1. Executive Leadership Series
August 30, 2016
The power of self-awareness
Good afternoon everyone, and welcome to today's webinar.
My name is Lloyd Johnson, and today we will discussing the importance of self-awareness to your success and strategies for increasing it.

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Note: Today’s presentation is being recorded and will be provided within 48 hours.
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Before we get started, I’d like to go over a few webinar logistics.
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Please also note that today’s webinar is being recorded, and the recording along with the presentation slides will be available on the WIHCL website with 48 hours.

3. Webinar Overview WIHCL Programs Overview
WIHCL 2016 Webinar Series Overview
Introduction of Panelists
Why self-awareness is important / what’s in it for you
Sources of feedback: people / assessment tools
How to get the most out of feedback
Build on strengths and manage gaps
Gaps to watch out for
Tips on developing self-awareness
Identify 3 things you can do now
Upcoming Webinars

4. Julie Crotty, JD, MBA Executive Coach and Managing Partner
LUMI Coaching and Leadership Development

5. GlaxoSmithKline (GSK)
Amy Altshul
Assistant General Counsel, Legal Corporate Functions and Ethics and Compliance Officer
GlaxoSmithKline (GSK)

6. Vice President, General Counsel and Secretary
Cathy Landman
Vice President, General Counsel and Secretary
Jostens, Inc.

7. Building the foundation of self-awareness
Awareness as a Manager
Awareness as a Leader
Julie:
Self-awareness is the foundation for developing yourself as a leader.
The more you understand yourself, the more you will be able to understand those you work with and how to have the greatest impact.
It will help you position yourself for your best engagement & to motivate others.
It starts with understanding yourself.
Then you can build on that knowledge to understand and develop yourself as a manager – which can come later in many attorney’s careers yet is key for attaining a GC role;
And, finally, understanding yourself as a leader.

8. Sources of feedback - people
Colleagues – mentors, sponsors, allies
Ask: What can I do more of, less, differently?
Internal coaches / development programs
External executive coaches / leadership development programs
Julie: Let’s begin by talking about sources for getting feedback to better understand yourself.
Colleagues are the fastest and most accessible source of feedback.
Explain the difference between mentors, sponsors and allies.
Frame your request for feedback with specifics and ask what you can do “more of, less of and how you can do things differently?”
Cathy: Example of Board Work with non-profits – helpful and beneficial feedback – focuses on the big picture.
Amy: Working as part of teams within the company – peers in legal and within business support – it helps when it is business or scientific.
Cathy: Within legal is good – you gain the most from science and business – it’s a different context and helps to get input from business leaders.
JULE BRIEF OVERVIEW OF COACHING:
Amy: Note positive benefit of coaches – personal story / experience.
Cathy: To add on.

9. Sample Sources of feedback – assessment tools
Korn Ferry Assessment
Hogan:
Strengths
Derailers
Motivators
Judgment
Insights Profile
FIRO-B (Interpersonal needs)
TKI (Approach to conflict)
Myers-Briggs (Personality assessment)
Julie:
Another good source of feedback is using assessment tools. Here are a few examples of useful resources to develop self-awareness.
Some of you attending this webinar have already taken the Korn Ferry Assessment, which was discussed in a prior webinar.
Describe briefly what each tool does…
Cathy: Would you share an experience you’ve had working with assessment tools? (Insights Profile)
Amy: How about you? (Hogan)

10. How is constructive feedback beneficial?
The gift of feedback
How is constructive feedback beneficial?
What are strategies for making the most out of feedback?
Successful development plans:
Build on strengths and manage gaps
Have specificity, accountability
Push us beyond our comfort level
Julie: People who tell you the tough messages are giving you a gift. (example)
Amy: It has to be people you TRUST.
Ex: set up an environment on your team where informal feedback is encouraged and safe to give.
Example of feedback from a business person 2 levels up = a gift.
Cathy: You have to listen and talk less – don’t jump in.
Listen and follow up – circle back. It takes time to follow up but is worth it.
Pay attention, listen for feedback. Follow-up with a voice mail.
Amy: Try not to be defensive. Even if you don’t react how you want to, follow-up.
Cathy: Note the difference between unsolicited feedback and asking for it.
All: Put the feedback in context –
You need to trust your instinct and use your own filter always.
Is it consistent with what I know about myself – with what I hear from others?
Could there be an ulterior motive?
Then determine whether and how to act on the feedback.
Julie: Discuss elements of a successful development plan – refer to Korn Ferry webinar too.
Amy and Cathy – any thoughts to add on what has worked for you with a development plan?

11. Examples of strengths - From AsCENT 2016 CLE Program
Multi-tasking & complex thinking
Collaboration / Ability to guide a team
Being authentic
Building strong, lasting relationships based on trust
Empathy and listening skills
Creativity in problem-solving
Julie:
Leadership philosophy: Identify and polish STRENGTHS (ride them to success) / identify and manage development areas so they don’t derail you
These are examples from the 2016 ASCENT CLE Program put together by Lloyd’s organization, Chief Legal Executive LLC in May 2016.
The audience was mostly in house women attorneys who report to GCs and are striving to become a GC.
These are leadership traits my breakout group identified as STRENGTHS they had that they identified with coming more naturally to them as women.
How are these strengths important?
Cathy – what resonates with you on this list? (share a story here, if possible).
Listening skills, building trust – lots of examples, may relate it back to the Insights Profile.
Amy – how about you? (share a story, if possible)
The importance of multi-tasking and complex problem-solving in large global organization.

