Vertical Leadership: Developing the Next Level of Women Leaders
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Learning Objective: Examine methods for helping female employees grow and develop into new leaders Change and development strategies can be difficult for some people. Executives are not effective until they are able to think strategically or lead change in their organization. That’s why vertical leadership will support women and advance strategic thinking. As managers learn and progress, the way that they think about processes will expand their competencies. Organizations should be asking questions such as “Do our female leaders possess the skills they need to think strategically?” The good news is that there is a way to move forward and up, helping organizations to grow and focus on their leadership programs. At the end of this seminar, participants will: a. Understand and define what “vertical development in leadership” is. b. Focus more on strategic development thinking in female employees. c. Make the development and the work inseparable. d. Create strong developmental networks at work. e. Make female leadership development a process, not an event.
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Vertical Leadership: Developing the Next Level of Women Leaders
- 1. Click to edit Master title style VERTICAL LEADERSHIP: Developing the Next Level of Leaders
- 2. Objectives • Understand and define what “vertical development in leadership” is. • Focus more on employee development and less on content. • Make the development and the work inseparable. • Create strong developmental networks at work. • Make leadership development a process, not an event.
- 3. Presenter _______________ Dr. Marcelle W. Davis, MBA Fun Fact: Running Title: Workforce Diversity Spec. Company: Fed’l Reserve Bank of Richmond Years of Experience: 20+
- 4. Panelist _______________ Lakecia Gunter Fun Fact: Love sports and travel Title: VP, Ecosystem Development and Operations, Programmable Solutions Group Company: Intel Years of Experience: 20+
- 5. Panelist _______________ Delores Johnson Davis Fun Fact: First Adventures Title: Senior Professional for Integration (Human Dimension) Company: United States Army Years of Experience: 34
- 6. What does Vertical Leadership Development mean to you?
- 8. Back to Basics • Know Yourself, Know Your Worth • Professional Assessments • Love/Hate List • Organizational Chart • Networking • Mentoring
- 9. Development Networks Advisory Council • Mentor • Advocate • Sponsor All for forward growth and momentum internally or externally!
- 10. Leadership Development Process Leaders • Take the time to develop your team • Re-think the evaluation process • Power and influence • Provide guidance Future Leaders • Build Advisory Council • Take advantage of professional development opportunities • Network • Take risks
- 12. "Your career is literally your business. You own it as a sole proprietor. You have one employee: yourself. You are in competition with millions of similar businesses: millions of other employees all over the world. You need to accept ownership of your career, your skills and the timing of your moves. It is your responsibility to protect this personal business of yours from harm and to position it to benefit from the changes in the environment. Nobody else can do that for you.“ Andrew S. Grove, Only the Paranoid Survive You, Inc. - Career Ownership
- 13. Career Development: What I Want is…Being clear about your goals and desires for growth avoids “manager assumption” Don’t assume people know what you want The squeaky wheel sometimes gets the grease
- 16. Who’s on Your board? Peers Senior Leaders (Men and Women)Manager External Network
- 17. Turn your mentors into sponsors
- 18. Say HOW before you say NO When TEDx organizers in the US and Europe ask 10 men to speak, When TEDx organizers in the US and Europe ask 10 women to speak, 9 say YES 9 say NO
- 19. CALL TO ACTION Refresh your network (1 new connection/month) Turn your mentors into sponsors Create a 5-yr Career Dev plan Develop Your X-Factor Ask for What You Want!
