Become a Person of Influence with Jo Miller, CEO, Women’s Leadership Coaching, Inc.

Katie Dantsin Executive Director, Women’s Leadership Institute Cedar Crest College.

Carmen Twillie Ambar President, Cedar Crest College.

Jo Miller Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc. Helps emerging women leaders create a roadmap for their career advancement. A leading authority on women’s leadership, Jo delivers more than 60 speaking presentations annually to audiences of up to 1,200. Has traveled widely in Europe, Asia Pacific, and the Middle East to deliver keynotes and teach workshops for conferences, professional associations, and corporate employee initiatives.

I HAVE SOME UNIQUE KOALAFICATIONS

The Emerging Leader’s Quandary You can’t get a higher level job without leadership experience… But you can’t get the leadership experience without the job.

You Can’t Afford to Wait! Don’t wait for permission to lead. Don’t wait for someone to promote you. Take charge of your own career trajectory!

Are you the best kept secret in your organization?

Become a person of influence Building an influential network In this workshop Become a person of influence Building an influential network

BECOMING A PERSON OF INFLUENCE

“In my company, influencing skills are the single most important success factor after knowing your job.”  JoAnna Sohovich, President, Industrial & Automotive Repair, Stanley Black & Decker

Are influence and power good or bad?

Are influence and power good or bad?

Are influence and power good or bad?

Try to Influence a Situation Become a Person of Influence

The Fundamental Truth About Influencing…

Dog Psychology Center

The Fundamental Truth About Influencing: Our behavior teaches people how to treat us.

“You can influence others in every conversation you have “You can influence others in every conversation you have. In a subtle way, we convey our confidence and professionalism in every interaction that we have with co-workers, customers, superiors and subordinates.”   Laurie Oare, Division President U.S. Foodservice

A role model of influence

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Positional Influence The influence inherent in your job title and role.

Ways to build positional influence You have an important job – people need to know! Seize all opportunities to educate others about your role, and how you can help Create your 30-second commercial.

30-second commercial Name Job title and/or brand I am responsible for… a, b, c Come directly to me when you need… x, y, z

I hate to bust your bubble.” “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

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Expertise Influence The influence that comes from your background, qualifications, experience and accomplishments.

“It’s not what you know and it’s not who you know “It’s not what you know and it’s not who you know. It’s who knows what you know”. Nora Denzel, SVP, Intuit

Ways to make your expertise visible Early career Work less Don’t wait for an invitation to speak up regarding your expertise and accomplishments Mid-level Volunteer for high-profile assignments Lead committees and task forces Senior-level Build your “brand” as an industry leader Speak on panels, at conferences, & in the media

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Resources Influence Negotiating the resources you need to do your job well.

Ways to increase resources influence: Become a good negotiator Master matrixed management & managing up Suggest special projects as developmental opportunities for others Understand how finances and budgets work in your organization Be a mentor, sponsor, and talent scout.

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Informational Influence Having a finger on the pulse of what is going on in your organization, industry, and profession.

Become an informational powerhouse Have some go-to sources for information regarding your organization and industry. Be aware of new projects, opportunities, re-orgs, personnel changes, resource allocations, budgets, technology, innovations, market intelligence, legislation, etc. Network with other “informational influencers”. Filter useful information from gossip or noise.

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Direct Influence Being firm, professional and direct when someone’s behavior is detrimental to the team or the organization. (The 1% rule)

Effective use of direct influence: Be firm, fair and professional Be direct and concise while delivering tough news Explain what was unacceptable and why Share a vision of their future potential.

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Relationships Influence The influence that comes naturally with having a network of authentic relationships across your organization, industry, and profession.

The most important asset you will build in your career: Your Network Your “Sphere of Influence”

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

“It’s not enough to have a bright idea “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 Vandebroek, CTO, Xerox

Increase your relationships influence Think strategically about who to include in your network. Build a supportive network of collaborators, influencers and advocates.

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

Self-Evaluation Of the six sources of influence: Which are your strongest? Which do you want to strengthen? How?

6 Sources of Influence 1. Relationships 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

This presentation is available at www.beleaderly.com/cedarcrest

BUILDING AN INFLUENTIAL NETWORK

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”

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.

