title slide with photo click to edit master subtitle style 1 1 sara n. king withit february 28, 2013...
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Sara N. KingWithItFebruary 28, 2013
Critical SuccessFactors for WomenLeaders
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Today’s Objectives
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Identify what needs developing
Commit to two things you can work on in the next six months
Identify how you add value: signature strengthsIdentify how you get in your own way
Overall Impact
Increased Self-Awareness
Increased Confidence
Larger Network
Increased Sense of Purpose and Direction
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A.Success Factors
B.Derailment
Factors
C.Leadership
Vision
D.Navigating
Politics
E.Relationship
s/Networks
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Context Matters
“The Female Economy” Harvard Business Review, Sept 2009
Women as decision makers
94% of home furnishings 92% of vacations 91% of homes60% of automobiles 51% of electronics
Women as decision makers
94% of home furnishings 92% of vacations 91% of homes60% of automobiles 51% of electronics
Working women are about to surpass the number of working men
Working women are about to surpass the number of working men
Women control about $20 trillion in annual consumer spending
Women control about $20 trillion in annual consumer spending
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Companies with higher numbers of female senior executives are
correlated with better organizational and financial performance.
The McKinsey Quarterly, September 2008
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Pepperdine Study: “By every measure of profitability-equity, revenue, and assets—companies with the best records for promoting women outperform the competition.”
Pepperdine Study: “By every measure of profitability-equity, revenue, and assets—companies with the best records for promoting women outperform the competition.”
Catalyst: “Companies with the highest representation of women in senior management positions performed best. They had a higher return on equity and higher total return to shareholders.”
Catalyst: “Companies with the highest representation of women in senior management positions performed best. They had a higher return on equity and higher total return to shareholders.”
UC at Davis: “Companies with women in top leadership positions have stronger relationships with customers and shareholders and a more diverse and profitable business.” - Shipman and Kay, Womenomics, 2009
UC at Davis: “Companies with women in top leadership positions have stronger relationships with customers and shareholders and a more diverse and profitable business.” - Shipman and Kay, Womenomics, 2009
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“The company that finds the right formula to get the most
out of the talent base.
That’s the company that’s going to win.
That’s the company that will be distinct.
And nowhere is that more true than with women.
Samuel DiPiazzaGlobal CEO, PwC ” 10
Women play a critical role at Comcast and in our industry.
They are creating new technologies, spear-heading product development,
communicating with investors, customers and the communities we serve.
I am very proud of the impact and contribution that women make to our company.
“
” Brian L. Roberts Chairman and CEO
Comcast Corporation
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”
I am very proud of the difference that our
entire diverse workforce has made here at Cisco.
For example, we have several very influential female leaders
who continue to raise the bar and set a new standard not just
for Cisco, but across the entire technology sector. They not only
drive unprecedented teamwork and collaboration across every
level of our organization, but they are remarkable at getting
results.
Many are mothers, mentors and activists
and they inspire all of us to make an impact
in our workplace and our communities.
I am very proud of the difference that our
entire diverse workforce has made here at Cisco.
For example, we have several very influential female leaders
who continue to raise the bar and set a new standard not just
for Cisco, but across the entire technology sector. They not only
drive unprecedented teamwork and collaboration across every
level of our organization, but they are remarkable at getting
results.
Many are mothers, mentors and activists
and they inspire all of us to make an impact
in our workplace and our communities.
John ChambersChairman and CEO
Cisco
“
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Question?
In Your Industry/Organization:
• What positive change have you seen
for women in the past five years?
• What hasn’t changed as much as you would like?
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Defining Success and Derailment
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Success Factor•Your Strengths•Your Value•Your Brand
Derailment FactorA Weakness that Limits Your Opportunities
Successful Executives–Men and Women
CCL Research-Breaking the Glass Ceiling
Adaptable; learned from experienceAdaptable; learned from experience
Executive
Presence
Established strongrelationships
Established strongrelationships
Met business objectivesMet business objectives
AmbitiousAmbitiousCould build andlead teams
Could build andlead teams
IntelligentIntelligent
Took risks Took risks
Solved problemsSolved problems
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Derailed Executives–Men and Women
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Unable to develop
or adapt
Unable to establish good
working relationships
Unabl
e to
bui
ld
and
lead
a te
am
Unable
to m
eet
busines
s obje
ctiv
es
Too
narr
ow a
func
tiona
l orie
ntat
ion
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ResultsMatter
Successful Women vs. Successful Men
Successful women werecited more frequently as:
Having had help from above
Being easy to be with
Being able to adapt
Taking career risks
Being tough, decisive, demanding
Having the desire to succeed
Having an impressive image
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Derailed Women compared to Derailed Men
Derailed women were more often said to:
Have a poor image
Have too narrow of an experience base
Be too ambitious/want too much
And they are less often said to:
Have poor relationships
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Implications: The Narrow Band
Be toughand demanding
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and easy to be with
Implications: The Narrow Band
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Have thedesire tosucceed
but don’tbe too
ambitious
Implications: The Narrow Band
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Be selfreliant
and lean onthose above
Implications: The Narrow Band
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Take risks
but don’t fail
Summary (Research + Experience)
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Strengths:
• Achieves Results
• Adaptable
• Collaborative
• Ambitious
• Resourceful
• Team Builder
• Has Values and Integrity
• Seeks Mentors
Weaknesses:
• Confident
• Resilient
• Visionary
• Strategic Thinker
• Manages Career Effectively
• Navigates Politics
• Negotiates
• Strong Networks
Other Commentary
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Not Enough Recognition/Sponsorship
Higher Expectations
Too Much Adaptabilit
y
Lack of Right
Experiences
Overall Impact
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Mini-Summary
Know your strengths and capitalize on them
Verify these strengths with others
Be willing to promote your strengths Address the derailment factor right away
Ask for development opportunities
Allow your strengths to increase confidence
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“Your leadershipvision is anexpression of whatyou want to create,do, or accomplishwhen you are in aleadership role.”
