Four Ways to Lead in Meetings When You’re Not the Meeting Leader

By Jo Miller


It’s 2:00 p.m. and there has been a full day of intensive training for emerging leaders; my class participants are feeling the effects of a few too many carbs consumed during lunch. They are starting to look a bit lethargic.

I ask them “How many of you spend a lot of time in meetings?”

As the majority of the group raises their hands, a few roll their eyes, and one even groans out loud. I can almost hear a “whoooosh” as the last spark of energy is sucked out of the room. I conclude that these dynamic, high-potential women just love all the time they spend sitting in meetings.

Do you waste a lot of time in meetings? Think carefully before you answer, because it’s kind of a trick question. If you view meetings as a necessary evil to be suffered through, you might just be neglecting to take advantage of the ideal setting to showcase your leadership skills.

“Meetings are your greatest opportunity to be visible and show your organization what you bring to the table,” said Luann Pendy when I interviewed her for our webinar on Leading Meetings. Pendy is Vice President of Global Quality with Medtronic where she oversees quality operations, charged with ensuring that medical devices for patients worldwide are of the highest quality and reliability. “Meetings are how we get work done,” she continued. “There are very few jobs where you get it done yourself. Meetings are a fact of business. Achieving business goals quickly requires that we use meeting time efficiently.”

Pendy counsels emerging leaders to become competent at leading meetings. But it also pays to be skilled at participating in meetings when you’re not the person in charge. “I spend most of my time participating in meetings rather than leading meetings,” she explained. “I make it my objective to be a good meeting participant because then leaders want me to come to their meetings to help them. It allows us to achieve our objectives that much faster.”

How important is it to excel at being a good meeting participant? “Extremely important,” says Pendy. She believes that if you’re not being effective in meetings, you’re missing opportunities to add value to your company by solving business problems.

Here are four of Luann Pendy’s tips for how to be a leader in meetings when you’re not the meeting leader.

1. Be prepared
Prepare ahead of time. Study the agenda and know what your role is for the meeting. Pendy recommends considering, “Why have you been invited to the meeting? What is expected of you? How does the leader want you to participate? What is the purpose of the meeting?”
Make sure to deliver and go beyond those expectations. “It’s very important to make sure that you fulfill the role that’s expected of you,” she added.

2. Speak up
Several years ago when she was preparing for a promotion, Pendy received feedback that she was perceived as “hard to read” and as a result, people found it hard to work with her. Her management engaged an executive coach to facilitate a 360 feedback assessment which Pendy found invaluable.  “The feedback that I got from the group was: ‘You are very quiet in meetings.’ I wondered what the impact of that was,” she recalled. “So we asked the question in the 360: ‘When you see that Luann is quiet, what do you think of Luann and her leadership skills?’”

The feedback was eye-opening for Pendy. Co-workers felt she was not interested in what was going on in the meeting and that she appeared to not be engaged. “I’d go the meetings and be very courteous and respectful. I was listening to what everyone was saying, processing it, and learning,” she said. Others viewed her as not memorable, and as having no edge. “I asked the coach what I could do to change course.” Pendy adds that she would not be where she is today had she not taken action.

“So I changed,” she recounted. “I received immediate feedback once I started speaking up in meetings. Employees said ‘Thanks for supporting me.’ My peers said, ‘Thanks for sharing your thoughts and your ideas.’ And the management said, ‘Thanks for leading.’ The good news is I got the promotion. I encourage everyone to make sure your voice is heard.”

3. Be aware of meeting etiquette
“Find out what is acceptable in terms of meeting etiquette at your company,” advised Pendy. If you’re working against your company’s culture and meeting etiquette you’ll find it difficult to succeed. For example, you’ll need to know whether questions are allowed during presentations or whether you should you wait until the end. Find out how many questions and comments are considered too much. In some corporate cultures, questions are better received outside of the meeting.

Pendy suggested finding a role model who navigates meetings well. “I would encourage you to find someone within your organization whom you feel is very savvy with corporate etiquette and who is successful at leading and participating in meetings. Observe them to see how their behavior contributes to their success,” she offered. “You might even meet with the person to say, ‘You seem to be extremely effective in meetings. Tell me some of your common and uncommon tips.’ You’ll learn a lot about your organization’s culture and etiquette.”

