Leadership- It begins with Leadership- It begins with YouYou

Building Corporate Savvy, Leadership Presence, Building Corporate Savvy, Leadership Presence, Establishing Work/Live Balance, Incorporating Establishing Work/Live Balance, Incorporating Creative Conflict Management, and Building Creative Conflict Management, and Building

Leadership LegacyLeadership Legacy

Corporate SavvyCorporate Savvy

Do you have it?Do you have it?

Corporate Savvy: What is the Corporate Savvy: What is the Objective of Your Corporate Objective of Your Corporate “Game”?“Game”? Do you know the objectives of your Do you know the objectives of your

team/group?team/group? Do you know how the “score” is Do you know how the “score” is

kept?kept? How do you know you’ve “won”?How do you know you’ve “won”?

Rules to RememberRules to Remember

Be a crucial AssociateBe a crucial Associate Develop Crucial AssociatesDevelop Crucial Associates Be conscious of the “Cues”Be conscious of the “Cues” Look like a leaderLook like a leader It’s not what you know: It’s who knows you It’s not what you know: It’s who knows you

know.know. MAKE DECISIONSMAKE DECISIONS Be flexible and adaptableBe flexible and adaptable Understand your Corporation’s ValuesUnderstand your Corporation’s Values

Workplace Types Workplace Types

Those who make things happenThose who make things happen Those who watch things happenThose who watch things happen Those who wonder what happenedThose who wonder what happened

Corporate Savvy: Corporate Savvy: Recommended ReadingRecommended Reading Changing the Corporate LandscapeChanging the Corporate Landscape. Jean . Jean

M. OtteM. Otte Peak PerformersPeak Performers. Charles Garfield. Charles Garfield Working with Emotional IntelligenceWorking with Emotional Intelligence. .

Daniel GolemanDaniel Goleman What Got You Here, Won’t Get You ThereWhat Got You Here, Won’t Get You There. .

Marshall GoldsmithMarshall Goldsmith Survival of the Savvy: High-Integrity Survival of the Savvy: High-Integrity

Political Tactics for Career and Company Political Tactics for Career and Company SuccessSuccess. Rick Brandon and Marty Seldman . Rick Brandon and Marty Seldman

Leadership PresenceLeadership Presence

Power-Up Your “It” FactorPower-Up Your “It” Factor

When You Can When You Can ConquerConquer Yourself, Yourself, You Can You Can ConquerConquer the World the World

Leadership Presence: Leadership Presence: What Is The “It” Factor?What Is The “It” Factor? CharacterCharacter PresencePresence AssertivenessAssertiveness CourageCourage What’s your definition? Who has “It”?What’s your definition? Who has “It”? What’s at StakeWhat’s at Stake

– CredibilityCredibility– EffectivenessEffectiveness– SuccessSuccess

When You When You CanCan ConquerConquer Yourself, You Yourself, You CanCan ConquerConquer the World.the World.

What Is Your Leadership What Is Your Leadership Presence?Presence? What helps and hinders you? What helps and hinders you? What is your ideal leadership What is your ideal leadership

presence?presence? What are your self-conscious What are your self-conscious

(automatic) responses?(automatic) responses? What is your leadership presence area What is your leadership presence area

of strength?of strength? What is your leadership presence area What is your leadership presence area

of development?of development?

Role of the LeaderRole of the Leader

Leaders focus on relationships, Leaders focus on relationships, communication, “How” things get done – communication, “How” things get done – Rapport building relationships.Rapport building relationships.

Tasks focus on Results, Bottom Line, Tasks focus on Results, Bottom Line, “What” needs to be done – Capability and “What” needs to be done – Capability and Confidence.Confidence.

Ultimately, leaders must balance between Ultimately, leaders must balance between “Task” and “People” focus requiring a “Task” and “People” focus requiring a combination of capability and relationship combination of capability and relationship building.building.

