1 / 19

How is Your Vision of Success and Influence Changing? Developing Strategies that Work for You

How is Your Vision of Success and Influence Changing? Developing Strategies that Work for You. 6/25/13 Janet Bickel Career and Leadership Development Coach . Individual Reflection followed by Discussion in Trios. What does Success mean to you now?. Success “Traps”

tobias
Download Presentation

How is Your Vision of Success and Influence Changing? Developing Strategies that Work for You

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. How is Your Vision of Success and Influence Changing?Developing Strategies that Work for You 6/25/13 Janet Bickel Career and Leadership Development Coach

  2. Individual Reflection followed byDiscussion in Trios What does Success mean to you now?

  3. Success “Traps” • Thinking of success and failure as opposites • Unfettered commitmentexpected • Past successes breed expectations • Boss wants to know what you’ll do for her tomorrow • Unrealistic metrics • No inspiring role models?

  4. Success = (Purpose x Talent) Culture

  5. you Goals Aligned? Department Organization

  6. Why do Women often shy away from Organizational Politics? • Less alignment between their approaches and values and typical organizational practices • Under-estimate their own abilities • Need to please, make others comfortable • Less likely to be effectively mentored • Less “social capital” • Fewer role models

  7. Increasing your Organizational Savvy *Build your capacity for competition and unpredictability *Try to see your assumptions and ask more questions *Study how people interpret their roles *Differentiate between what you can and cannot influence *Discover and build on shared commitments *Reflect on and learn from surprises and feedback *Build relationship-centered communication skills

  8. What does Power mean to you? What are your assumptions about power? ------------------------------------------------------------ Categories of power: *positional *expertise/competency *relationships with stakeholders and connectors *strong connection • with a deep purpose

  9. “Influence” Self-Assessment 1) How effectively do you? • Use meetings as learning opportunities • Listen to unfamiliar as well as familiar voices • Encourage collaborations • Notice and recognize others' contributions • Bridge all kinds of differences 2) How might you expand your influence in the directions of greatest meaning to you?

  10. Managing “Up” *develop a pattern of interaction with your boss that produces the best results *let your boss know about your successes Seek to understand her: Goals, priorities, pressures Limitations and blindspots Preferences re communications NB: You don’t need to like your boss

  11. From your boss’s point of view: • What will you do for me tomorrow? • Do you communicate effectively? • Do you keep the boss informed? • Use boss’s time well? • Do you express appreciation? • Solicit and use feedback? • Bring solutions to problems? • How do you handle disagreements?

  12. Speaking up about Your Goals and Accomplishments Problem/Opportunity • What needs to be fixed? • What are the opportunities and challenges? Action: What will you do? Result/Benefit: What difference willyou make?

  13. PRACTICE TIME • You are sharing a 30-story elevator with your new boss. She says “Please tell me about your work.” • Using a PAR, make a positive, memorable first impression. • Close with a bridging question

  14. Resilience depends on: • cognition: free of arrogance and nostalgia • strategies: experimenting with alternatives, building community • risk-taking: improvising, inventing options • physical health • spirit: living your values • reflection and renewal: giving yourself time to connect to deeper purpose/creativity

  15. Top Derailers of Careers of Leaders/Managers • lack of emotional intelligence • not reflecting on what drives you • not producing results • avoids risks • unable to adapt to change • failing to build an effective team • lack of integrity Source: Center for Creative Leadership

  16. Emotional Intelligence (EQ) --To be aware of & understand my own & other’s emotions --To effectively manage my emotionsin relationships • In many performance areas, EQ matters TWICE as much as technical expertise or IQ • The more complex the work, dependent on others to get the job done and degree of stress, the more EQ matters

  17. Career Derailers [cont.] • Isolated • Arrogant/Defensive • Overdepends on one boss or mentor • Overdepends on a single skill • Politically naive • Ignores feedback

  18. In Trios: Please discuss the question most important to you • Which derailer poses the biggest threat to you? • How might you improve your focus on what’s most important to you? • What can you subtract or STOP doing? * What personal characteristics or competing commitments stand in your way?

  19. *Use this opportunity to practice a difficult conversation related to expanding your influence*Name 1 action you will take based on an insight you've gained today.

More Related