4. Be present
“Be present and participate,” she added. “Don’t wait to be invited. If you’re included in the meeting, it’s expected that you’re there to contribute.”

An important part of being present is to sit at the table. “Oftentimes, I see women come into a room where there’s a big, long conference table and they try to find the chair in the corner away from the table,” said Pendy. “That doesn’t come across as being positive, confident, engaged, and enthused. The way to get a seat at the table is to show up on time or early so there’s an open seat.”

According to Pendy, your posture is important, too. “Put your elbows on the table, something your mother taught you never ever to do at the dinner table,” she recommended.  “When you’re in a business meeting, if you’re leaning forward and you’re putting your elbows on the table, it tells the group you’re engaged, interested, and have something to contribute.”

“We talk about corporate America not having enough women in the leadership ranks. We can ask executives in corporate America to bring more women forward, but there is an equal responsibility for all of us to bring ourselves forward. The way to do that is to use your time in meetings to show your effectiveness, your intelligence, and your leadership skills.”

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To learn more about leading and participating in meetings, watch the webinar “Leading Meetings” with guest speaker Luann Pendy.
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Emerging Leader Spotlight: Debbie Hetzel

 
“It is easy to get swept up in ‘corporate drama’ but in the end it’s your job performance that will be noticed.”

 
Name: Debbie Hetzel 
Current title: Manager, Customer Service
Company:  Potash Corp 
Favorite quote: “Do unto others as you would have them do unto you”

What is the most important thing you have learned that has been critical to your career success?

I have always tried to stay focused on the work.  It is easy to get swept up in ‘corporate drama’ but in the end it’s your job performance that will be noticed.  I also learned to leave my ego at the door. 

What key steps did you take to get to the role you are in today?

I learned all that I could about customer service at PotashCorp.  I was eager to learn new processes or pieces of business. Our company started strictly as a potash company;  through the years, we purchased phosphate and nitrogen companies. I have made sure to learn and understand the dynamics of each new business.   

“I have always recognized and understood who 

the key people are who can help me get my job done.”

What tools or resources have you used that have been crucial to your success?

We have fantastic sales, marketing, transportation/distribution, and credit professionals in our company. I have always recognized and understood who the key people are who can help me get my job done. I feel I am always willing to analyze our processes and by using today’s technology, implement steps to improve the way we do our  business. 

What is the next step you plan to take in your career to develop your leadership skills?

Our company is very involved in updating our computer system. This is a huge undertaking which will involve various groups in the company. I asked to be a member of this team. Being a part of this new project will definitely help me develop my skills as I will be teaching others the new system.   

 “I have a huge passion for the job and feel enthusiastic 

each day about my contribution to the company.” 

What professional accomplishment or result have you achieved in the past year that you are proud of?   

I started with this company 27 years ago as a Customer Service Rep then became Team Leader, Supervisor and am thrilled to say I was recently promoted to Manager. I have a huge passion for the job and feel enthusiastic each day about my contribution to the company.

From the Article Archive: Own Your Career: Six Ways to Take Charge of Your Career Trajectory

Question: I’m interested in advancing my career. I am currently working on an individual development plan for the short and long term, but my company has limited resources available to support employees’ goals. How can I continue to grow and develop in my career? – Business Process Manager

Jo Miller Answers:
I’ve been going back over transcripts from four years of women’s leadership webinars, looking for an interesting quote from each of the over 50 women leaders who have made guest speaker appearances. 

These women leaders hold senior-level roles in the corporate, academic and non-profit sectors but share some things in common, namely the desire to share what they have learned about career and leadership development, and to support the success of women coming up in the leadership pipeline.

As I highlighted my favorite quote from each of the speakers, some patterns emerged. Their career development advice fell into ten categories. The topics are:

• Establish supportive networks
• Identify your ideal career niche
• Build your brand
• Deliver valuable business results
• Be an agent for positive change in your organization
• Make your accomplishments and value visible
• Manage upward
• Speak up
• Take a ‘seat at the table’ and use your influence

Each of these topics is a valuable action step to include in a career advancement plan. But by far the most popular category of advice given by the speakers was self-advocacy, which was neatly summarized by the Vice President for Research at an academic institution, when she said, “Own your own career trajectory. You have to make your own opportunities.”

