Have you ever encountered a management situation that left you stuck and floundering? This hour-long Q&A forum addresses sticky situations faced by managers at all levels. Our panel of executives will share management techniques for skillfully resolving a wide range of sensitive subjects and scenarios.

1. MANAGEMENT METHODS
FOR STICKY SITUATIONS
With Alice Katwan and Glenda Gabriel

2. Bank of
America
L.E.A.D. for
Women
Corporate Subscribers

3. Copyright 2014, Women’s Leadership Coaching, Inc.
Jo Miller
CEO
Women’s Leadership Coaching, Inc.
• Specializes in helping women break into leadership in
industries that have been traditionally considered 'a man's
world', such as technology, finance and energy.
• Since 1998, has developed and implemented leadership
development programs that have benefited women
worldwide.
• Delivers over 60 speaking presentations annually to
audiences of up to 1,200 women for women’s conferences
and corporate women’s initiatives.

4. Copyright 2014, Women’s Leadership Coaching, Inc.
Glenda Gabriel
Neighborhood Lending Executive
Bank of America
• National responsibility for meeting the homeownership needs of low-to-
moderate income (LMI), first time homebuyer and multicultural (MC)
customers, delivering the wide range of Enterprise financial solutions.
• Her team builds relationships with local and national non-profit housing
organizations, key real estate influencers, and professional member
groups aligned with Bank of America’s promise of responsible lending.
• With Bank of America since 2006. She has held previous leadership
positions with J.P. Morgan Chase, Procter & Gamble and Clorox.
• Executive co-sponsor for the Bank of America’s LEAD for Women and
a member of the Global Diversity and Inclusion Council.

5. “I enjoy developing people,
empowering them to find
their own unique talents,
gifts and voice to reach
their full potential.”
— Glenda Gabriel

6. • Leads the Western Region Sales team at Genesys, a leading
provider of customer engagement and contact center solutions
with more than 3,500 customers in 80 countries.
• Focused on changing business models and breaking into the
new era of SaaS.
• Highly successful in building relationships externally and
internally and with executive level decision makers both in
business and IT.
• Has held sales leadership positions at Netapp, BEA, Red Hat.
Alice Katwan
VP of Sales
Genesys

7. “I enjoy motivating and
mentoring folks to achieve
their goals as well as
promoting a collaborative
team environment.”
— Alice Katwan

8. In this webinar
• Managing others
• Managing without authority
• Managing upward
• Q&A

9. #WLCwebinar
@WomensLeadershp

10. @AliceKatwan
@Jo_Miller
@Womensleadershp
Women’s Leadership Coaching
#WLCwebinar

11. Managing
Others

12. Copyright 2014, Women’s Leadership Coaching, Inc.
What is the hardest thing
about becoming a first-
time supervisor?

13. Copyright 2014, Women’s Leadership Coaching, Inc.
• Establishing credibility
with employees and
leaders.
• Separating friendships
from business.
• Managing different skills
sets and personalities.
• Establishing guidelines
and process.

14. Copyright 2014, Women’s Leadership Coaching, Inc.
What can I say to my team
when I do not have the
answer?

15. Copyright 2014, Women’s Leadership Coaching, Inc.
Leadership requires
managing ambiguity:
• Be honest, straight
forward.
• Share what you know
when you know it.
• Some situations require
confidentiality and timing.
• When you don’t know,
find out and in the mean
time — don’t fake it!

16. Copyright 2014, Women’s Leadership Coaching, Inc.
Don’t
fake
it!

17. Copyright 2014, Women’s Leadership Coaching, Inc.
What advice can you
provide on letting go of
key elements of your
business by delegating
them to others?

18. Delegating is crucial
to your success.
It takes time up front,
but in the long run it
will save you time and
allow you to focus on
the big picture.
Let them know you believe in them
and want them to succeed.
Allow the team to
participate in key initiatives.

19. Copyright 2014, Women’s Leadership Coaching, Inc.
What are some tips for
preparing for a difficult
conversation with an
employee?

20. Copyright 2014, Women’s Leadership Coaching, Inc.
• Be prepared, positive.
• Facts, not hearsay.
• Be hard on the issue,
not on the person.
• Actively listen and keep
an open mind.
• Remember what you.
permit, you promote
• Agree on an action plan.

21. Copyright 2014, Women’s Leadership Coaching, Inc.
How do you tell a team
you are disappointed in
them without crushing
their spirit?

22. • Start and
end with a
compliment.
• Tell a story that relates to
the situation and it how it turned around.
• Acknowledge that you are confident
they have the skills to do better and
achieve the goal.

23. Copyright 2014, Women’s Leadership Coaching, Inc.
How do you handle a
difficult conversation with
a subordinate that must
take place by phone as
you are in different
locations?

24. 1. Prepare for the conversation.
2. Close the distance with technology if possible.
3. Be specific about the concern(s).
4. Avoid negative language.
5. Be collaborative and supportive to find a joint
solution – fairness is key.
6. Keep your promises to each other.

25. Copyright 2014, Women’s Leadership Coaching, Inc.
What to say to an
employee who is
aggressively trying to
negotiate a pay increase
or a promotion.

