2. Speaker Bio
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Native of Northern California
Identical Twin; Middle of 6 Siblings
First Generation Graduate
Second Career Landing
People Subject Matter Expert
Director, Walmart Leverage
People Group
3. The Power of Influence
The ability to develop and
persuasively communicate
logical, convincing justifications,
including lessons learned, that
ensure commitment and
support for one’s perspectives
and initiatives
5. Balancing Competence & Warmth
Strength First
Undermines leadership
Encourages outward
compliance
Warmth First
Significantly contributes
to how others evaluate
us
Judged before
competence
Combined
Best Practice evidences
personal warmth first
followed by competence
Source: Connect Then Lead; Cuddy, Amy J.C., Kohut, Matthew and Neffinger, John.
Harvard Business Review, July/August 2013.
6. Developing and Increasing Trust
Prelude
Our Brand gets there
before we do
IQ/EQ
Softskill muscle
development
Connect
The need to belong is
universal
Character
Greater good
Listen well
Sponsorship is key
The company we keep
reflects our image to
the world
Solicit feedback on
the How
Regular selfperception checkups
Vertical & Horizontal
Authentic
Personhood first
Warm
Faithful
7. Horizontal Capability Model
Influence
Reward & Recognize
Horizontal
Capability
the ability to effectively
workGoal Alignment
cross functionally
to optimize the productivity loop
and drive growth, leverage, and returns.
Process Improvement
Relationships &
Partnerships
8. Guiding Principle: Balance Vertical & Horizontal
Vertical
Vertical
Vertical
Example:
Customer
Focused
Example:
Influence &
Communication
Example:
Example:
Operational
Excellence
Conflict Resolution
Example:
Example:
Execution &
Results
Collaboration
New leadership capabilities will result from combining
vertical strengths with effective horizontal behaviors.
9. What Does Leadership Success Look Like?
• Leaders are skilled at working horizontally
• Leaders flex influence and communication skills vs.
command and control
• Leaders don’t neglect the vertical
• Leaders are effective listeners
• Leaders bring your strategic authentic self
• Leaders pursue excellence; set the bar
• Leaders never win alone
10. Discussion Questions
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Why do we so often
underestimate the need
for Influence skill
building?
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Do females have a
tendency to be more
critical of other female
colleagues?
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What best practices can
you share with the
group?
11. Make a Lasting Impression
1. Start with warmth
2. Clearly articulate who you are; but
also demonstrate you listen well
3. Clearly articulate how you add
total company value
4. Recognize intelligence is just the
price of admission; and execution
is just table stakes
5. Be easy to help; embrace feedback
6. Be the change you want to see
Notas del editor
During crises, these are the people who are able to keep that influence conduit open and may even expand it. Most people hate uncertainty, but they tolerate it much better when they can look to a leader who they believe has their back and is calm, clearheaded, and courageous. These are the people we trust. These are the people we listen to.
Strength: We’re sure of our own intentions and thus don’t feel the need to prove that we’re trustworthy— despite the fact that evidence of trustworthiness is the first thing we look for in others.People don’t care how much you know, until they know how much you care.Warmth: “spontaneous trait inferences”—the snap judgments we make when briefly looking at faces. Their research shows that when making those judgments, people consistently pick up on warmth faster than on competenceCombined: The traits can actually be mutually reinforcing: Feeling a sense of personal strength helps us to be more open, less threatened, and less threatening in stressful situations. When we feel confident and calm, we project authenticity and warmth
Who we are as people determines who we are as leaders
Skills – Drives Cross Functional Agility Develops and maintains key strategic partnerships, networks, and alliances that create cross-functional leverage. Develops and drives innovative strategies that foster cross-functional collaboration and efficiencies. Creates and communicates a broad vision that leverages our scale and transcends team and functional boundaries. Acts as a catalyst in building trusting partnerships and alliances across silos; demonstrates empathy for the impact of change Establishes a culture of joint accountability and optimal cross-functional collaboration
Optional Questions: What have you found effective to change minds when people are resistant to your ideas?Optional Questions: Are there examples you would like to highlight where we have done this well, or not so well, and what we have learned from them?Are there examples you would like to highlight where we have done this well, or not so well, and what we have learned from them?