360 degree leader workshop 4 ppt
TRANSCRIPT
© 2006 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1
Principles 360-Degree Leaders Practice to Lead Across
K.C. Wu, Vice President, Business Intelligence and Data Services (BIDS)
Kathleen Makranyi, Chief of Staff & Dir. of Communications - CVCM
Cisco Asian Affinity Network
Career Development Workshop # 4
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Agenda
Quick recap of Workshops # 1 – 3
Leading Across Workshop
Q&A
CAAN Mentoring Program
Announcements
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Quick Recap
Workshop #1 – Myths:
A position doesn’t make a leader, but a leader can make the position.
Workshop #2 – Challenges:
The role of leaders in the middle of the organization is to add value to the organization
and to the leader.
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 4
Quick Recap
Workshop #3 – Leading Up:
If you want to lead up, you must always lead yourself first. If you can’t, you will
have trouble building credibility and exerting
influence. You must also take responsibility for
connecting up.
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Understand, Practice, Complete the Leadership Loop
Principle #1
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The Leading Across Challenge
Leading your peers is no simple task. It’s easy for an effective leader to lead followers, but leading across can be difficult—especially for highly productive people who must be aware of perceptions of them among their peers.
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The Leadership Loop
1. Caring – Take an interest in people.
2. Learning – Get to know people
3. Appreciating – Respect people
4. Contributing – Add value to people
5. Verbalizing – Affirm people
6. Leading – Influence people
7. Succeeding – Win with People
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Key Learning
Leading across is not a one time event. Its an ongoing process
that takes time.
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Put Completing Fellow Leaders Ahead of Competing With Them
Principle #2
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Quick Poll
Are you more likely to find yourself competing with or completing your coworkers?
a. Compete with
b. Complete
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All about mindset
COMPETING COMPLETING
Scarcity Abundance
Me First Organization First
Destroys Trust Develops Trust
Thinks Win-Lose Thinks win-win
Single Thinking (my good idea)
Shared thinking (our great ideas)
Excluding Others Including Others
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Asian Balancing Cultures Model
Career Enhancing Asian Value Career Limiting
Works with team members
Harmony Avoids conflict
Respectful to boss Authority Reluctant to disagree
Sensitive to feelings of others
Concept of Shame Fearful of high risks
Does not boast Humility Does not get credit
Comfortable with rules
Tradition Not adaptable to change
Regards work team as family
Family Does not attend after hour work activities
Stoic, solid performer Emotional Restraint Not spontaneous
Studious, resourceful Learning Danger of narrow focus
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Balancing Competing vs. Completing
A desire to compete is a leadership quality when controlled and directed positively
Healthy competition brings out your best, promotes honest assessment, creates camaraderie
Always compete for the team, org, company win.
Make sure competition raises the bar, morale, and performance.
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Key Learning
Winning at all costs will cost you when it
comes to trying to lead with your peers.
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Be A Friend
Principle # 3
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Friendship is the….
Foundation of Influence
Framework for Success
Shelter Against Sudden Storms
“The glory of friendship is not the outstretched hand, nor the kindly smile, nor the joy of companionship; it is in the spiritual inspiration that comes when one discovers that someone else believes in them and is willing to trust them.”
Ralph Waldo Emerson
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Tips: Friendship at work
1. Make it your goal to be a friend, not to find a friend.
2. Listen. It’s the best way to understand people.
3. Find common ground not related to work.
4. Be available beyond business hours
5. Have a sense of humor
6. Tell the truth.
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Key Learning
When you have friends you will know there is somebody who will stand by you.
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Avoid Office Politics
Principle # 4
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Quick Poll
How do you feel or react when you are around or hear office politics?
a. I want to hear more
b. Uncomfortable, career limiting
c. Its ok. Just a normal part of work
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Two Ways To Get Ahead In Organizations
People Who Rely on Production People Who Rely on Politics
Depend on how they grow Depend on who they know
Focus on what they do Focus on what they say
Become better than they appear Appear better than they are
Provide substance Take shortcuts
Do what's necessary Do what's popular
Work to control their own destiny Let others control their destiny
Grow into the next level Hope to be given the next level
Base decisions on principles Base decisions on opinions
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Tips: Maintaining creditability with peers
Avoid gossip
Stay away from petty arguments
Stand up for what’s right, not just for what’s popular
Look at all sides of the issue
Don’t protect your turf
Say what you mean, mean what you say
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Key Learning
Playing office politics at work is a surefire way to alienate your peers. In the long run, integrity, consistency, and productivity always pay off in leadership.