Take charge of your career trajectory.
I have written before about my belief that the greatest career roadblock women face is ‘The Emerging Leader’s Quandary’: when you can’t get a higher-level job without leadership experience, but you can’t get the experience without the job.

I have known many women who were smart and hardworking, but nonetheless believed that if they just worked hard enough for long enough, someone from management would eventually stop by, hand them a promotion and say, “You’re a leader now!”

If your career plan relies on waiting for this to happen, you may need to plan on waiting a long time. You can’t afford to wait for permission or an invitation to move beyond your current role or take on more responsibility.

The fastest way to break out of the Emerging Leader’s Quandary is to take charge of your own career and leadership development. Here are six tips shared by senior women leaders, for being in the driver’s seat in your career.

1. Have a career plan:
“Make a plan or someone will make one for you. A mentor told me that years ago and I have always lived my life in accordance with that. It starts with making choices with each and every opportunity you’re presented. Many of us are over-achievers, so the minute something comes up, you want to throw up your hands and say, “Sure, I’ll do it.” You want to be the good corporate citizen. But you don’t always have to do that. There’s a balance that you can strike where you say ‘yes’ to the activities that are not in conflict with those things that are important to you.”– VP of Services, insurance industry

2. Take career risks:
“I’ve taken a lot of risks with my career. I believe in “large risk, large reward”. No matter what happens, do a great job, give it your all, and people will remember you. Do you want to be in the driver’s seat or do you want to be a passenger?” – VP of Strategy, security industry

3. Choose one thing that is most important in your next role:
“Choose the one thing that is most important to you in your next role, be it location, be it a particular function, a particular level in the organization, whether you’d like direct reports next, or whatever it is – and then, be as flexible as you can about the rest.” – President, automotive industry

4. Market yourself, but stay on theme:
“You have to know what you want in your career. Market yourself. Stay on theme. Interesting is no longer a good criteria (for taking a role). Know what experience you need and what kind of jobs will give you that experience.” – VP of Finance, energy industry

5. Don’t be afraid to ask for what you want:
“Sometimes, you have to ask for it. If you see something, don’t expect it will be there for you or it will be given to you. One very important part of my career was when I decided to go back to my professional role but not full time. I really was afraid to ask for it, but somebody said, “How will you know unless you ask?” So, I went in. I presented a proposal along with someone else who I knew wanted the same thing as I did, and we proposed a job share. If I hadn’t asked, I would probably have just either gone back full time or done something I wasn’t very comfortable with personally. So, don’t be afraid to ask for it. Be prepared. Have your plan. But ask for it.” – SVP of Staffing, banking industry

6. Put yourself forward to be developed as a leader:
“Don’t be shy or hesitant about putting yourself forward as someone who’s interested in being developed as a leader. Sometimes, there’s not a formal way to do that in your organization, so be sure to communicate that to people that you work with. Let them know that you see yourself as someone who has that potential and interest to develop in that area. Waiting for something to happen to you may well bring disappointment.” – Corporate Secretary, energy industry

If you’d like some additional support from me on how to take charge of your career trajectory you may like to consider joining my six-week group coaching program, starting July 18. Learn more here.

Would you like to hear more from the women leaders who have made guest speaker appearances in our Emerging Women Leaders Webinar Series? Members, log in now to view the webinar recording. Not a member yet? Join now for immediate access to the webinar.

From the Article Archive: A Key to Ongoing Career Advancement at the Senior Level

Question: What are some important factors that impact career advancement for senior-level technical women?


Jo Miller Answers: One of my favorite articles on the topic of women’s career advancement is Harvard Business Review’s Why Men Still Get More Promotions Than Women. One year after the article first appeared, in September 2010, I still believe the authors have stumbled upon a game-changing, ground-breaking insight into how women can advance their careers.

The report draws from Catalyst’s research to describe how men and women have roughly equal access to mentors, with women slightly more likely to report having being mentored. However men are still gaining an edge in the career opportunities that result. So the authors asked “If the women are being mentored so thoroughly, why aren’t they moving into higher management positions?”
Read the full article if you have time, and if you do not, here are my key take-aways:

1. In comparison to their male peers, women are more likely to be mentored.
2. But all mentorships are not equal when it comes to delivering career advancement. The difference is sponsorship, when the mentor uses their influence to get a protégée exposure to the networks and opportunities that lead to promotions.
3. Men and women both receive valuable advice from their mentors, but it’s more likely for men to describe being sponsored.
4. The more senior and more influential the mentor, the more rapid the mentee’s career advancement will be.

