1. Take the poll! Visit www.pollev.com/leaderly

2. Become a Person of Influence
Jo Miller

3. I have some unique
koalafications

4. Are you the best kept secret in the organization?
Are you the best kept secret in your organization?

5. “In my company, influencing skills are the single most important success factor after knowing your job.” 
JoAnna Sohovich, CEO
The Chamberlain Group

6. Are influence and power good or bad?

7. Are influence and power good or bad?

9. Try to influence a situation
Become a person of influence

10. The Fundamental Truth about Influencing…

11. Our behavior teaches people how to treat us.

12. “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

13. In this session Getting the lay of the land 6 sources of influence
Building an influential network

14. Getting the Lay of the Land

16. I asked 169 professional women how they deal with office politics
I asked 169 professional women how they deal with office politics. Over 80% said their response is to either ignore it, or reluctantly play the game where necessary.
In LinkedIn’s 2013 survey of 954 professional women, 23% said office politics as their biggest frustration.
Many women managers find engaging in office politics to be difficult and painful, and some even view it as “evil”.
— Ruderman and Ohlott, 2002.
Emerging Women Leaders Webinar Series, “Win at the Game of Office Politics.”
In LinkedIn's 2013 survey of 954 professional women, 23% reported that their biggest work frustration was office politics.
Research by Ruderman and Ohlott shows many women managers view politics as “evil” and find engaging in political behavior
 to be difficult and painful. (2002)

17. “…avoiding (office) politics altogether can be deadly for your career.
Every workplace has an intricate system of power, and you can — and should —work it ethically to your best advantage.” 
— Erin Burt, Seven Career Killers.

18. 4 skills of people who are “positively politically savvy”
Social astuteness
Interpersonal influence
Networking ability
Sincerity
“Development and Validation of the Political Skill Inventory,” Florida State University Foundation, 2005.

19. Who do you know who does this well?

20. Organizational Awareness:
Office Politics
Organizational Awareness:
Being an astute observer of the communication and relationships that surround you in your organization.

21. The Org Chart

22. The Shadow Organization Map

23. The Org Chart

24. Relationships

25. Relationships
Influence

26. Relationships
Influence
Coalitions

27. Relationships
Influence
Coalitions

28. Relationships
Influence
Coalitions
Key Influencers

29. Relationships
Influence
Coalitions
Key Influencers
Verticals

30. Let’s stay in touch! Text
leaderly To
444999
We never share, rent or sell your or personal information. More: beleaderly.com/privacy

31. 6 Sources of Influence

32. In which area would you like to have greater influence?

33. Characteristics of an influential role model

34. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

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

36. Building 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.

37. 30-second commercial Name Job title I am responsible for a, b, c.
Come directly to me when you need x, y, z.

38. 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

39. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

40. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

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

42. “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, Board Director, Ericsson and AMD

43. Make your expertise visible
Early career
Work less!
Promote your accomplishments
Mid-level
Volunteer for high-profile assignments
Senior-level
Build your “brand” as an industry leader
Speak on panels, at conferences, and in the media

44. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

45. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

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

47. Build your resources influence
Early Career
Become a good negotiator
Learn leading without authority
Mid-level
Developmental delegating
Understand how finances and budgets work
Senior-level
Be a mentor, sponsor, and talent scout

48. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

49. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

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

51. Be an informational powerhouse
Have some go-to sources of information.
Pay attention to new projects, opportunities, re-orgs, personnel changes, resource allocations, budgets, legislation, innovation, market intelligence, etc.
Network with other “informational powerhouses”.
Filter useful information from gossip or noise.

52. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

53. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

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

55. 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 your vision of their future potential

56. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

57. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

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

59. (Your “Sphere of Influence”)
The most important asset you will build in your career:
Your network
(Your “Sphere of Influence”)

60. Building an Influential Network

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

62. WHO HOW
Sara G. Stefan L.
Sara’s admin Sara & Stefan’s boss
Attend company social event. Request an informational meeting. Arrive early/stay late for staff meetings.
Invite for lunch/coffee. Ask HR for invitation to next executive roundtable.

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

64. 5 Key People to Have in Your Network

65. 1. 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.

66. 2. The Informational Powerhouse
Stays current on organizational and industry issues
Has information in advance about new projects, opportunities, re-orgs, resource allocations, budget changes, etc.
Filters useful information from gossip or ‘noise’

67. 3. 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
Their early support can guarantee the success of your initiatives

68. 4. The Mentor

69. Making the most of mentoring

70. 4 S’s of Mentoring Successes
Stories
Situations
Self-awareness
Skill-building

71. Ibarra, Carter, and Silver, Harvard Business Review, 2010.
“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.”
Ibarra, Carter, and Silver, Harvard Business Review, 2010.

72. 5. The Sponsor

73. “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, GM, 3M.

74. “Four U.S.-based and global studies clearly show that sponsorship — not mentorship — is how power is transferred in the workplace.”
“Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider.

75. What’s the difference between mentors and sponsors?

76. So… how do I get a sponsor?

77. Attracting the Advocacy of Influential Sponsors
Perform!
Network beyond your immediate workgroup and management chain.
Raise your hand for exposure opportunities to work with or for potential sponsors.
Make your value visible.
Have clear career goals.
Share your goals with leaders.

78. 5 Key People to Have in Your Network
The Connector
The Informational Powerhouse
The Influencer
The Mentor
The Sponsor

79. In this session Getting the lay of the land 6 sources of influence
Building an influential network

80. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

81. Self-assessment
Which are you strong in?
Which will you strengthen?

82. 6 Sources of Influence 6. Positional 5. Expertise 4. Resources
3. Informational
2. Direct
1. Relationships

83. Let’s stay in touch! Text
leaderly To
444999
We never share, rent or sell your or personal information. More: beleaderly.com/privacy

84. Final poll! www.pollev.com/leaderly

85. “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

86. Which is your strongest source of influence?