![41© 2014, IdeaShape
How to receive feedback
“Thank you.”
Feedback is always a gift.
“Yes, I can see that.”
How is it even partially true? Find it.
“Help me see it... tell me more.”
What data? What meaning?
“I am glad you told me. I am ... [feeling, impact]”
What’s going on for you right now? (Not an explanation of why you did it!)
“My experience of the situation was different.”
Here’s where you choose whether to describe your perspective or hold it for later.
“I want to [learn from this, make it right, etc.] What can I do?”
Focus first on what you can do on your own. Then, invite them to look at the system.](https://image.slidesharecdn.com/accelerateyourleadershippamfoxrollinforsmei20140508-140710181621-phpapp02/85/Accelerate-Your-Leadership-Performance-for-Sales-Marketing-Leaders-41-320.jpg)
Uploaded byIdeaShape Coaching & Consulting
Accelerate Your Leadership Performance - for Sales & Marketing Leaders
The document outlines key strategies for enhancing leadership performance specifically in marketing roles, highlighting the importance of analytics, communication, and effective team management. It emphasizes the need for leaders to be strategically bold, adaptive to change, and capable of driving value through diversity and collaboration. The content also provides insights into personal development, team coherence, and methods for overcoming challenges in leadership.
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Accelerate Your Leadership Performance - for Sales & Marketing Leaders
- 1. 1© 2014, IdeaShape PamFox Rollin, MBA Executive Coach, IdeaShape May 8, 2014 AccelerateYour Leadership Performance: From Acceptable to Awesome for SMEI
- 2. 2© 2014, IdeaShape Pam FoxRollin • Executive coach to CMOs, VPs, Sr. Directors of Marketing and Sales leaders in Fortune 500 and emerging companies. • Facilitates senior team off-sites, strategy sessions, and high-value teambuilding in the San Francisco Bay Area • Guest instructor for MBA and executive education at Stanford, Berkeley, USF, and Wharton • Myers-Briggs Master Practitioner • Author, 42 Rules for Your New Leadership Role: The Manual They Didn’t Hand You When You Made VP, Director, or
- 3. 3© 2014, IdeaShape Gladyou’re here
- 4. 4© 2014, IdeaShape Howfar will I go?
- 5. 5© 2014, IdeaShape WINin the marketWIN in the market Move up and still have a life Move up and still have a life Create an awesome teamCreate an awesome team I want to…
- 6. 6© 2014, IdeaShape Andyet • There are a lot of great marketers • Many work hard, but don’t grow much • Some rise, many stall out • Most CMOs (and CEOs) don’t come from Marketing
- 7. 7© 2014, IdeaShape WhereCMOs/VP-Mktg come from 34% 13%24% 15% 14% Marketing Sales Domain/Industry Strat/Analytic Other functions Source: Ullrich & Associates, Getting to the Top, 2010; n = 226
- 8. 8© 2014, IdeaShape Whatif I get better at… ? • Analytics • Written and verbal communications • Legacy and new marketing methods • Execution-focused, accountable • Management practices
- 9. 9© 2014, IdeaShape Differentiator:Leadership specifically, marketing leadership
- 10. 10© 2014, IdeaShape MarketingLeadership Be strategic and thoughtfully bold Make the most of your team Drive value from differences Lead change like a pro Develop yourself!
- 11.
- 12. 12© 2014, IdeaShape •Keep up your strategic point of view • Craft your own agenda • Drive clarity • Choose smart wins Be strategic and thoughtfully bold You focus on what drives value for the business and accelerates your leadership
- 13. 13© 2014, IdeaShape Dealwith the Swirl What the quarterly plan says What your boss wants now What sales is demanding What customers tell you What you’re budgeted for What engineering will support What you think you can do What your team wants FOCUS
- 14. Showing up anddoing your best is not enough.
- 15. As a leader,you can be wrong. You can be too pessimistic or optimistic. You cannot be clueless. Create your strategic one-pager Identify and test your assumptions Keep learning and updating! Craft your strategic POV
- 16. • How dowe know that? • What would be a sign that we're wrong? • What if that's true, yet for part of the market, the opposite is true? • If someone wanted this project to fail, what might they do? • Whose expertise could give us a different view of this? Model “healthy paranoia"
- 17.
