1. OVERCOMING YOUR DERAILERS

2. 2/3 of individuals in leadership positions will fail Did You Know? 2

3. Commonly known as derailment 3

4. Research base Key derailers for women Preventing derailment Questions Agenda 4

5. Grounded in Research 5

6. Core are overused strengths 6

7. 7

8. Implications for Women 8

9. 1.Sometimes feel that you are not sure what you really believe 2.Find that few people have met your expectations 3.Get angry quickly Is This You? 9

10. This Could be You “Volatile” Linday Wachner, Former CEO of Warnaco Group 10 Known as Abrasive and viper lipped mood shifts are sudden and unpredictable

11. People hold back – a lot of “mood management” Internal “churn” – then explode Tense under pressure Vacillates between optimism and pessimism Easily annoyed by others Leadership implications - Volatile 11

12. 1.Wonder what someone wants after they’ve done you a favor 2.Believe that people in charge will take advantage of you if you let them 3.Know that there are some people that you will never forgive Is This You? 12

13. This Could be You Doubt others’ true intentions I don’t believe them for one minute! 13 Hillary Clinton “Skeptical”

14. Suspicious of others’ intentions Argumentative—easily offended Critical when giving feedback Obsess over what can go wrong Prone to cynicism Leadership implications – “Skeptical” 14

15. 1.Feel a bit awkward around strangers? 2.Others have said that you are sometimes timid 3. Have been told you that you are not assertive enough Is This You? 15

16. 16 The next decision may be your first Sheri McCoy, CEO Avon Products, Inc This Could be You “Cautious”

17. Risk-averse; reluctant to take chances or make decisions Overstudies problems – needs to review all the data Motivated not to fail – frets over mistakes May not offer strong opinions or engage in debate Reluctant to take the initiative or rely on others Leadership implications – “Cautious” 17

18. 1.Know that you’d never take a job that was “beneath” you 2.Believe that you do things better than almost anyone you know 3. Feel that you were born to do great things Is This You? 18

19. This Could be You “Bold” 19 Have difficulty admitting mistakes

20. Overestimates abilities Self-centered and self-promoting Has strong sense of entitlement Takes credit for others’ accomplishments Feedback resistant Unwilling to give up a fight, no matter what Leadership Implications – “Bold” 20

21. 1.In a group, you are often the center of attention 2.Like to have several projects going on at one time 3. Sometimes dress so you stand out in a crowd Is This You? 21

22. This Could be You Always grab center of attention “I'm ready for my close up” Desdemona from Sunset Blvd 22 “Colorful”

23. Dramatic and expressive Tends to dominate Misses social cues regarding others’ behavior May focus on their own behaviors first before others Tends to confuse activity with productivity Leadership Implications – “Colorful” 23

24. 1.Feel that many of your ideas are ahead of their time 2.Believe you have special talents and abilities – can see what others’ can’t 3.People describe you as unconventional Is This You? 24

25. This Could be You 25 “Imaginative” It’s fun to be different, just for the sake of it

26. Has a million great ideas that rarely get executed Enjoys launching initiatives but may not follow-up or not effective in executing them It seems clear “to you” but others may not know how the idea came about Can be viewed as a bit “off beat” Dresses or behaves in unconventional ways – likes to be different/unique May be easily distracted Leadership Implications – “Imaginative” 26

27. 1.Have been told you set very high standards that are often difficult to achieve 2.Known as a perfectionist 3. Fussy about schedules and timing Is This You? 27

28. This Could be You You get the little things right when the big things go wrong 28 “Diligent” Martha Stewart

29. So focused on the details that the “big picture” or the obvious is overlooked Can’t let go of tasks, no matter how small, until it’s perfect Tendency to micromanage (delegates reluctantly) May appear rigid or inflexible Plans may mimic the past—not be innovative Leadership implications – “Diligent” 29

30. 1.On important issues, dislike making decisions on your own 2.Feel there is nothing wrong with flattering your boss 3. Are more comfortable following others Is This You? 30

31. This Could be You Eager to please others and obliging 31 “Dutiful” Andrea Jung, Former CEO Avon Products, Inc

32. Reluctant to act independently or “rock the boat” Fails to stand up for others So flexible, it’s hard to know where they stand Refuse or delay facing the tough people issues May prefer to be liked over taking independent action Leadership implications – “Dutiful” 32

33. Understand Your Derailers 33

34. Know what the buzz is about you 34

35. Know what's holding you back 35 Jane, you are not quite ready to move to next level yet….

36. Be aware of what your friends & family says 36

37. Get feedback from others about what happens when you are under stress 37

38. Preventing Derailment 38

39. 1.Know your “stress” – situations or people 2.“Rewire” your self-talk 3.Replace current behavior(s) with alternative behavior (s) 4.Practice, practice and practice 39

40. Example 40 A s k q u e s t i o n s 7 0 % o f t h e t i m e

41. Example 41

42. Example 42

43. “Awareness of your Derailers doesn’t mean you have to dwell on how “bad” you are. When you learn to manage your self-destructive traits, you allow your strengths to emerge” Why CEO’s Fail - David Dotlich and Peter Cairo 43

44. THANK YOU Deborrah Himsel