The authors of the report stated:

“There is a special kind of relationship—called sponsorship—in which the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee.  Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers—and that they are not advancing in their organizations.”

Another study published in 2011 by the Center for Work-Life Policy found that indeed, men and women who are sponsored are more satisfied with their advancement and are more likely to have access to stretch assignments than those who do not have sponsors. The Center for Work-Life Policy defines a sponsor as someone who does a combination of the following: uses chips on your behalf, advocates for your next promotion, promotes your visibility, gives career advice, makes connections for you, and connects you to opportunities.

These insights about sponsorship are especially important if you are a senior woman looking to advance to the next level. “At the senior level, sponsorship is more important than ever”, says Caroline Simard, Vice President of the Anita Borg Institute’s research and executive programs. “Senior technical women have generally achieved their level of leadership through a relentless show of competence, savvy, and delivery. However, the very top of the academic and corporate hierarchies still suffer from a strong ‘club effect’. Senior technical women defy stereotypes, are very few, and are often faced with significant challenges in clearing the last advancement hurdle. Women need sponsors who are a part of the club to break into it.”

“The concept of sponsorship is relevant to women across sectors,” said Simard. “In academia, where most senior positions are few and far between, having the right publications is not sufficient. You need the most influential academics in your field to vouch for you – through letters of recommendations, calls to the heads of hiring committees, and to talk up your scientific contributions to the field.”

The authors of the HBR report concluded by summarizing what companies could do to advance women (less over-mentoring, more sponsorship, and more accountable sponsorship) but my interest lies more in what women can do with this knowledge, to take charge of their own career advancement. Regardless of whether you are in industry, academia, or government, if you are over-mentored and under-sponsored, are ready for advancement, seeking a challenging new opportunity, or have career goals that are unmet, here are three things to try doing more of.

1. Keep mentors and sponsors separate
When I mentioned the topic of sponsorship recently to a female Chief Information Officer, she mentioned the potential for conflict to arise when one advisor acts as both mentor and sponsor.

“A sponsor is someone who will support you in your career,” the CIO explained. “They make the phone calls to say, ‘Give her the opportunity.’ They know what you’re capable of and they’re willing to kind of put their neck on the line. The mentor’s role is to really help you develop your capabilities, your skills, your political acumen, and whatever it is that you’re working on. Your sponsor is someone who’s there for you in your career.  You really don’t want your sponsor to know all the ugly stuff.  You want them to focus on the good stuff, the results, and what you’ve done.  That isn’t really a mentor’s role.”

Consider keeping your mentors separate from your sponsors, to get the most out of both types of relationship.

2. Share your career goals
Michele Johnston Holthaus, General Manager of Channel Platforms and Strategy with Intel, recommends having direct conversations to share your ideal career path with sponsors who have the ability to influence that outcome. “I think the biggest mistake of people that I coach and mentor is having conversations with them where they have very clearly laid out the next job is or the next opportunity that they want,” said Johnston. “When I ask them the question, ‘Well, have you had a discussion with that manager about you wanting to be the replacement when your manager leaves or somebody else on staff leaves?’ It is shocking to me how many times I hear a ‘no.’  We often just expect our manager to know that. I cannot say enough: you need to ask.”

3. Build a diversified network of advocates
Johnston Holthaus also recommends having more than one sponsor. “I would recommend that everyone needs to have three to four advocates outside of their direct management chain. You need to build networks so that you have people who are looking for opportunities for you.”

I coached a woman executive recently who had mapped out an aggressive career path to advance within the technology company she works for. She is delivering results, adding value, and has is highly thought of by her peers and her boss. After a discussion about the importance of sponsors, she listed the names of leaders who would have input into any decision to promote her. Some were already her sponsors, but there was an entire layer of leadership at the senior executive level that she wasn’t sure would advocate for her if she was a candidate for promotion. She has created a plan to strengthen relationships with those executives, get to know them and their goals, demonstrate her effectiveness, and either engage them as a sponsor or overcome any concerns they may have that could derail her advancement.