- 18. 18© 2014, IdeaShape Choose“quick wins” wisely • Makes a real impact on the P&L • Seen as a win by people with power • Relieves a significant pain for your team • Can be replicated, rolled out, scaled up • Engages cross-section of your team • Generates learning across your team
- 19. 19© 2014, IdeaShape •Create “us” • Balance open and decisive • Speak your mind, and mind your mood Make the most of your team You attract and keep top talent, and you get to sleep at night.
- 20. What it takesto work well together We know the goal. We know what each person is doing. We communicate a lot.
- 21.
- 22. 22© 2014, IdeaShape Elevateyou and engage them • “Leader in the house” VERSUS ego • Build cohesiveness AS you adjust the team • Create clarity WHILE you’re learning • Show people how to work with you AND make the team work for them
- 23. 23© 2014, IdeaShape Leadwith Balance Insights for marketers from Myers-Briggs Gather and Create Info Make Decisions Sensing iNtuiting Thinking Feeling Open Decisive
- 24. 24© 2014, IdeaShape Speakyour mind, Mind your mood • Be deliberate about “truth you know” and “truth you speak”; if it should be said, say it. • Say it with words. You are leaky - people are great at picking up nonverbal clues and lousy at interpreting. • To change your mood, change your mindset. • Do what it takes to reduce your stress.
- 25. 25© 2014, IdeaShape 2.Investigate View of the Other Person View of the Situation View of Yourself • Perfectly informed • Objective and correct • Superior or inferior to me • Idiot • Evil • You did something • You need to hear my feedback • Raising it could cause damage • My aim is to convince you to change • Partially informed • Subjective and curious • Fellow human • Cogently motivated • Focused on his/her agenda • We’re in a pattern • I’m willing to offer my observations • Talking could strengthen us • My aim is to help us be more effective Before you speak: check your mindset! OROR OROR OROR
- 26. • See everyoneas a potential ally • Get to know their world • Give when you can to build influence • Choose currencies that matter to them • Say “yes” or find the “yes” in your “no”: “here’s what I can do” Make allies everywhere
- 27. 27© 2014, IdeaShape •Make diversity productive You can lead complex and global initiatives, and you gain the best of your colleagues Drive value from differences
- 28. 28© 2014, IdeaShape Allsorts of differences Visible/Known Invisible/Unknown Age Gender Race Language Education Function Title Social network Personality Orientation Heritage Class background Self-development Expertise Experiences Deep network
- 29. 29© 2014, IdeaShape Diversityof colleagues Human brain Flat world meets thick skulls Skills for diversity Gap Time
- 30. 30© 2014, IdeaShape Womenof the Himba tribe of Namibia (7000 Himbas left) Women of the Himba tribe of Namibia (7000 Himbas left)
- 31. 31© 2014, IdeaShape LikeMe Not Like Me Good Bad
- 32. 32© 2014, IdeaShape 83teams of 4-6 graduate students working 9 weeks together on non-routine tasks ? Similar Different Average Low High High Performance Low Performance Performance amid diversity
- 33. 33© 2014, IdeaShape Teamswith more diverse people produce better results if 1. See differences as normal and healthy 2. Want to learn from each other 3. Take time to get to know and appreciate each other as people
- 34. 34© 2014, IdeaShape •Map the change challenge, every time • Become a master at leading change Your initiatives happen, you drive results, and your company stays relevant Lead change like a pro
- 35. 35© 2014, IdeaShape Mapthe change challenge What they do now What you want them to do
- 36. 36© 2014, IdeaShape Masterleading change • Building the case and vision • Growing the coalition • Figuring out the WIIFMs • Organizing and mobilizing the cascades • Slaying the dragons, not the skeptics • Rooting the change in systems and culture
- 37. 37© 2014, IdeaShape •Use your strengths and navigate your weaknesses • Learn ferociously wherever you are You grow fast enough to keep leading Develop Yourself!