- 20. Some Keys to Thinking Strategically • Understand the Difference Between Leadership and Management • Develop a “Systems Perspective” • Have a “grab bag of different tools” • Use action and reflection (sensemaking) to unhook your immunity to change • Develop your deep listening skills • Focus --- how to lead in VUCA (volatile, uncertain, complex, ambigious) • Horizontal still matters: Vertical + horizontal = success
- 21. Audience Participation Questions and Answers with the Panel
- 22. Final Thoughts Thank You! • Marcelle: Marcelle.w.davis@rich.frb.org • Lakecia: lakecia.n.gunter@intel.com • Delores: delores.j.davis.civ@mail.mil
Editor's Notes
- There are two perspectives here to examine: The first is the way the personal development and the second is organizational development Vertical leadership
- There are two perspectives here to examine: The first is the way the personal development and the second is organizational development Vertical leadership
- Panelist ask why they
- “Become a craftsman- delivering quality work in excellence… build your expertise and they will come….” “Unique combination of skills that enable excellence- can take a leader at any level to places others cannot go” “Communications is Leadership” “Bring your best everyday- become indispensable” “The glass is half full”, “The best is yet to come” “To make our way, we must have firm resolve, persistence, and tenacity…” – Ralph Bunche
- Build our identity, what are your core competencies? What do you want to be known for The expert in…. Build your brand Breaking the Gender Barrier: Increase your Brand Value Be your authentic self Passionate Hard work and dedication speaks louder than your gender Fearless Courageous Advocates for each other- who’s T-shirt are you wearing? Who is your sponsor? Do you have a male sponsor? Writing short and long term career goals and revisiting them often in order to ensure timely execution. Career maps: Develop different career paths of senior NSG leaders to employees can see how to get “there”. 2) Being flexible and open to change (e.g. lateral moves, pursuing additional education, volunteering for projects, etc). 3) Verbalizing career goals and aspirations to individuals of influence (e.g. mentors, managers, career coach, etc). 4) Securing and investing in mentoring relationships both within the organization and externally. 5) Creating and maintaining a solid personal and professional brand. What are people saying about you when you are not present? 6) Ensuring that someone of influence is always "wearing your shirt" or advocating for you. While the book is positioned for minority professionals wishing to pursue executive level positions, the coaching tips and content are appropriate and applicable for any minority and non-minority business professional wanting to advance their career. This is a must read!! Good Is Not Enough, by Keith R. Wyche, is not the typical this-is-what-you-should-do-with-your-career book. It asks the target audience to review their professional strengths and weaknesses under the microscope of honest appraisal. It also highlights some unwritten do's and don'ts of corporate life. The list is especially helpful for people with no history of corporate employment in their background. What I found especially enlightening was the advice about lateral corporate movement and working for a company that fits your style. As it happens, I had just completed my first, so-called, lateral company move, when I found this book. Although I took a hellacious pay cut, it was well worth it. The move allowed me to attend valuable company educational programs, work with talented operators in my field, meet executive members of the company, and find a mentor. My mentor helped me evolved from supervising (doing things right), to managing (doing the right things). The move also helped me recharge my spiritual batteries. It worked out great. According to Andrew S. Grove, Only the Paranoid Survive, "Your career is literally your business. You own it as a sole proprietor. You have one employee: yourself. You are in competition with millions of similar businesses: millions of other employees all over the world. You need to accept ownership of your career, your skills and the timing of your moves. It is your responsibility to protect this personal business of yours from harm and to position it to benefit from the changes in the environment. Nobody else can do that for you." Truer words have never been spoken. Thank you,
- 88% of women want to advance to the next grade level.70% have the desire to be a senior leader. Insist that what is written in your focal document is clear and not able to be taken out of context Promotions come in 2 ways here: Scope and performance. Make sure you have both. Money- it’s okay to ask!
- Networking. The word alone strikes fear in the hearts of many. It’s so awkward and uncomfortable! It’s so inauthentic! It’s just so…so…exhausting. Let me be clear about one thing: Networking is all about building authentic relationships with real people. It’s not complicated. You’ve done it your whole life. Don’t turn this into something scary or awkward or uncomfortable. Networking can happen anytime, anywhere: It’s always about making a real human connection before anything else. Networking gives you access to the hidden or informal job market, which is a helpful tool even if you aren’t actively job searching. Allow me to explain this a little more. We’re all familiar with the formal job market: A company has an employment need so it creates a job description, posts an ad on the Internet, and receives a pile of resumes to fill the position. The informal job market, however, always exists in a much more hidden fashion. Before a job is made public (and sometimes before it even exists) there are informal opportunities. Through networking, you have access to these positions that other people never even know about. Not who you know, but who knows you.
- Many of these individuals are part of my board of directors What OUTCOMES do you want? What SKILLS and EXPERIENCES should they have? What TRAITS and BEHAVIORS should they have?