Think about the next job you would like to have. When that opportunity opens up will it be your name that is mentioned? Don’t rely on mentoring alone to get you there. In addition to having mentors, line up a diversified network of influential advocates and educate them about your value and your career goals.

Finally, remember that top leaders are expected to be identifying and cultivating talent and that sponsoring others is critical to their success. You can empower your leaders by engaging them as sponsors.

Prior to her retirement from Boeing as Vice President of Manufacturing, Quality, Boeing Production Systems, Sandy Postel built a reputation as a talent scout who discovered people with hidden strengths that no-one else was talking about. Her commitment to being a mentor and sponsor led her to discover a wealth of untapped talent. Postel said “The responsibility of leaders is to place talent and apply talent to different projects and places the best they can.”

It is her belief that good leaders should always be seeking to understand where the talent is in the organization, but at the same time, women need to make their value known to their leaders. “There are a lot of opportunities that do not exist today,” said Postel. “They might exist one month from now, or a year from now. Often, new positions come up and (leaders) have to make quick decisions.”

To learn more about sponsorship revisit the webinar “Sponsors: Your Advocates for Advancement” with guest speakers, Cindy Kent, Healthcare Executive at Medtronic and Amanda Martinez, EVP, Operations & Administration at Annie's Inc.

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Emerging Leader Spotlight: Amy Huber

  “A roadmap, with frequent ‘checks’ can help anyone change when necessary in order to achieve the ultimate goal, success.”

Name:  Amy Huber
Current title:  Area Sales Manager
Company:  Medtronic Surgical Technologies
Favorite quote: “We are what we repeatedly do.  Excellence, then, is not an act, but a habit.” ~Aristotle.

What is the most important thing you have learned that has been critical to your career success?

It is important to have a global perspective in order to achieve your short and long term successes.  Most of the time your ability to adapt to the changing dynamics of the market place is critical to your plan execution.  A roadmap, with frequent ‘checks’ can help anyone change when necessary in order to achieve the ultimate goal, success. 

“It is essential that you take responsibility for your own career and the development that you need to get to your next role.”

What steps are you currently taking to improve yourself, professionally?

It is essential that you take responsibility for your own career and the development that you need to get to your next role.  I continuously strive to understand what my company is trying to accomplish and align my activities to enhance those goals.  Having courage and candor with your current leaders and being proactive with getting involved in order to gain new skill sets and exposure with the right people is also necessary to further your professional development.

“Never be afraid to show the passion that you have for what you do.”

 

What are some top tips you can recommend to other women who want to be recognized as a high potential emerging leader?

The number one tip I can offer other high potential individuals is to always be authentic. Never be afraid to show the passion that you have for what you do.  It is contagious when you are really being yourself and others see you striving to do your best.  Imagine if we all lived life in this capacity, the level of positive impact we could have on our business and those around us.

“Positive thoughts bring positive results.”  

 
Have you experienced a career or leadership challenge recently that you have overcome? Could you share some of the ways you were able to overcome the challenge?

The real question is:  What person has not encountered a challenging individual or situation along their journey in their career path?  If you truly believe that you can do it, you will.  Those that may try to derail you will always exist, so it is important to stay focused.  Positive thoughts bring positive results.   Surround yourself with other like-minded people and know that you have the power of choice and the ability to impact positive change.

“Having the opportunity to engage women from across all Business Units and provide access to programming while advancing my corporation’s vision is something I am proud to be a part of.”

 

What professional accomplishment or result have you achieved in the past year that you are proud of?

Currently I am a part of a group in my organization that was founded to champion the growth, development and success of female field talent.   The role of my team is to bring development opportunities to these high potential women in order to think strategically about their careers and skill up for future leadership opportunities.   Having the opportunity to engage women from across all Business Units and provide access to programming while advancing my corporation’s vision is something I am proud to be a part of.  

Does Your Social Media Presence Support Your Career Goals?

By Jo Miller

How seamlessly does your social media presence support your career goals?

According to Liz Brenner and Margaret Resce Milkint, if you’re not utilizing the personal branding opportunities offered by social media, you’re passing up opportunities to position yourself as a leader in your field of expertise.

Senior Director of Talent Marketing at SAP, Liz Brenner, believes that when social media is used in a thoughtful and targeted way, it can be a powerful tool for differentiating yourself in your career.  “Social media gives us all an opportunity to become influencers in our areas of expertise" said Brenner, speaking in the women’s leadership webinar Building an Influential Brand with Social Media. If you can get beyond the noise of social media and use it strategically, you can build your brand as a thought leader, and cultivate an influential network.”