King, Altman, LeeDiscovering the Leader in You, 2011
The Importanceof Having Vision
of 146 chief executives believe that
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75% 75%
is the most important factorfor executive success
developing and communicatinga strong and compelling visiondeveloping and communicatinga strong and compelling vision
Corey Criswell, CCL Research, 2008
Outcomes
Leaders who are better ableto communicate a strong visionhave employees who are
more satisfied with their organization.
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Corey Criswell, CCL Research, 2008
Outcomes
Leaders who are better ableto communicate a strong visionare perceived by their employeesas being
more effectiveleaders.
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Corey Criswell, CCL Research, 2008
“Women and the Vision Thing”Ibarra and Obodaru
Harvard Business Review, January 2009
Examination of thousandsof 360-degree assessmentscomparing men and women found that women outshonemen in the majority of leadership dimensions.
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The One Competency
Envisioning: Articulating a compelling vision, mission and strategy
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“Women and the Vision Thing”Ibarra and Obodaru
Harvard Business Review, January 2009
Your Leadership Vision Activity
What is your leadership vision?
What are you trying to accomplish that is important and meaningful to you?
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Your Leadership Vision Activity
What is your leadership vision?
Examples:• #1 in the market for…
• The place to come for…
• Providing excellent customer service
• Capturing a new market
• Developing leadership potential in others
• Decreasing organizational inefficiencies
• Best sales team in the east
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Drafting Your Leadership Vision
In your work: • What motivates you?
• What is meaningful to you?
• What do you value the most?
• How do you spend your time?
• Where do you see the biggest need?
• What comes easy to you?
• What are you trying to accomplish?
• What future picture does it create?
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Mini-Summary
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Utilize your vision to provide focus and prioritization
Utilize your vision to help measure your impact
Utilize your vision to help engage and excite others
Communicate your vision in different ways with different groups to build alignment and commitment.
Revisit your vision often to incorporate any new information
Navigating the Political Environment
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What sets apart a leader who is politically skilled from one who isn’t?
If you have political skill, you appear not to have it. Truly skillful execution of the behaviorsassociated with politics is usually perceived as genuine, authentic, straightforward and effective.
Leaders who are not politically skilled come off as manipulative or self-serving.
Gerald Ferris Florida State University
Political Skill At Work, 2005
”
“
Politically Skilled Leaders
Use these six behaviors:
① Interpersonal Influence(strong relationships)
② Networking(reciprocal relationships)
③ Managing Up (make the boss relationship
a priority)
④ Sincerity(authenticity andgenuineness)
⑤ Social Astuteness(perceptive observers)
⑥ Think before Speaking (impulse control)
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Ferris and CCL Research
Mini-Summary
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Reconsider your mindset about politics
Outline how you might use these six behaviors more effectively
Observe individuals who excel at these behaviors
Discuss with someone who holds a lot of political clout
Assessing and StrengtheningYour Network
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Benefits of a Strong Network of Relationships
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• Access to resources
• Exchange of information, expertise, advice
• Feedback on abilities and performance
• Access to career opportunities
• Learn how things get done and how decisions are made
• Can discover diverse mentors and advocates
• ______________________________________
• _______________________________________
Gender Differences and Networks
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Time Investment
Purpose
Formal/Informal Structures
Giving/Taking (Reciprocity)
Assess Your Network of Professional Relationships
Hill L. (1994) Exercising Influence. Harvard Business School 9-494-080
You
Outside Your Organization
Inside Your Organization
Seniors
Mentees
Superiors/Seniors
Peers
ProfessionalPeers
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Direct Reports
??Analyzing Your Network
How strong are your relationshipsoutside your formal work group?
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How diverse isyour network (men, women,ethnicity, generations,styles, functions)?
What are the weakest areas of your network?
How strong are your relationships to those senior to you?
Do you have mentors, sponsors, coaches, advisors, and mentees?
Do you have strongrelationships outsideyour organization atall levels?
Mini-Summary
Strengthening your network will have multidimensional benefit
Make sure you have sponsors, mentors, advisors
Learn more about organizational network analysis
Work to build a diverse network
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Overall Summary
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Capitalize on your strengths
Be proactive - Act with vision and purpose
- Prioritize relationships over to do lists
- Observe, observe, observe
- Have a plan and point of view
- Be less tactical and more strategic
- Ask and promote
Utilize sponsors, advisors, and coaches
Overall Impact
Increased Self-Awareness
Increased Confidence
Larger Network
Increased Sense of Purpose and Direction
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My Favorite Quote
“To have a firm persuasion in our work---
to feel that what we do is right for ourselves
and right for the world at exactly the same time---
is one of the great triumphs of human existence.”
David WhyteCrossing the
Unknown Sea2001
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