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Lead From Where You Are Jo Miller

I have some unique koalafications

Our behavior teaches people how to treat us

Transitioning from Doing to Leading • Doing • Leading • Tactician • Strategist • Executing • Envisioning • Subject matter expert • Thought leader • Problem-solver • Agenda-setter • YOUR SUCCESS • TEAM’S SUCCESS

In this session • Transitioning from Tactician to Strategist • Qualities of a Leader • Leading From Where You Are

Transitioning from Tactician to Strategist

“You need to be more strategic. ”

Sharrell Sandvoss, VP Finance Director Global Production at Brown-Forman “There are many opportunities for people to be strategic, regardless of their position. ”

Ellie Pidot, VP, Enterprise Excellence & Business Transformation at Medtronic “Have a bias for action and getting things done. Come up with a plan, and think ahead in a way that is proactive. Have milestones — check them off and follow through. ” “Strategy is a fancy word for coming up with a long-term plan and putting it into action. ”

What Are The Components of a Good Strategy? 1. Focused on the long-term, forward-looking 2. Aspirational, but recognizes starting point/constraints 3. Grounded in facts, deep understanding of customers and environment — Ellie Pidot

IMPLEMENT ENVISION 3 STEPS FOR BEING STRATEGIC COMMUNICATE — Ellie Pidot 12

Dona Munsch, VP, Cloud Operations at Net. App “My ‘get ‘er done’ mentality—as the go-to person, and the only one who knew how to do certain things—got in my way of moving ahead. I couldn’t step out of my own role to take on new opportunities. ”

Your time portfolio: • Analyze your calendar • Take a look at the last month • Color code your activities: are they strategic or tactical? — Dona Munsch

Your Time Portfolio 1. Which activities will you let go of? 2. What will you do more of?

4 Questions Asked by Strategic Leaders

1) What’s Your Time Horizon? Shift your attention away from what’s in front of you, to focus on the longer-term. Ask “What is my time horizon and where am I influencing? Is it for today, tomorrow, a year from now, or five years from now? — Dona Munsch

2) What Are Your Customers’ Unmet Needs? Ask questions that provoke deeply reflective thinking. • “What are your customers’ unmet needs? n uestio q h c i Wh out the s d n a t s o you? t t s o m • How should your strategy address them? • How will their needs be different in the future than they are today? • What can you do to position yourself for the future? ” — Ellie Pidot

3) What’s The Scope of Your Influence? Expand your scope of influence beyond your immediate role and team. “Are you influencing a few team members who report to the same leader as you do? Or, are you influencing and working with a larger set, team to team, or with organizations that are outside of your day-to-day role? ” — Dona Munsch

4) What’s The Extent Of The Change You’re Driving? Consider the degree of change that you're looking to drive. Are you maintaining the status quo, or causing transformational change?

4 Question Asked by Strategic Leaders 1)What’s Your Time Horizon? 2)What Are Your Customers’ Unmet Needs? 3)What’s The Scope of Your Influence? 4)What’s The Extent Of The Change You’re Driving? : t down i e t i r W re you a t a h W most rned conce with?

Give Yourself Time to Think

Qualities of a Leader

There’s more than one type of leader. • What’s your signature style?

Leading From Where You Are

“Do not rely on positional power. Saying ‘do this because I said so’ is the weakest form of leadership. ” — Jody Mahoney, SVP Business Development and Industry Partners, Anita Borg Institute

I asked 16 leaders… “What skills do you most appreciate seeing in employees who step up and lead without authority? ”

Leading from where you are Put the team first Be inquisitive Be a practical visionary Take ownership Take risks

Be inquisitive Put the team first Be inquisitive Be a practical visionary Take ownership Take risks • Ask questions before setting a direction. • Show enthusiasm and a desire to learn. • Listen. Do your research. • Understand your stakeholders’ viewpoints and develop a wellrounded view of the issue.

Take ownership Put the team first Be inquisitive Be a practical visionary Take ownership Take risks • Be proactive. • Have a can-do spirit. • Help to solve the pain points that are not anyone’s mandate. • Be personally accountable for the outcome.

Take risks Put the team first Be inquisitive Be a practical visionary Take ownership Take risks • Leadership is a skill that’s best learned by doing. • You must take risks! • Volunteer for something that you or your organization have never done before. This means placing a bet on yourself. • Don't be afraid to fail and learn from those failures.

Be a practical visionary Put the team first Be inquisitive Be a practical visionary Take ownership Take risks • Develop a clear vision and be able to see the end result. • Clearly communicate your vision to others, and explain why it matters. • Create energy, excitement, and unity around the issue. • Understand where your priority fits with other priorities. • Be action oriented, keeping an eye on your vision as you drive it to resolution.

Put the team first Be inquisitive Be a practical visionary Take ownership Take risks • Build trust and engagement. • Give credit to others. Call out people who do great work. • Develop the ability to work with different personalities. • Enlist support from decisionmakers and advocates.

Leading from where you are Put the team first Be inquisitive Be a practical visionary Take ownership Take risks

Self-assessment Put the team first Be inquisitive Be a practical visionary Take ownership Take risks

See The World Through Their Eyes… I’m passionate about… I’m on the hook to… My workstyle is… I tend to say “Yes” to… You could really wow me by… My stresses & pressures include… Name:

In this session • Transitioning from Tactician to Strategist • Qualities of a Leader • Leading From Where You Are

What’s Your Lasting Leadership Legacy? L 3