Deb Frodl GE Capital Fleet Services & ecomagination August 17, 2012

Transcription

1 Leadership Journey Deb Frodl GE Capital Fleet Services & ecomagination August 17, 2012

2 Business Overview GE Capital Fleet Services is a global leader in commercial vehicle financing & management services A global leader 50+ years of experience Global headquarters Eden Prairie, MN Over 1.4MM vehicles under management 65K global customers small business to Fortune 100 a business strategy driving innovation & profitable growth for environmental solutions 2015 Goals Double R&D to $10B Expand our focus beyond clean energy Grow 2x of GE s growth Reduce GE s energy intensity by 50% Reduce water consumption by 25% Inspire a competitive energy future 25K Alternative Fuel Vehicles

3 Developing into a leader

4 Today Personal Brand: Marketing Your Greatest Asset 1. Start With Your True Personality 2. Find Out What s Stopping You 3. Surround Yourself With Cheerleaders 4. Identify your Target Audience 5. Make your Brand your Mission 6. Establish a Consistent Image 7. Put your Plan into Action 8. Don t Expect Perfection It all matters...everything you do or choose not to do communicates brand value and character. Tom Peters

5 Continuous journey of discovery Minnesota State University BS & University of St. Thomas MBA Technical Skilled Expert Strategist 1981 Retail Sales GE Capital Fleet Svc Marketing GE Capital Dealer Finance President & CEO GE Capital Fleet Svc Chief Commercial Officer 1965 Owatonna MN Offerman & Co. Bond Trader GE Capital Public Finance Sales to President & CEO GE Capital Commercial Equipment Finance Chief Marketing Officer 2010-Today GE Capital Fleet Svc & ecomagination Chief Strategy Officer & Global Alternative Fuel Leader Time and Maturity Executive Champion GE Women s Network American Automotive Leasing Assoc.-BOD Electric Drive Transportation Assoc.-VC, BOD Common Bond-BOD

6 Don t stray from your true self Owatonna, Minnesota 1965 It takes courage and discipline to stay true to what you fundamentally believe You re most effective when you stick to your natural style

7 Take chances on the unknown Minneapolis, MN 1989 Have confidence when course seems unclear Simplifying the equation makes it easier to solve

8 Personal Power vs. Positional Power Minneapolis, MN 1994 Ask questions early especially the basic ones Expertise is a must-have for credibility Patience is a virtue Have a passion for life-long learning

9 Balance is your responsibility Minneapolis, MN You re the leader for your life Clearly define what works for you Stretch yourself but keep the balance

10 Get comfortable with the Ask Minneapolis, MN 2002 Stop complaining Always a bridesmaid Make sure your audience hears your message Don t always be the pleaser

11 Know your image Danbury, CT 2004 People are always watching you Find out what your headline is! Embrace the annual review process Keep your network pipeline well fed

12 Who s in your wallet? Danbury, CT Who wants to work with you says a lot about you Attracting and keeping good talent is a key attribute to success

13 It s about the Company You always represent the Company It s about GE s overall success It s has to be more than just a place where you work

14 At the end of the day, it s understanding Internal Perception + External View Go and write your stories. Are they true to who you are? Add some science to how you cultivate your network. Who are you going to call? Don t deviate too far from your key message whether it s going up, down, in, or out Be consistent, crisp visualization can be powerful It s about where you come from and where you want to go

15 GE Women s Network Launched in 1996 Forum for women s development and advancement Attract, retain, develop and promote female talent Leadership engages women at all levels of the organization Supported by Corporate Executive Council members Run like a business with defined operating cycles Focused areas provide right content, role models and networking Commercial Women, Connections and Women in Technology Internal programs develop existing and next generation Annual conference Leadership practices training External programs invest in our customers and future female leaders Scholarship programs Events

16 Sponsorship

17 Research Catalyst Study Catalyst conducted one-hour interviews with 93 executives and high performers at six top global organizations to better understand sponsorship, its associated benefits, and how organizations can build more transparency around sponsorship. Harvard Business Review: The Sponsor Effect Breaking Through the Last Glass Ceiling was a report sponsored by the Center for Work-Life Policy and sponsored by American Express, Deloitte, Intel and Morgon Stanley Harvard Business School Publishing. 17 Commercial Women 8/23/12

18 Mentor vs. Sponsor Mentor Supports you taking risks Offers advice on your next promotion Provides behind the scenes coaching tends to be private Can help you do a better job in in your role Sponsor Takes calculated risks on your behalf Advocates for your promotion and makes the case in your absence Inherently public in nature Enlarge your perception of what you can do 18 Commercial Women 8/23/12

19 Setting the stage for the studies In the 70 s, women started entering workforce in droves Making it to the top was simply a matter of time Advancement gap remains decades later Pattern prevails in every field, industry and around the globe Yet there are women who advance to highest levels Sponsorship matters at those levels The Sponsor Effect, Harvard Business 19 Commercial Women 8/23/12

20 The Sponsor Effect, Harvard Business Review Research points to gender differences Sponsorship can mean up to 30% more stretch assignments, promotions and pay raises. HOWEVER 77% of women still insist that hard work and long hours, not connections, account for their advancement.

21 Origins of the myth Study after study shows that girls outperform boys at school Better grades, better standardized test scores Disproportionately represented in top-tier graduate programs Understandably, young women imagine that work ethic that won top honors will garner results Bottom line A tendency to view hard work and not relationships as a way to advance 21 Commercial Women 8/23/12

22 Just one example of sponsor effect Women are half as likely as their male peers to have a sponsor. Consequently, they miss out on the measurable impact of the sponsor effect. Without a sponsor behind them, 43% of men and 36% of women will ask their manager for a stretch assignment; with sponsor support, the numbers rise, respectively, to 56% and 44%. The Sponsor Effect, Harvard Business 22 Commercial Women 8/23/12

23 A high bar for female sponsors Unlike men, women look for a sponsor with a long checklist Search for a professional woman who has it all Women (and men) prefer male sponsors Men and women agree that sponsorship should be earned Women Men The Sponsor Effect, Harvard Business 23 Commercial Women 8/23/12

24 Critical elements of sponsorship Present on both sides to be successful Candid feedback is necessary for progress Finding, growing and developing to make things happen A vehicle for trust and candor 24 Commercial Women 8/23/12

25 Dynamics of sponsorship Protégé Sponsor Organization Coaching for complex roles and assignments Satisfaction in paying it forward Increased job satisfaction Guidance on when, how to make contributions Reputation capital Perspective on internal climate Commitment to organization Building better leaders and teams Identify opportunities to further career goals Clarity on what you want Valuable personal feedback 25 Commercial Women 8/23/12

26 Companies need best talent to rise The need for advocacy never goes away in fact, it intensifies at the highest levels A growing number of companies are focusing on sponsorship: 1. Make sponsorship robust (American Express, Cisco) 2. Make sponsorship safe (PepsiCo, Ernest & Young) 3. Pay attention to the pipeline (Morgan Stanley, Bristol- Myers Squibb) 4. Lead from the top (Deutsche Bank, Unilever) 26 Commercial Women 8/23/12

27 Making it real a little tricky Sponsorship can t be forced but it can be fostered by setting up the playing field Sponsorship must be earned not a laboratory setting Link with talent management sponsorship is meritbased Make it natural the good, the bad and the ugly Awareness that gender differences exist and shape behavior 27 Commercial Women 8/23/12

28 Thank You!