- Many of these will be mentors. the mentor “practices” what he “preaches.” A good mentor will not only tell you what the best approach is, but is utilizing the approach himself. He doesn’t send you in one direction while he goes another saying, “you have to learn the hard way.” The purpose of working with a mentor is to learn from his mistakes. Personally Interested in my overall success. Involved – I thank you for taking the time to get to know me, my goals, strengths and weaknesses. your care and concern about being concerned about Lakecia the employee but Lakecia the person. You gave me time to get settled in the areathe mentor should take a personal interest in the mentoring relationship. She should get to know you, how you work, what your goals are, what your strengths and weaknesses are, and any other pertinent information that you (the mentee) believe to be relevant. Listens – a good mentor will genuinely listen to your concerns and not be eager to get the conversation over. You shouldn’t be a list item on your mentor’s day sheet. He should know your current projects by name and be able to ask you, first hand, how things are going. Continues to Learn and Grow – a good mentor knows that he couldn’t possibly know everything there is to know in any given field today – the world has become much too complex. Things change, people change, circumstances change – and it’s all great. A good mentor will remain open to new ideas and even try them. Assumes You’re Great – a good mentor doesn’t assume that you’re a loser just because you are coming to him for advice. He recognizes that you have talent and are successful already, (otherwise, you wouldn’t be able to afford his fee!). At the very least, he should see your potential or otherwise not take you on as a mentee. Builds You Up – A good mentor is tuned in, tapped in, turned on, and in their wholeness, they will uplift you. When someone fosters insecurity in you, they are not tuned in, tapped in, turned on, and they’re not a good mentor for you in that moment.
- You may have to work for their endorsement but it is worth it. It will boost your career. We often have more mentors than sponsors. Over time you will develop a great rapport, you have proven your talent and abilities, ask if they will sponsor you? Mentors give, whereas sponsors invest. Mentors take an interest in counseling you because they like you or because you remind them of themselves. They will listen to anything, any issues you have, offer advice on topics that you dare not bring up to boss and colleague. First and foremost, you were “Authentic” – you truly practiced what you preached. Not only did you talk the talk you walked the walked. Thank you for being open, honest and transparent. the mentor “practices” what he “preaches.” A good mentor will not only tell you what the best approach is, but is utilizing the approach himself. He doesn’t send you in one direction while he goes another saying, “you have to learn the hard way.” The purpose of working with a mentor is to learn from his mistakes. Personally Interested in my overall success. Involved – I thank you for taking the time to get to know me, my goals, strengths and weaknesses. your care and concern about being concerned about Lakecia the employee but Lakecia the person. You gave me time to get settled in the areathe mentor should take a personal interest in the mentoring relationship. She should get to know you, how you work, what your goals are, what your strengths and weaknesses are, and any other pertinent information that you (the mentee) believe to be relevant. Listens – a good mentor will genuinely listen to your concerns and not be eager to get the conversation over. You shouldn’t be a list item on your mentor’s day sheet. He should know your current projects by name and be able to ask you, first hand, how things are going. Continues to Learn and Grow – a good mentor knows that he couldn’t possibly know everything there is to know in any given field today – the world has become much too complex. Things change, people change, circumstances change – and it’s all great. A good mentor will remain open to new ideas and even try them. Assumes You’re Great – a good mentor doesn’t assume that you’re a loser just because you are coming to him for advice. He recognizes that you have talent and are successful already, (otherwise, you wouldn’t be able to afford his fee!). At the very least, he should see your potential or otherwise not take you on as a mentee. Builds You Up – A good mentor is tuned in, tapped in, turned on, and in their wholeness, they will uplift you. When someone fosters insecurity in you, they are not tuned in, tapped in, turned on, and they’re not a good mentor for you in that moment. A sponsor takes interest in you and your career. They see furthering your career as an important investment in his or her own caerrer, org or vision. Their chief role is to develop you as a leader.
- Finish my sentence for me: When TEDx organizers in the US and Europe ask 10 men to speak, 9 say yes. When TEDx organizers in the US and Europe ask 10 women to speak... Go ahead, you know the answer... That's right. When TEDx organizers in the US and Europe ask 10 women to speak, 9 say NO. And, I understand there are a myriad of reasons for this. Even myriad good reasons for this, but here's the part I think we need to think about. When those 9 women say NO, they get to make NO DIFFERENCE. http://www.witi.com/articles/358/Women-Say-NO/
- . So I would insert as your FIRST call to action on that slide something like “Believe in your own potential” or “Have the courage to dream big” or “Own your superpower” or “Don’t dream it, BE IT!” (That’s the chorus of the closing song of Rocky Horror Picture Show.)