- 38. 38© 2014, IdeaShape Leverageyour strengths • Your brand: at intersection of where you excel, what you love, what’s needed • Distinguish between results and strengths • Keep fresh on skills and knowledge to support your strengths • Turn your strengths into team strengths, rather than hoard that part of the work
- 39. 39© 2014, IdeaShape Planfor your weaknesses • Embrace your productivity style - it’s only a weakness when it limits your flexibility • Make allies, not excuses • Figure out which weaknesses to fix - the derailers for this job and your next • Make it easy for people to tell you what’s not working
- 40. Go get feedback •What am I doing that helps you accomplish X? (so I know to keep doing it!) • What do I do that sometimes makes things harder for you and the team? • What issues or people should I be giving more attention? • What might I be missing?
- 41. 41© 2014, IdeaShape Howto receive feedback “Thank you.” Feedback is always a gift. “Yes, I can see that.” How is it even partially true? Find it. “Help me see it... tell me more.” What data? What meaning? “I am glad you told me. I am ... [feeling, impact]” What’s going on for you right now? (Not an explanation of why you did it!) “My experience of the situation was different.” Here’s where you choose whether to describe your perspective or hold it for later. “I want to [learn from this, make it right, etc.] What can I do?” Focus first on what you can do on your own. Then, invite them to look at the system.
- 42. 42© 2014, IdeaShape Waysto develop • YouTube, TED, Podcasts, MOOCs, etc. • Books, Online Reading • Webinars, Seminars, Classes • Leadership Development Programs • Masterminds • Classes • Coaching • Personal Reflection, Choice, and Action!
- 43. 43© 2014, IdeaShape 1.Set yourself up for success 2. Map the terrain 3. Show up wisely 4. Start your wins 5. Create your management system 6. Stay smart 7. Set you and your team to thrive Succeed, right from the start
- 44. 44© 2014, IdeaShape Tolead in marketing, develop yourself as a leader
- 45. 45© 2014, IdeaShape Gladto talk with you further Pam Fox Rollin IdeaShape Coaching & Consulting pam@ideashape.com 408-245-2600
Editor's Notes
- #6 You’re a great marketer(roles from cards) You want to grow and rise(3-5 years)
- #7 There’s a ton written about CMOs Very little that’s GOOD written on Mgr/Sr Dir
- #11 Checked with 7 CMOs and VPs Mktg: AND HAVE FUN!
- #12 Fasten your seatbelt Cram course on some of the most important things that even smart, capable people MISS that makes a difference Mix of mindset and skills
- #13 EARLIER AND MORE OFTEN
- #14 Tornado v. hurricane
- #18 Tornado v. hurricane
- #22 Nimble mix. What’s foreground, what’s background
- #24 Myers-Briggs with many dozens of marketing teams, from Autodesk to LinkedIn
- #29 Compared to your teams 3-5 years ago… more diverse, less diverse?
- #31 These are women of the Himba tribe of Namibia in their village There are only 7000 Himbas left Teams I work with : diversity increasing almost exponentially
- #32 *BUILD IS AUTOMATIC Challenging because we humans are by nature not great at valuing differences and relating well across them.We’re primed for “like me” or “not like me” … is this critter an ally in finding food or does it eat me? Obviously, we don’t eat our psychological opposites, but this in-group/out-group template conditions our reaction to all sorts of differences. Can I count on that person to speak up for me in our next team meeting? Or, are they working some other agenda? We live and grow into our differences in social contexts that celebrate and discourage various aspects of who we are. In some families and cultures, children – especially girl children – aren’t supposed to initiate conversation. Or be imaginative. Or tough-minded. Plus, our typical ways of organizing and our images of leadership seldom help us make the most of differences. Many of our clients, and perhaps us, often act as if we’re looking for a superhero to save our fractured organizations, instead of seeing that power in ourselves working together. When I ask my clients who they turn to for advice and support… most describe people like themselves. So if we believe in the value of diversity, we’ve got a lot of work to do.
- #36 See leadership potential in more people
- #37 See leadership potential in more people
- #39 See leadership potential in more people
- #43 See leadership potential in more people
- #45 What’s different about mktg - close to customer and pull all the way through the system