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Expand your Circle of Acquaintances
Principle # 5
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Quick Poll
I use tools like Web 2.0 tools Facebook, LinkedIn, Twitter for social & professional networking.
a. YES
b. NO
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How to expand your circle
Start with your inner circle and who they know
Move beyond your area of expertise
Expand beyond your strengths
See past your personal prejudices
Change your daily work routine
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Cisco Tips
Join an Employee Resource Group
Utilize face to face technologies as much as possible
Put your area of expertise in Cisco Directory so people can find you
Utilize CEC when looking for information
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Key Learning
Collaboration is based on Relationships
The reality is that some leaders do little to connect with their peers across organizations.
As a 360-Degree Leader, you must take it upon yourself to connect with the person(s) that you want to influence.
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Let the best idea win
Principle # 6
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Why we are attached to our ideas
Because we have made some sort of investment in them
Intellectual
Physical
Emotional
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What leads to the best ideas?
360-Degree Leaders……
Listen to all ideas
Never settle for just one idea
Look in unusual places for ideas
Don’t let personality overshadow purpose
Protect creative people and their ideas
Don’t take rejection personally
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Behavioral Change toBuild a Culture of Inclusion
Engagement
Innovation
Productivity
Leadership Talent
Inclusion
Effective manager-led development can boost intent to stay by 40%, job satisfaction by 37%, org commitment by 29% and overall performance by as much as 25%.*
Effective manager-led development can boost intent to stay by 40%, job satisfaction by 37%, org commitment by 29% and overall performance by as much as 25%.*
Employee Engagement Study, Corp Executive Board 160K employees in 36 countries*
Employee Engagement Study, Corp Executive Board 160K employees in 36 countries*
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Key Learning
Leaders in the middle of organizations who help to surface good ideas are creating what an organization needs most. They produce energy and synergy among their peers.
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Don’t Pretend You’re Perfect
Principle # 7
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Let’s get real
One of the worst things leaders can do is expend energy on trying to make others think they are perfect.
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How to be “REAL” in a competitive environment
Admit your faults
Ask for advice
Worry less about what others think
Be open to learning from others
Put away pride and pretense
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Key Learning
People who are real draw others to them, develop trust, and are approachable
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Questions?
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Develop Mentorship – Lead Across
Mentoring relationships – play a crucial role in development of both the mentor and mentee
Goal is to obtain a fresh perspective on career development
Broaden network of personal and professional resources
Increase overall morale
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Benefits of Mentor Relationships
Mentee
Trusted advisor to help position my career development
Expand professional network
Obtain advise with business challenges
Personal and professional growth
Access to broader range of professional experiences
Mentor
Personal development, transfer knowledge
Opportunity to analyze wins and failures
Expand professional network
Grow leadership pipeline
Increase job satisfaction
• Overall employee retention and loyalty
• Cross functional collaboration and teamwork
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Mentoring Relationship: Roles & Responsibilities Mentee Mentor Direct Manager
Role A less experienced individual (mentee) who partners with a more experienced individual (mentor) to enhance capabilities and facilitate career development
An individual who acts as the “voice of experience” to a less experienced or knowledgeable individual. Ideally, mentor should not be direct manager
Career management and development oversight remain intact (including performance management, focals, compensation review)
Responsibilities Ultimately responsible for setting up and driving mentoring relationship:
Communicator Manager and mentor work together to establish appropriate and relevant action plan for learning and development
Goals, objectives, career plans Counselor Understand the mentoring program and the learning process to gain an appreciation of its purpose
Relationship structure Career Coach Help mentee identify appropriate & relevant mentor’s
Measures progress against expectations
Advisor Obtain approval from any suggested mentors prior to referring mentees
Prioritizes agreements & keeps commitments
Relationship broker
Open & honest Guidance & feedback
Leverages experience & learnings
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Successful Mentoring Relationship
Mentoring process is driven by the Mentee
Expectations and goals to be established
Mentoring agreement should be time-bound
Complete the CAAN Mentor survey and respond to [email protected]
Know that your responses to the survey will be made public
http://wwwin.cisco.com/learning/mentoring/one_on_one_mentoring.shtml
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 43
CAAN Celebrates Asian Pacific American Heritage Month!
Where: MR3 - 3rd Floor - Game Room
When: Today! 4:30pm – 6pm
$10 - food catered by Wingstop
We'll be playing fooseball, ping pong and pool in the gameroom in MR3.
http://wwwin.cisco.com/wpr/floorplans/bldgid/SJCMR3/SJCMR3-AFP-3.pdf
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!!!!SAVE THE DATE!!!!
CAAN Career Development Workshop #5
Topic: Principles 360-Degree Leaders Practice to Lead Down
Date: June 17th, 2009
Time: Noon – 1:30 pm PST
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 45