Margaret Resce Milkint, Managing Partner with The Jacobson Group, is a widely-recognized insurance industry expert, author and speaker on topics related to best practices in career management. Resce Milkint cautioned the webinar audience that “social networking can work against you just as easily as it can work for you.” She went on to explain, “Your digital footprint can be viewed by anyone, anywhere, and at any time. Sometimes, this online footprint is the only version of us that people know. That's why it's very important that your personal social media pages capture your true personal brand. You must protect your brand and develop a smart and strong digital footprint.”

So how can you clearly communicate your brand to a social media audience? “Don't boast or brag. You will lose your audience if it's all about you. You want to make it all about them” advised Resce Milkint.

Added Brenner, “Share content that's valuable and that adds value to your audience. The information and the content that I'm sharing is consistent with my brand, and it's tailored for the audience in each of those sites or social networks.”

You may be thinking, “But I’m not yet an expert or an influencer. How do I start to build an influential brand?” It can be easier than you think if you understand the three distinct stages involved.

3 Stages of Building an Influential Brand

1.  Informational powerhouse
Early on in your career, when you're embarking on becoming a specialist in your field, before you've developed deep expertise, you can build a brand as an informational powerhouse. Spend time finding, collating, and disseminating others’ expertise. 

“Be timely,” advised Milkint. “Share newsworthy information. It's important to be a part of the current buzz, what the state of the market is, and the state of thought is.”

You can quickly make a name for yourself by sharing valuable, timely information that relates to your domain of knowledge.

2.  Expert
Once you've become an informational powerhouse, the next point on the journey to building an influential brand is to become an expert. Experts are highly knowledgeable about their field. They share knowledge that they've gleaned from other sources blended with their own unique content, in forms such as blog posts, articles, and musings – all based on unique ideas that they've generated. Experts mix the collating and disseminating of others’ information while putting their perspective out there, too.

“Find and share content with other influencers” said Brenner. “This builds the halo effect. If you're seen as hanging out with and sharing information from other influencers, you'll start to be seen as an influencer yourself over time. Commenting on a blog or sharing an article can lead to real discussions and opportunities.”

3.  Thought Leader
The final stage is to become a thought leader. Thought leaders break new ground and push the cutting edge in their field of expertise. They generate their own unique content in the form of articles, videos, blog posts, webinars, and more. Some thought leaders to follow on twitter are @nilofermerchant, @padmasree and @hollypavlika.

What stage are you at, when it comes to building an influential brand? If you haven't started yet, don't fall into the trap of thinking that you need to be a top expert in your field to have an influential voice on social media. You can start by sharing information. Be an informational powerhouse and go from there.

Take the first step
“Invest some time in figuring out who you are and what your brand is,” advised Brenner. “Know your values and figure out what's important to you so that can be reflected in social channels. We all have an opportunity to be influencers in our area of expertise. The first step is knowing who you are.”

And don't ignore social media, warned Resce Milkint. “Social media is here to stay. Jump in. Explore your options. Be bold. And be a game changer.  Sheryl Sandberg says, ‘Fortune does favor the bold and you'll never know what you're capable of if you don't try.’ So try, try, try and have fun doing it.”


To learn more, watch the webinar “Building an Influential Brand with Social Media” with guest speakers Liz Brenner and Margaret Resce Milkint. 

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From the Article Achive: How to Re-Brand Yourself for a Big Leap Forward in Your Career.

Question: I have a reputation as a high performer but this is holding me back from going to the next level. How can I re-brand myself for a big leap forward in my career?

Jo Miller Answers: Have you allowed others to define your reputation? Everyone has a certain reputation or “brand” that they are known for in their workplace, however for most people that brand is created by default, not by design.

What reputation are you currently known for? What do others say about you? It’s important to know, because then you can choose to embrace that perception and build on it, or take steps to change how you are perceived.