12. Myths about women’s leadership – from cracking the code
Julie – describe context briefly. Research I’ll refer to that identifies myths about women in leadership – it can help to be aware of them to manage how people perceive you and your path to success.
I can send a link to the report, if people request it by .

13. Sample gaps – watch outs based on experience
Men tend to be comfortable applying for jobs with 20% of the experience/competencies vs.
Women tend to wait to apply after mastering nearly 80% of job requirements
(Cracking the Code finding #4: = Women tend to be careful not to oversell themselves – it is not about lacking confidence).
A headhunter shared an insight that senior women tend to have a higher commitment to their current role and hesitate to leave responsibilities before they are nearly 100% completed.
(Cracking the Code finding #2 = As senior levels, women are more likely to stay around and to miss out on promotion.)
Julie - briefly describe.
Cathy –
This is HUGE – Relationships can play against you. It’s really important.
It is important not to assume people will be upset.
Amy –
The 80% resonates and feeling responsibility.
Lateral moves / raising your hand for moves that give you broader experience is important for moving up in the long run too.
Julie - Think about how vastly different career paths are in terms of how far we advance if one person moves with 20% experience and without a sense of obligation to a current role vs. waiting for 80% competency and slowing due to a sense of responsibility. There is a limited time frame for all of our careers.

14. Gaps to watch out for
Women often tend to place higher expectations on themselves than those around them. This can lead to longer hours and may not be sustainable in the long run. Many women leaders would benefit from working through others better – developing high performing talent and then delegating more.
Julie - describe and share a quick story.
Cathy – this is spot on. (Any story to share?)
Amy – any reactions / stories to share?

15. Getting visibility and Finding Sponsors and Mentors
Networking matters – hard work alone isn’t enough. Effective leadership requires the ability to influence others.
Julie – introduce topic.
Cathy – there is lots to be said on this topic. It ties into how you communicate – the Insights Profile.
Amy –
How do you ask for a mentor – it can help if you’re assigned to someone because it feels like you aren’t imposing.
Women just want to get the job done.
Yet there is a benefit in walking the halls
Could be viewed as not working.
Yet you need to walk around and talk. Men do it all the time.
It is okay to priorities relationship building.
Cathy – Likes Amy’s point. Networking matters – hard work is not enough. (Add anything you want).

16. Tips on self-awareness
You can get feedback from different sources, you need to do what is best in your environment.
Learn to trust your instincts – getting to the GC role requires shifting from an independent contributor to a decision maker.
Self-awareness is not “failure” – we are operating from a high level of success and fine tuning our leadership skills.
Cathy – first bullet.
Amy – second bullet.
Julie – when advancing into leadership roles many people need to shift from a high reliance on analytical problem-solving to incorporating more intuition – and relying on others to do the detail work. It is about shifting into a more strategic rather than tactical role.
Cathy – self awareness isn’t failure. It is forward looking; becoming better & understanding – it is important to learn from mistakes.
Julie – at our level, we are making tweaks, not starting from scratch.
Cathy – it’s important as a leader and manager to be aware that those who report to us may experience out feedback as “failure.” If we are sensitive to that, we can address it and keep the feedback process constructive and sensitive.
Amy – it helps to follow the 80/20 rule. If it’s 80% right, move on. Just because you can do everything, doesn’t mean that you should.

17. What are 3 things you can do now?
Challenge to everyone on the webinar – try something new in September to get feedback:
Revisit your Korn Ferry results (or arrange to take the assessment)
Identify one person to obtain feedback from this month – reach out; set a date; plan what feedback you want.
Leverage mid-year reviews to solicit feedback.
Use Outlook to carve out time to reflect –
Who has tried to give me feedback this week? Follow-up.
What resonates? What would help you develop as a leader? What else can you take action on starting today?
Julie – will put it in context – we want you to leave this webinar with something tangible. (Mention the Korn Ferry tool.) Hand it over to Cathy.
Cathy – can take the lead on this slide.
Amy – feel free to add anything.

18. Questions? Thoughts? Julie Crotty 917-855-2447 juliecrotty33@gmail.com
Amy Alshul
Cathy Landman
Katie – please add our names, titles and addresses and cell #s.
My contact info is:
Cell:

19. Executive Leadership Webinar Series Fall Line-Up
Date
Moderator
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Tues, October 25
Rebecca A. Bortolotti
Vice President, Chief Technology Counsel
ConAgra Foods
Influencing the C-Suite
Tues, November 1
Anne Whitaker
President-Secondments and Coaching
Entrusted Advisors
Managerial Courage
Tues, December 6
Mindy Millward
Owner and Managing Partner Navalent

20. ASCENT 2017 Annual Conference
SAVE THE DATE
May 3-4, 2017
ASCENT 2017 Annual Conference
Atlanta
Good afternoon everyone, and welcome to today's webinar.
My name is Lloyd Johnson, and today we will discussing the Korn Ferry Assessment Results..