26. Ask why
they feel strongly about
the raise or promotion.
Explain the company’s
policies/process around
evaluation cycles.
Put together
a plan to help
them achieve their
ultimate goal.

27. Copyright 2014, Women’s Leadership Coaching, Inc.
How do you deliver
constructive feedback
based on input from a 3rd
party without
compromising their
anonymity? Or should
you?

28. • Validate that the third party
concern is real, has merit.
• Make the feedback timely.
• Ask questions that drive
self-evaluation/awareness.
• Discuss the value of brand
• Ask the 3rd party to provide
direct feedback.
• Challenge all parties to
build a better relationship.

29. Poll:
Which situation do you find
the most challenging?

30. Managing
Without
Authority

31. Copyright 2014, Women’s Leadership Coaching, Inc.
How do you deliver
performance feedback to
a peer?

32. 1. Put yourself in
their shoes.
2. State the
behavior and
describe the
impact.
3. Give an
example or story
of how you
would address it.
1. Trust: Never
given, always
earned.
2. Start with
positive intent
and get to know
your peer.
3. Be open
about concern.
4. Find common
ground.
5. Align
goals/outcomes.
6. “Have the
talk” about how
to win together.
GLENDAALICE

33. Copyright 2014, Women’s Leadership Coaching, Inc.
How can I deal with
another manager who is
always competing with me
or thinks I’m a threat to
him?

34. 1. Flip the
Script: Grow
an ally.
2. Be the
grown up.
3. Set joint
goals and
focus on
results.
4. Recognize
joint success.
5. Manage the
relationship.
6.Quantify the
benefits.
1. Be an
advocate for
collaboration.
2. Include him/her in
goals/targets so that
they have an
opportunity to achieve
equal success.
3.Give him/her
credit for work
well done.
GLENDA ALICE

35. Managing
Upward

36. Copyright 2014, Women’s Leadership Coaching, Inc.
How to best approach
upper management when
advocating promotions or
title changes for your
team, based on their
performance.

37. Copyright 2014, Women’s Leadership Coaching, Inc.
• Tell your story.
• Talk about the talent on
your team: Current and
past work experience.
• Tangibly illustrate the
contributions and
accomplishments.
• Directly tie those results to
the company’s vision,
goals and success.

38. Copyright 2014, Women’s Leadership Coaching, Inc.
How do you overcome the
fear of speaking up with
senior leaders when you
disagree with the direction
they are taking?

39. Copyright 2014, Women’s Leadership Coaching, Inc.
• Establish credibility.
• Before speaking, reverse
roles to understand how
the person will feel when
you communicate your
view point.
• Be confident, clear and
concise.
• Don’t make it personal!

40. Copyright 2014, Women’s Leadership Coaching, Inc.
What is a good way to
deal with a leader who
believes they are open to
new ideas, but their
responses are normally
defensive?

41. ALICE
• Make it their idea, too.
• Frame it in a way that’s non-
threatening for them.
• Explain how it benefits
everyone.

42. GLENDA
• Take the high road.
• Realize that bosses are human too!
• Know their whys, preferences and
business – it never hurts.
• Do not personalize interactions – learn.
• Think big picture.
• Be liberal with credit and praise.

43. Copyright 2014, Women’s Leadership Coaching, Inc.
How to say no to your
superiors when they have
unrealistic expectations of
your team.

44. Copyright 2014, Women’s Leadership Coaching, Inc.
Leaders require gumption:
• Get to the heart of issue,
understand the reason(s)
behind the demands.
• Be fearless, strategic and
deliberate with your facts.
• Address the issue quickly.
• Ask for what you need.
• Manage expectations.
• Look for win-win scenario.

45. Be confident in your ability to
explain the “why” to secure buy-in.
Look for a win-win scenario.

46. Copyright 2014, Women’s Leadership Coaching, Inc.
Any tips for working with
leaders who are in conflict
with each other when you
need the support of both?

47. • Clearly articulate the
situation.
• Understand their position
and explain the conflict.
• Schedule a meeting or call
so that everyone can come
to an agreement.

48. “Let them know you
want them to
succeed.”
— Alice Katwan
“Be hard on the
issue, not the
person.”
— Glenda Gabriel
“Trust: never given,
always earned.”
— Glenda Gabriel
“Collaborate: make
it their idea, too.”
— Alice Katwan

49. Copyright 2014, Women’s Leadership Coaching, Inc.

50. Copyright 2014, Women’s Leadership Coaching, Inc.
The Happiness Advantage
By Shawn Achor.
Crucial Conversations
By Kerry Patterson, Joseph
Grenny, Ron McMillan, and Al
Switzler.
Recommended

51. Copyright 2014, Women’s Leadership Coaching, Inc.
Closing thought
• Alice Katwan
• Glenda Gabriel

52. Copyright 2014, Women’s Leadership Coaching, Inc.
• Think of a time when you encountered a sticky
situation with:
a) Managing others,
b) Managing upward, and/or
c) Managing without authority.
• How did you handle that situation?
• What worked? What would you do differently
next time?
Discussion questions