guest speaker: meresa s. morgan, cpa audit shareholder and audit department chair briggs &...

Guest Speaker: Meresa S. Morgan, CPAAudit Shareholder and Audit Department ChairBriggs & Veselka Co.

Facilitator:

Jo MillerCEOWomen’s Leadership Coaching, Inc.

Managing Others, With or Without Direct Authority

Christine R. SprayPresident, Strategic Catalyst, Inc.

Program Development, Board Member of WENWestside Chapter, Former Board Member WEN

After working in industry and public accounting leadership management roles with start-up, restructuring and growth responsibilities, Christine recognized that by aligning business goals with marketing, human resource and business development strategies, mid-sized organizations could leverage their business opportunities as successfully as companies with far greater resources.

The Women's Energy NetworkWomen’s Energy Network (WEN) is an international organization of professional women who work across the energy industry value-chain. WEN was established in 1994 with six women. At the close of 2009, that number had risen to over 900 members throughout Texas and Louisiana.

www.wenhouston.org

The Women's Energy NetworkWEN’s mission is to develop programs to provide networking opportunities and foster career and leadership development of women who work in the energy industries. WEN’s vision is to be the premiere organization for professional women who work in the energy industry, with chapters in every major energy hub worldwide. WEN chapters are currently in Houston, North Texas covering Dallas & Fort Worth, and Southeast Louisiana covering Baton Rouge & New Orleans.

www.wenhouston.org

How many people are joining your group today?

Please send your list with names and emails to:

cspray@strategiccatalystinc.com

Jo Miller, CEOWomen’s Leadership Coaching Inc.

• 12 years providing leadership coaching and seminars

• Coached hundreds of women worldwide

• Seminars for women’s networks at Intel, Oracle, KPMG, Alcatel-Lucent, Nortel, Rockwell Collins, UBS, and more

• Silicon Valley’s “Women of Influence”, 2008

• www.womensleadershipcoaching.com

Meresa S. Morgan, CPA Audit Shareholder & Audit Dept. ChairBriggs & Veselka Co.

• Oversees the Briggs & Veselka’s benefit plan audit practice which

represents an important niche speciality for the firm in servicing oil and gas companies in the Houston area. Morgan oversees the firm’s efforts in keeping these clients abreast of the latest issues regarding DOL compliance.

• Chairperson for Briggs & Veselka’s audit practice and serves on the firm’s executive committee.

• Serves on the board and is President of the Women’s Finance Exchange, and actively involved in The Entrepreneurship Institute, which serves the small to middle market entrepreneurial privately-help companies in the Houston area.

• Serves on BKR International’s Employee Benefit Plan Auditing Committee and its Emerging Leader’s Committee.

Meresa S. Morgan, CPA Audit Shareholder & Audit Dept. ChairBriggs & Veselka Co.

• Member of the Lone Star Council of the American Society of

Pension Actuaries and the ERISA Industry Group of Houston.• Member of the Texas Society of Certified Public Accountants, and

involved with its Houston Chapter.• Holds a B.S.B.A. in Accounting from Auburn University• Enjoys traveling, family gatherings and relaxing with her husband

on their farm in South Mississippi.

What are you currently responsible for?

THE EMERGING LEADER’S QUANDARY:

You can’t get a higher level job without leadership experience…

But you can’t get the experience without the job.

In this webinar:

Myth-bustingTaking on “The Management Challenge”6 steps for managing others, with or without

direct authority.

A woman recently asked:

1) How do I know if I would make a good leader?

2) Can you learn to be a good leader?

1) How do I know if I would make a good leader?

2) Can you learn to be a good leader?

1) How do I know if I would make a good swimmer?

2) Can you learn to be a good swimmer?

Myth #1: Leaders are born, not made.

(and that there is a way to predict whether you will be good at this without actually trying it.)

Were you a ‘natural’ when it came to leading others? Or did you learn along the way?

Myth #2: That if you could just attain the next-level

job, people would know that you are in charge, and follow you.

“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

The quickest and best way to develop management skills is to volunteer to manage a project, a team, an event, process, etc.

