Look Out Before You Lean In. Bonnie Marcus, M.Ed, CEC

Transcription

1 Look Out Before You Lean In Bonnie Marcus, M.Ed, CEC

2 Look out before you lean in. Anne Weisberg

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4 Only when you succeed in making yourself an active part of the network of relationships behind the formal organizational chart do you have any realistic chance of initiating relatively big changes. Fischer 2007

5 Political Blindspot: not consciously seeing the extent to which informal influences shape the decision making process Joe DeLuca Ph.D, Political Savvy

6 3 Critical Leadership Skills Political Savvy Self Promotion Strategic Networking

7 Starting point: Embrace the politics. Understand its importance.

8 Defining Politics The art and science of informal, unofficial, and sometimes behind the scenes efforts to sell ideas, influence an organization, increase power or achieve other targeted objectives. Brandon and Seldman, 2004

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10 The Importance of Political Skill Political skill is an interpersonal style that combines social astuteness and the ability to execute appropriate behaviors in an engaging manner that inspires confidence, trust and geniuneness. Can you learn this? YES. Political Savvy is a skill not a trait! Source: Perrewe and Nelson, Gender and Career Success: The Facilitative Role of Political Skill

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12 Self Promotion The tool for access to informal networks and information

13 The Importance of Self-Promotion Self promotion is a skill that can and must be learned. Self promotion is critical for exposure and recognition for you and your team. It is a much needed leadership skill that is easy to learn and attain. I Wish I d Known That Earlier in My Career: The Power of Positive Workplace Politics, Jane Horan

14 Promotion is a Political Skill Adjust one s behavior to the environment and situation. Know yourself and how you are perceived. Know your audience: what interests them, what motivates them. Communicate your value: who, when, where, how. (Let others know what you can do for them.)

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16 Ask questions Active listening Observe

17 Making the Connection for Trust and Influence A growing body of research suggests that the way to influence-and to lead-is to begin with warmth. Warmth is the conduit of influence. It facilitates trust and the communication and absorption of ideas. Harvard Business Review, July 2013, Connect then Lead

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19 Strategic Networking

20 Being connected to power and influence networks is one of the most important steps you can take to build political awareness and your career. I wish I d Known That Earlier in My Career: The Power of Positive Workplace Politics, Jane Horan

21 Workplace Networks Operational Helps you get your job done daily Strategic Sources of Information Connectors Developmental Who you know and who you need to know. Mentors/sponsors Key Stakeholders

22 To their detriment, women perceive cultivating relationships and mobilizing them on their behalf as, at best, an occasional necessity rather than the key exercise of leadership. They fail to see that the practice of seeking out powerful people, cultivating favor and cashing in those chips is itself a demonstration of leadership potential. Source: Center for Work-Life Policy

23 Open vs. Closed networks Workplace Hypothetical Network A Workplace Hypothetical Network B Highly open networks tie to a diverse set of individuals who don t know one another. This type of network is often associated with faster promotions and higher bonuses. Highly closed networks are made up of people you know who also know each other. Women and people of color more often have this structure. Source: Damon Phillips, Diversity, Professional Careers, and Workplace Social Networks (presentation at UBS, 2012)

24 The Power of Open Networks Those with open or efficient networks are more likely to receive promotions and strong performance evaluations The Impact of Open Networks in a Large Electronics Company Efficient Network (C=20) Dense Network (C=90) Copyright: Damon J. Phillips (2010) Men are more likely to have open, efficient networks and at least twice as likely as women to say that they look for relationships at work that can help them: - Get on the right assignments - Get ahead Probability of Promotion Rate Probability of "Outstanding" Evaluation Source: Damon Phillips, Diversity, Professional Careers, and Workplace Social Networks (presentation at UBS, 2012); Sylvia Ann Hewlett, et al, The Sponsor Effect (Center for Talent Innovation, 2010)

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26 Sponsorship Seek out someone with real power to change your career. Would-be sponsors in large organizations are ideally two levels above you with line of sight to your role; in smaller firms, they re either the founder or president or are part of his or her inner circle. Source: Sylvia Ann Hewitt, et al, The Right Way to Find a Career Sponsor (Harvard Business Review, 2013)

27 Definition of Sponsorship Sponsors are senior leaders with influence who use their relationship capital to advance the careers of those they sponsor by doing some or all of the following: Expand your aspiration of what you can do and the impact you can have Recommend you for promising opportunities or challenging assignments Connect you to other leaders to enhance your visibility Provide cover for you to take risks Give you honest feedback and career advice

28 Impact of Sponsors Sponsorship creates career traction and men are almost twice as likely as women to have a sponsor. Sponsors are invested in your career success. They help you get stretch assignments and put your name forward for leadership roles. Satisfied with Rate of Advancement/ Forward Momentum 70% 68% 57% 57% Only 48% of women executives credit personal connections for their most recent promotion, as opposed to 83% of men. Men without Sponsors Men with Sponsors Women without Sponsors Women with Sponsors Source: Sylvia Ann Hewitt, et al, The Sponsor Effect (Harvard Business Review, 2010)

29 Look Out Before You Lean In! Political Savvy: Understand the importance of workplace politics. Self Promotion: Create Visibility and Credibility Across the Organization. Strategic Networking: Build Allies and Champions with Key Stakeholders.

30 Contact Info Bonnie Marcus, M.Ed, CEC Website: bonnie.marcus bonniemarcus