At one of my workshops a technical woman approached me during a break for some personal coaching. She had received feedback from a manager who said that she was perceived by others as a high performer but was considered “high maintenance” and for that reason was not being considered for certain career opportunities. Upon hearing the feedback, the technical woman had reacted with frustration because she saw herself as the only one on her team who paid attention to details, set high standards for the team’s work product, and was not afraid to speak up when she saw a problem that others were inclined to overlook. Unfortunately, the team did not always appreciate receiving unsolicited critique, and they came to resent her opinions. When she spoke up, she encountered resistance and defensiveness. It didn’t matter that she was often right.

As we talked this over during the workshop break, it occurred to me that she had a genuine desire for her work product to be the best it could be and for the team to achieve a high standard of excellence in all that they did. But what she had not realized was that she was currently walking on the wrong side of the very fine line between giving valuable feedback and being overly critical.

The key to re-branding herself would be finding a way articulate her feedback to the team at the right moment and in the right way, so that it could be perceived by them as a positive and valuable contribution. She would need to be highly selective in choosing when to offer her critique and change the tone of her comments. If she succeeded in doing those things, there was a strong likelihood of re-positioning herself as the team-member who champions excellence and brings out the best in the team.

“It seems to me that you have a passion for excellence,” I remarked. With that, her face lit up. “That’s my brand!”, she exclaimed. We spoke for a few more minutes and discussed ways to subtly introduce her new brand and evolve how others perceived her, and proactively cultivate a new reputation as the one on her team with a passion for excellence. I challenged her to monitor her interactions with others closely and avoid saying anything that would be judged as too critical. She decided to look for opportunities where it was appropriate to express her brand by acknowledging excellence and championing it within her team.

It can take as little as two months to completely re-brand yourself, but I won’t lie; it takes a lot of work. I have seen a few women bounce back from devastating career missteps that harmed their reputation and could have haunted them for years. They overcame poor reputations by paying close attention to every interaction they had with others.

Three steps for re-branding yourself for a big leap forward in your career

Step 1: Understand your current brand
Get a baseline to understand the existing brand that you are known for. Ask managers, mentors, trusted colleagues or HR partners to describe how you are currently perceived by others.

Step 2: Identify the new brand you want to be known for
When you know what your niche is, create a short, concise brand statement that describes what you want to be known for. Check to see that your brand is one that will be valued by your company.

I tweeted a request for technical women to share their brands, and here are some responses I received:

“Change agent; and turnaround specialist for failing programs or teams.”

“The person who can make things happen, has great contacts, and can move projects forward.”

“Spunky, energetic supporter of women in tech with a focus on students, and working on becoming a go-to person for phone development.”

Step 3: Align your communication and actions with the brand you want to be known for
For two months, pay close attention to every interaction you have with others and try to stay in alignment with the brand you want to be known for. Look for opportunities to take on, stretch assignments, projects, or even a new role that showcases the brand you want to build. When you deliver results in those brand-building roles or assignments, make sure to promote those accomplishments so that others know the value of you and your brand.

To learn more about building a leadership brand, revisit the webinar “Create Your Leadership Brand” with guest speaker, Titina Ott, Vice President, Organizational Effectiveness for Oracle Corporation.

Members, log in now to view the webinar recording.
Not a member yet? Join now for immediate access to the webinar.

Take Charge of Your Career Trajectory! Group coaching program starts May 16, 2013

Don't be the best-kept secret in your organization! Join me starting May 16 to build your brand as an emerging leader and take charge of your career trajectory.

In this six week virtual group coaching program, I'll be breaking my highly-rated Poised for Leadership curriculum into the simplest steps so that you have time and guidance to put all of it into action. You'll set new goals for your career advancement, review and practice career-accelerating skills, solidify your 'brand' as an emerging leader, and translate your career development plan into action!

You'll have my support to:

• Build your brand as an emerging leader
• Gain recognition for your accomplishments
• Make your value visible
• Navigate organizational politics with savvy
• Create a strategic network of influence
• Gain access to hidden resources and opportunities
• Identify and lead high-profile projects
• Lead others, with or without direct authority.

HOW IT WORKS

• Master the skills that help emerging leaders advance, with six leadership topics in video format. Receive one topic per week.
• Get coaching! Join four high-impact one-hour group coaching teleconferences.