Leadership Presence: Leadership Presence: Recommended ReadingRecommended Reading Leadership Presence: Dramatic Techniques To Leadership Presence: Dramatic Techniques To

Reach Out, Motivate, and InspireReach Out, Motivate, and Inspire. Linda . Linda Halpern Belle, and Kathy LubarHalpern Belle, and Kathy Lubar

Play Like a Man, Win Like a WomanPlay Like a Man, Win Like a Woman. Gail . Gail EvansEvans

The Four Powers of Leadership: Presence, The Four Powers of Leadership: Presence, Intention, Wisdom, CompassionIntention, Wisdom, Compassion. Davide Kyle. Davide Kyle

Nice Girls Don’t Get The Corner OfficeNice Girls Don’t Get The Corner Office. Lois . Lois Frankel, Ph.D. Frankel, Ph.D.

Work Life BalanceWork Life Balance

It’s something you do, not It’s something you do, not something you havesomething you have

Work Life Balance- Work Life Balance- What’s Your Problem?What’s Your Problem?

Are you a perfectionist?Are you a perfectionist? Are you driven by distractions?Are you driven by distractions? Do you procrastinate?Do you procrastinate? Are you a yes-person?Are you a yes-person?

Achieving Balance Achieving Balance

BarriersBarriers– Desire for spontaneityDesire for spontaneity– Negative Mental Programming and Self Negative Mental Programming and Self

LimitationLimitation Know what is importantKnow what is important Eliminate Time WastersEliminate Time Wasters Ask yourself – How do I……?Ask yourself – How do I……?

Work Life Balance: Work Life Balance: Recommended ReadingRecommended Reading Coming Up for AirComing Up for Air. Beth Sawi. Beth Sawi Don’t Sweat the Small Stuff at WorkDon’t Sweat the Small Stuff at Work. .

Richard CarlsonRichard Carlson One Minute for YourselfOne Minute for Yourself. Spenser Johnson. Spenser Johnson Life Is Not Work, Work Is Not Life: Simple Life Is Not Work, Work Is Not Life: Simple

Balance in a 24/7 World.Balance in a 24/7 World. Robert K. Robert K. Johnston and J. Walker Smith Johnston and J. Walker Smith

Help, I’m Drowning in EmailHelp, I’m Drowning in Email, Elizabeth , Elizabeth Weinstein, Wall Street JournalWeinstein, Wall Street Journal

Creative Conflict Creative Conflict ManagementManagement

Creative Conflict Management: Creative Conflict Management: What Causes Conflict?What Causes Conflict?

Types of Issues Types of Issues Task – Policies, procedures, resources, roles, Task – Policies, procedures, resources, roles,

responsibilitiesresponsibilities People – Communication, intentions, People – Communication, intentions,

emotions – fear or anger, relationship, emotions – fear or anger, relationship, history, patternshistory, patterns

CausesCauses Roles, Outcome, MethodsRoles, Outcome, Methods Values, Approaches, FearValues, Approaches, Fear

Factors which Affect CausesFactors which Affect Causes

What’s That About?What’s That About?

Where’s that emotion coming from?Where’s that emotion coming from? Ask yourself where the emotion is coming Ask yourself where the emotion is coming

from.from. Ask others when you sense emotions to Ask others when you sense emotions to

understand their interest or position.understand their interest or position.

Position vs InterestPosition vs Interest Position = What you wantPosition = What you want Interest = Why you want itInterest = Why you want it

Manage ThyselfManage Thyself

Pay attention to your intentionsPay attention to your intentions Use self-awareness as a resourceUse self-awareness as a resource Balance advocacy with inquiryBalance advocacy with inquiry Build shared meaningBuild shared meaning Explore impassesExplore impasses Use HumorUse Humor

Conflict Management: Conflict Management: Recommended ReadingRecommended Reading Women Don’t Ask: The High Cost of Avoiding Women Don’t Ask: The High Cost of Avoiding

Negotiation—and Positive Strategies for ChangeNegotiation—and Positive Strategies for Change. . Linda Babcock and Sara Laschever Linda Babcock and Sara Laschever

The Power of a Positive No: How to Say No and The Power of a Positive No: How to Say No and Still Get to YesStill Get to Yes. William Ury . William Ury