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

WHO HOW

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

Exercise Identify your WHO: With whom will you build relationships? Identify your HOW: How will you build relationships with them?

5 Key People to Have in Your Network

The Connector A true ‘people person’ Puts others at ease Knows (and gets along with) everyone Loves to opens doors & make introductions Provides connections to networks, resources and opportunities.

The Informational Powerhouse Strives to keep a finger on the pulse Stays current on organizational and industry issues Knows about changes before they occur or are made official Filters useful information from gossip or ‘noise’ Has information in advance about new projects, opportunities, re-orgs, resource allocations, budget changes, etc.

The Influencer Not necessarily high-level or high-profile Has the ability to make things happen Gets people on board with ideas and initiatives Gains agreement and collaboration from teams Has a voice with senior leadership Their early support can guarantee the success of your initiatives Their advocacy can get you noticed.

The Mentor

4 S’s of Mentoring Successes Stories Situations Self-awareness Skill-building

Why men still get more promotions than women - Harvard Business Review “There is a special kind of relationship—called sponsorship—in which the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee. Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers—and that they are not advancing in their organizations.” Why men still get more promotions than women - Harvard Business Review

The Sponsor

“A sponsor is someone who will use their internal political and social capital to move your career forward within an organization. Behind closed doors, they will argue your case.” Cindy Kent, VP/GM, Gastro/Urology Therapies, Medtronic

Only _____ % of women employed in large companies have a sponsor.** Four U.S.-based and global studies clearly show that sponsorship — not mentorship — is how power is transferred in the workplace.* Only _____ % of women employed in large companies have a sponsor.** 13 * “Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider ** “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011

Ambitious women underestimate the difference sponsorship can make. Women who have sponsors are at least 22% more likely to ask for stretch assignments and raises. Men and women feel more satisfied with their career advancement when they have sponsors. Ambitious women underestimate the difference sponsorship can make. “The Sponsor Effect,” Hewlett, Peraino, Sherbin and Sumberg, 2011

“… having an active advocate completely changes your career.” Kerrie Peraino, Vice President for Human Resources and Chief Diversity Officer, American Express.

Qualities of a good sponsor Senior leader with influence Well-respected, credible Familiar with your strengths Has a track record of developing talent Provides exposure opportunities for protégés Provides ‘air cover’ from negative or damaging publicity.

“Are all your advocates in the management chain directly above you “Are all your advocates in the management chain directly above you? I recommend that everyone have three to four advocates outside of their direct management chain.” Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel

How to cultivate sponsorships Outperform! Make your value visible Observe the protocols: how does sponsorship work in your organization’s culture? Ask which leaders have a strong track record of developing talent Network across your organization and beyond your direct management chain Look for exposure opportunities to work with or work for senior leaders Have clarity about your career goals Share your career goals with your leaders.

“… having an active advocate completely changes your career.” “Sponsorship can come to you in different ways. You never know who is watching you, so be ‘sponsor-ready’ at all times.” “… having an active advocate completely changes your career.” Millette Granville, Director, Diversity and Inclusion, Delhaize Group.

5 Key People to Have in Your Network The Connector The Informational Powerhouse The Influencer The Mentor The Sponsor

6 Sources of Influence 6. Positional 5. Expertise 4. Resources 3. Informational 2. Direct 1. Relationships

This presentation is available at www.beleaderly.com/cedarcrest

Power Up Series February 23, 2015 Building Strategic Networks and Relationships Jane Hyun (Hyun and Associates, Executive Coaching and Leadership Strategy, Founder and President)   March 19, 2015 Leading in Times of Change Kristin Skarie (Teamworks, President) April 13, 2015 Leadership and Awareness of the Mind Body Connection Teena Cahill (Wisdom and Beyond, LLC, Director)

Vivian Banta, Vice Chairman, Insurance, Prudential Financial. “… a really great piece of advice I learned early on in my career and I’ve used continuously: never let an organization’s structure get in the way of achieving results. I’ve found that one needs to operate inside and outside of the structure, with a positive attitude, always moving forward, filling in the gaps where needed”. Vivian Banta, Vice Chairman, Insurance, Prudential Financial.