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How To Lead When You're Not the One in Charge
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How To Lead When You're Not the One in Charge

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Opportunities to lead without title or position exist for all of us. This presentation presents ideas on building and using your own personal and relational power to influence change. ...

Opportunities to lead without title or position exist for all of us. This presentation presents ideas on building and using your own personal and relational power to influence change.
(This program can be reviewed for 1 PDU for PMPs; PMP Number: 529870)

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    How To Lead When You're Not the One in Charge How To Lead When You're Not the One in Charge Presentation Transcript

    • GoalModels How to Lead When You’re Not the One in Charge! Maggie McHugh-Parrish GoalModels, Inc. Maggie@GoalModels.com Atlanta, GA
    • GoalModels Agenda •WHY? WHY? •Power Power •Building Power Building •“Leading Sideways”, the art Sideways” “ of Initiating Change Direct Methods Indirect Methods
    • GoalModels What is POWER?
    • GoalModels Power is the potential to mobilize energy.* *Kathleen McGinn, Elizabeth Long-Lingo, Power and Influence: Achieving Your Objectives in Organizations (Cambridge, MA: Harvard Business School, 2002, 9-801-425)
    • GoalModels Power ≠ Authority
    • GoalModels •Formal power is usually important Formal only to those of us who don’t have don’ it. •Most of the power someone else Most has exists because we think they have it.
    • GoalModels isn’ So Power isn’t all about POSITION or being “the person in charge.” charge.”
    • GoalModels Personal Power Relational Positional Power Power
    • GoalModels Your values, Personal beliefs, skills Power Relational Positional Power Power Your ability to influence, form coalitions, network
    • GoalModels Build Personal Power 1. Know Yourself -what’s really important to you? -what do you “stand for”? -what “rules” guide your life? 2. Listen to Others -more than you talk -openly
    • GoalModels Build Personal Power 3. Abandon thoughts of extrinsic rewards 4. Create your own intrinsic rewards -personal growth, self-reliance -professional satisfaction -honoring your own values -great examples for future job interviews☺
    • GoalModels Build Personal Power 5. Abandon competition and develop collaboration skills 6. Be open in your dealings: share information freely 7. Learn to initiate: don’t wait to do what needs to be done
    • GoalModels Build Relational Power (the ability to influence) 1. Identify people who share your values, beliefs, goals 2. Work with others face-to-face 3. Try to accept ambiguity 4. Accept that understanding ≠ agreement 5. Have confidence in your power
    • GoalModels Build Power Always ask “What am I doing that’s not working?”
    • GoalModels What we’re really talking about here is HOW TO INITIATE CHANGE when you’re not in charge.
    • GoalModels Nobody likes change except a wet baby
    • GoalModels “Lead Sideways” by Initiating CHANGE Direct Methods rely on “Personal Power” Indirect Methods rely on “Relational Power”
    • GoalModels Top 10 Methods to Initiate Change 1. Make a proposal for change via a “white paper” 2. Request that your issue be placed on the agenda. 3. “Idea-a-month”
    • GoalModels Top 10 Methods to Initiate Change 4. Encourage creativity among others. 5. Get an assessment of your “change leadership” ability, then choose a skill to improve. 6. Cultivate a network of like-minded people
    • GoalModels Top 10 Methods to Initiate Change 7. Initiate a lunch/dinner with those who might work on your change idea. 8. Be a “cheerleader for change.” 9. Ask why your ideas weren’t accepted. 10.Collaborate with a competitor.
    • GoalModels Just try it Lead Change sideways!
    • GoalModels Two “positioning” exercises: •INDIRECT: Network Mapping (why does visualizing help?) •DIRECT: White Paper Draft (take an opportunity to work!)
    • GoalModels Mapping Your Key Network Outside Your Organization Inside Your Organization Jama Sharon Bill Pat Vicki Debi ME Cheryl Pam Daniel Carl Natasha Tracey
    • GoalModels White Paper Preparation 1. Write two sentences to define the issue/problem/need that will be addressed. 2. Explain your idea to solve the problem using 50 words or less. 3. Who is the audience? Who will make the “go/no go” decision? 4. Who else needs to be consulted or involved in developing a final draft of this white paper? 5. What is your plan/timeline for completing and submitting this white paper?
    • GoalModels Maggie McHugh-Parrish GoalModels, Inc. Atlanta, GA Maggie@GoalModels.com