Little Green Book to Getting Your Way: How to Little Green Book to Getting Your Way: How to Speak, Write, Present, Persuade Influence, and Speak, Write, Present, Persuade Influence, and Sell You Point of View to Others.Sell You Point of View to Others. Jeffrey Gitomer Jeffrey Gitomer

The Eight Essential Steps to Conflict ResolutionThe Eight Essential Steps to Conflict Resolution. . Dudley Weeks Dudley Weeks

Conflict Management: A Practical Guide to Conflict Management: A Practical Guide to Developing Negotiation StrategiesDeveloping Negotiation Strategies. Barbara A. . Barbara A. Budjac CorvetteBudjac Corvette

Thomas-Kilman Conflict Mode InstrumentThomas-Kilman Conflict Mode Instrument

Your Leadership Your Leadership LegacyLegacy

Leadership Legacy: Leadership Legacy: What Will They Remember?What Will They Remember? Close your eyes and think about your lifeClose your eyes and think about your life

– Personal & ProfessionalPersonal & Professional How do you think people view you?How do you think people view you? How would you define your legacy?How would you define your legacy?

– Current versus Ideal SituationCurrent versus Ideal Situation Do you lead in the following ways?Do you lead in the following ways?

– Positive ExamplesPositive Examples– Encourage OthersEncourage Others– Developmental ObjectivesDevelopmental Objectives– Think Out of the Box/Challenge the NormThink Out of the Box/Challenge the Norm– NetworkNetwork

Do you actively think about managing your Do you actively think about managing your legacy?legacy?– Don’t let it just happen to you!Don’t let it just happen to you!

Leadership Legacy Leadership Legacy Recommended ReadingRecommended Reading

Your Leadership Legacy: Why Looking Toward the Your Leadership Legacy: Why Looking Toward the Future Will Make You a Better Leader Today. Future Will Make You a Better Leader Today. Robert Galford Robert Galford

The Trusted Advisor. The Trusted Advisor. co-authored with Robert co-authored with Robert Galford, David Maister and Charles GreenGalford, David Maister and Charles Green

The Trusted Leader. The Trusted Leader. Robert Galford and Anne Robert Galford and Anne Siebold DrapeauSiebold Drapeau

Succession and FailureSuccession and Failure. Robert Galford and Frank . Robert Galford and Frank V. Cespedes, V. Cespedes, Harvard Business ReviewHarvard Business Review

Honesty is the Best Strategy. Honesty is the Best Strategy. Robert Galford, Robert Galford, Michael Beer, Russell A. Eisenstat, Anne Seibold Michael Beer, Russell A. Eisenstat, Anne Seibold Drapeau, and Ram Charan, Drapeau, and Ram Charan, Harvard Business Harvard Business ReviewReview

Team Contacts Team Contacts

Lynn MartinLynn Martin, SVP, Sr. Service Delivery Manager, SVP, Sr. Service Delivery ManagerBank of AmericaBank of AmericaEnterprise Information & AnalyticsEnterprise Information & AnalyticsOffice: 704.386.8949Office: 704.386.8949lynn.martin@bankofamerica.comlynn.martin@bankofamerica.com

Marti NortonMarti Norton, Business Manager, Business ManagerIntergraphIntergraphFinancial Reporting and AnalysisFinancial Reporting and AnalysisOffice: 256.730.1739Office: 256.730.1739marti.norton@intergraph.commarti.norton@intergraph.com

Samantha WilsonSamantha Wilson, Senior Partner, Senior PartnerWilson Lee & AssociatesWilson Lee & Associatesswilson9@cfl.rr.comswilson9@cfl.rr.com

Gwen Terrell, Gwen Terrell, Sr. Global Bid Manager, Proposal ExpertsSr. Global Bid Manager, Proposal ExpertsCisco SystemsCisco SystemsWorld Wide Sales Enablement World Wide Sales Enablement Office: 954.796.3239Office: 954.796.3239gterrell@cisco.comgterrell@cisco.com