“I wouldn’t be in the position I am in if I hadn’t had the courage to step

into leading activities that were not in my area of expertise.”

- Meresa Morgan

A Management ChallengeVolunteer to manage a:•Work project•Task force or committee•Charity drive•Team event•Family event•Conference•Professional association.

Challenge: Complete the assignment by managing, not doing, the work.

What is an example of a time you volunteered to lead something that was beyond the responsibilities of your role? What did you learn?

What top tips do you have for anyone who wants to transition from “doing the work” to “managing the work”?

6 Steps for Managing Others, With or Without Direct Authority

Step 1: Describe the overall vision or objective

Can you share an example of how you have communicated a vision or objective to others, and gained their buy-in?

Step 1: Describe the overall vision or objective Step 2: Co-create clear expectations

What tips can you offer for working with others to set expectations for work to be performed?

Step 1: Describe the overall vision or objective Step 2: Co-create clear expectationsStep 3: Co-create accountability

How do you like to set up and manage accountability?

Step 1: Describe the overall vision or objective Step 2: Co-create clear expectationsStep 3: Co-create accountability Step 4: Challenge them to deliver with a high standard of excellence

What does this look like, in your firm?

Step 1: Describe the overall vision or objectiveStep 2: Co-create clear expectationsStep 3: Co-create accountability Step 4: Challenge them to deliver with a high standard of excellenceStep 5: Give frequent feedback

How do you give feedback when people are performing well?

How do you give feedback when they are not performing well?

Step 1: Describe the overall vision or objectiveStep 2: Co-create clear expectationsStep 3: Co-create accountability Step 4: Challenge them to deliver with a high standard of excellenceStep 5: Give frequent feedbackStep 6: Celebrate their success!

What do you do, to celebrate success?

What to do when things go off-track:

• Return to the list of six steps • Assess which one may be lacking, and

take action.

What additional things can a good manager do when things go off-track?

EXERCISE:

1) Identify a ‘Management Challenge’ to take on

2) Plan how you will use the 6 steps for managing others.

Meresa’s 4 Keys to Success1. Have the courage to put yourself out

there. It is ok to show some humility.2. Demonstrate respect for and embrace

others points of view3. Empower team members4. Give credit and recognition frequently for

successes

Become a WEN Member!

www.wenhouston.org

How many people joined your group today?

Please send your list with names and emails to:

cspray@strategiccatalystinc.com

This presentation will be available in 24 hours at:

www.womensleadershipcoaching.com/wenwebinar5.htm

Available for 30 days.

Give us your feedback!

You will receive a survey requesting your feedback on this webinar.

Discussion Questions

1. What are potential ‘Management Challenge’ assignments you could take on?

2. What are ways to begin an initiative so that the team are on the same page?

3. What are some effective ways to encourage and motivate others, in the course of day-to-day work?

4. What are effective ways to re-direct others when they are not performing to expectations?

guest speaker: meresa s. morgan, cpa audit shareholder and audit department chair briggs &...

wen chapters

board member wen

womens finance exchange

energy industries

cpa audit shareholder

major energy hub

energy industry valuechain

briggs veselkas audit

Documents

2014 audit results - finance &...

internal audit internal audit plan torbay council audit...

audit office size, audit quality, audit pricing

audit process, audit procedures, audit planning, auditing

statins pre-pci: a prospective, randomized trial of statins...

cbc statewide evaluation final 060104 · ben harris peter...

environmental impact assessment report€¦ · veselka...

nyu dining halls can only be accessed by members of the nyu...

beforetexas a&m whileat texas a&m resources/classes... ·...

document1 - soyuzivkaparking poltava chernivchi veselka...

income tax considerations - briggs & veselka...

implementasi risk based audit bagi bprs · 2019-12-07 ·...

audit planning guidance - audit scotland · guidance, and...

hospital audit guide (1982); industry audit guide; audit

lecture 6 audit management; audit plan, audit control and...

hospital audit guide (1972); industry audit guide; audit

european educational astronomical programme “venus transit...

seed for food systems - university of vermont · some seed...

valor/april 2020 · shelby moen jill motschenbacher...

2019 banking symposium - briggs & veselka co. · 4 spirit...