VIDEO TOPICS
Introduction: * The greatest roadblock to career advancement * Why you need to take charge of your career trajectory * Goals for this program

Getting the lay of the land: * Shadow organization map * How to overcome office politics * Navigate with organizational awareness

Your career sweet spot: * Three essential elements of a great personal brand * Your ideal career niche

Your leadership brand: * Making your brand scalable * Your leadership brand statement
Making your value visible: * Steps to making your brand visible * Career-defining projects * Promote your accomplishments

Leading others: * Making the leap from doing to leading * Leading others, with or without direct authority

Your sphere of influence: * Strategic networking plan * 5 key people you need to have in your network

PROGRAM SCHEDULE:

Coaching teleconferences, 2 p.m. - 3 p.m. Central time (3-4 p.m. Eastern, 12 - 1 p.m. Pacific)

• Thursday, May 16 (Can't make the first call? Join a catch-up call Monday May 20, 2 p.m.-3 p.m. Central.)
• Thursday, May 30
• Thursday, June 13
• Thursday, June 27

COST  Only $199 for the six week program.

REGISTER NOW!  Places are limited, so reserve your place now.

You can do it! You don't have to be the best kept secret in your organization. You can take charge of your career trajectory, and in this group coaching program I'll show you how.
 
Jo Miller
CEO
Women's Leadership Coaching, Inc.

Told You’re Not Aggressive Enough? Here’s What To Do.

By Jo Miller.

Question: I had my midyear review and received feedback that I am not perceived as being aggressive enough. They would like me to be more aggressive, push back, and challenge my leaders’ ideas. I have a concern about this. My experience is that women can be labeled quickly if too aggressive. Frankly, this can make people uncomfortable. This can be especially true for women of color like myself. Do you know of any resources that might help me have a stronger presence without having to walk the line of aggression?

Jo Miller answers:
I think you were just given a compliment, although a backhanded one, that is wrapped in confusing developmental feedback. The compliment is that your management thinks there’s more to you than you let on. You are being praised for your solid instincts, but challenged to bust out of your comfort zone, speak up, and add value. You’re being encouraged to act less like a high-performing team player and more like a leader. They think it is time for you to transition from doing to leading, and have identified your lack of “aggression” as the gap. But confusingly, your manager said “be more aggressive” rather than giving more detailed, useful feedback.

First, re-frame what you think “aggressive “means
Is it possible that aggressive doesn't mean what you think it means?Ask your manager to provide some additional adjectives or behaviors to describe exactly what they want you to do differently. For example, one woman I know was asked to be more aggressive by her employer, and in return she asked for a more detailed explanation. By doing that, she learned that what they actually wanted her to do was summarize the team’s to-do items at the end of a conference call, then follow-up next time to check on completion. If she had run with the earlier feedback and demonstrated aggression it could well have backfired!

You should also observe people you work with, especially the women leaders you admire. What specific actions and phrases do they use that result in them being perceived by others as constructively bold, opinionated, provocative and disruptive, taking the lead, and taking charge? Can you identify anyone who does this well, in a way that others appreciate and follow? What assertive leadership behaviors get rewarded in the team culture that you are a part of?

Combine power phrases with an open demeanor
To cultivate a stronger leadership presence without being perceived as negatively aggressive, use “power phrases” combined with your usual open, inclusive tone of voice and body language.

One leader who does this well is Donna Fujimoto Cole, founder and CEO of Cole Chemical, who has said that a leader needs to “Communicate well and communicate quickly.” Cole believes that good relationships make the business world go round. She is highly personable and strong leader and driver. A resource she highly recommends is The Leader Phrase Book by Patrick Alain. It includes phrases to use to speak like a leader when opening a topic for debate, saying no to your boss, disagreeing with someone, and what to say when someone is avoiding a topic.

With this communication style in mind, challenge yourself to speak up at least 25% more frequently than you did in the past, and make sure that you are regularly challenging your leaders’ thinking and assumptions. They want you to speak up so that your team can benefit from the wisdom you’re currently keeping under wraps.

Don’t let the little leadership opportunities pass you by
If you look carefully, you’ll see lots of little opportunities to take charge. Perhaps in the past you may have passively watched those moments go by, assuming someone else will take the lead. I want you get used to recognizing situations where there is a gap in leadership. Seize these opportunities speak up! Assume you are the ideal person to fill that gap with your management’s support.

Jo Miller is CEO of Women’s Leadership Coaching, Inc. Wondering how to become a leader? Join Jo at the Poised for Leadership workshop, May 29 in Sunnyvale, CA.