a few tools for our journey together. And a Facebook page: How Remarkable Women Lead http://www.facebook.com/ howremarkablewomenlead#!/howremarkablewomenlead A book… A website…or two… http://centeredleadership.mckinseydigital.com/ http://www.mckinseyquarterly.comhttp://www.mckinseyquarterly.com, Search “Centered Leadership” Join Us On The Journey! SOURCE: The McKinsey Centered Leadership Project