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Accelerate Your Leadership Performance - for Sales & Marketing Leaders

IdeaShape Coaching & Consulting
IdeaShape Coaching & Consulting

Here's a presentation I did for SMEI (Sales & Marketing Executives International) in May 2014. To hear my voice over the slides, go to https://www.youtube.com/watch?v=ZnRvVBbQpk4&feature=youtu.be If you have questions or want to discuss your leadership career, contact me via http://IdeaShape.com For more on SMEI: http://www.smei.org/events/event_details.asp?id=431732

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1息 2014, IdeaShape Pam Fox Rollin, MBA Executive Coach, IdeaShape May 8, 2014 AccelerateYour Leadership Performance: From Acceptable to Awesome for SMEI
2息 2014, IdeaShape Pam Fox Rollin 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 Didnt Hand You When You Made VP, Director, or
3息 2014, IdeaShape Glad youre here
4息 2014, IdeaShape How far will I go?
5息 2014, IdeaShape WIN in 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息 2014, IdeaShape And yet There are a lot of great marketers Many work hard, but dont grow much Some rise, many stall out Most CMOs (and CEOs) dont come from Marketing
7息 2014, IdeaShape Where CMOs/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息 2014, IdeaShape What if I get better at ? Analytics Written and verbal communications Legacy and new marketing methods Execution-focused, accountable Management practices
9息 2014, IdeaShape Differentiator: Leadership specifically, marketing leadership
10息 2014, IdeaShape Marketing Leadership Be strategic and thoughtfully bold Make the most of your team Drive value from differences Lead change like a pro Develop yourself!
11息 2014, IdeaShape
12息 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息 2014, IdeaShape Deal with the Swirl What the quarterly plan says What your boss wants now What sales is demanding What customers tell you What youre budgeted for What engineering will support What you think you can do What your team wants FOCUS
Showing up and doing your best is not enough.
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
How do we 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息 2014, IdeaShape Clarity wins!
18息 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息 2014, IdeaShape Create 緑壊 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.
What it takes to work well together We know the goal. We know what each person is doing. We communicate a lot.
21息 2014, IdeaShape Create 緑壊
22息 2014, IdeaShape Elevate you and engage them Leader in the house VERSUS ego Build cohesiveness AS you adjust the team Create clarity WHILE youre learning Show people how to work with you AND make the team work for them
23息 2014, IdeaShape Lead with Balance Insights for marketers from Myers-Briggs Gather and Create Info Make Decisions Sensing iNtuiting Thinking Feeling Open Decisive
24息 2014, IdeaShape Speak your 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息 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 Were in a pattern Im 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
See everyone as 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: heres what I can do Make allies everywhere
27息 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息 2014, IdeaShape All sorts 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息 2014, IdeaShape Diversity of colleagues Human brain Flat world meets thick skulls Skills for diversity Gap Time
30息 2014, IdeaShape Women of the Himba tribe of Namibia (7000 Himbas left) Women of the Himba tribe of Namibia (7000 Himbas left)
31息 2014, IdeaShape Like Me Not Like Me Good Bad
32息 2014, IdeaShape 83 teams 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息 2014, IdeaShape Teams with 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息 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息 2014, IdeaShape Map the change challenge What they do now What you want them to do
36息 2014, IdeaShape Master leading 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息 2014, IdeaShape Use your strengths and navigate your weaknesses Learn ferociously wherever you are You grow fast enough to keep leading Develop Yourself!
38息 2014, IdeaShape Leverage your strengths Your brand: at intersection of where you excel, what you love, whats 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息 2014, IdeaShape Plan for your weaknesses Embrace your productivity style - its 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 whats not working
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息 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] Whats going on for you right now? (Not an explanation of why you did it!) My experience of the situation was different. Heres 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息 2014, IdeaShape Ways to develop YouTube, TED, Podcasts, MOOCs, etc. Books, Online Reading Webinars, Seminars, Classes Leadership Development Programs Masterminds Classes Coaching Personal Reflection, Choice, and Action!
43息 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息 2014, IdeaShape To lead in marketing, develop yourself as a leader
45息 2014, IdeaShape Glad to talk with you further Pam Fox Rollin IdeaShape Coaching & Consulting pam@ideashape.com 408-245-2600

More Related Content

Accelerate Your Leadership Performance - for Sales & Marketing Leaders

  • 1. 1息 2014, IdeaShape Pam Fox Rollin, MBA Executive Coach, IdeaShape May 8, 2014 AccelerateYour Leadership Performance: From Acceptable to Awesome for SMEI
  • 2. 2息 2014, IdeaShape Pam Fox Rollin 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 Didnt Hand You When You Made VP, Director, or
  • 4. 4息 2014, IdeaShape How far will I go?
  • 5. 5息 2014, IdeaShape WIN in 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息 2014, IdeaShape And yet There are a lot of great marketers Many work hard, but dont grow much Some rise, many stall out Most CMOs (and CEOs) dont come from Marketing
  • 7. 7息 2014, IdeaShape Where CMOs/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息 2014, IdeaShape What if I get better at ? Analytics Written and verbal communications Legacy and new marketing methods Execution-focused, accountable Management practices
  • 9. 9息 2014, IdeaShape Differentiator: Leadership specifically, marketing leadership
  • 10. 10息 2014, IdeaShape Marketing Leadership Be strategic and thoughtfully bold Make the most of your team Drive value from differences Lead change like a pro Develop yourself!
  • 12. 12息 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息 2014, IdeaShape Deal with the Swirl What the quarterly plan says What your boss wants now What sales is demanding What customers tell you What youre budgeted for What engineering will support What you think you can do What your team wants FOCUS
  • 14. Showing up and doing 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 do we 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"
  • 18. 18息 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息 2014, IdeaShape Create 緑壊 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 takes to work well together We know the goal. We know what each person is doing. We communicate a lot.
  • 22. 22息 2014, IdeaShape Elevate you and engage them Leader in the house VERSUS ego Build cohesiveness AS you adjust the team Create clarity WHILE youre learning Show people how to work with you AND make the team work for them
  • 23. 23息 2014, IdeaShape Lead with Balance Insights for marketers from Myers-Briggs Gather and Create Info Make Decisions Sensing iNtuiting Thinking Feeling Open Decisive
  • 24. 24息 2014, IdeaShape Speak your 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息 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 Were in a pattern Im 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 everyone as 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: heres what I can do Make allies everywhere
  • 27. 27息 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息 2014, IdeaShape All sorts 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息 2014, IdeaShape Diversity of colleagues Human brain Flat world meets thick skulls Skills for diversity Gap Time
  • 30. 30息 2014, IdeaShape Women of the Himba tribe of Namibia (7000 Himbas left) Women of the Himba tribe of Namibia (7000 Himbas left)
  • 31. 31息 2014, IdeaShape Like Me Not Like Me Good Bad
  • 32. 32息 2014, IdeaShape 83 teams 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息 2014, IdeaShape Teams with 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息 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息 2014, IdeaShape Map the change challenge What they do now What you want them to do
  • 36. 36息 2014, IdeaShape Master leading 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息 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息 2014, IdeaShape Leverage your strengths Your brand: at intersection of where you excel, what you love, whats 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息 2014, IdeaShape Plan for your weaknesses Embrace your productivity style - its 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 whats 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息 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] Whats going on for you right now? (Not an explanation of why you did it!) My experience of the situation was different. Heres 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息 2014, IdeaShape Ways to 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息 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息 2014, IdeaShape To lead in marketing, develop yourself as a leader
  • 45. 45息 2014, IdeaShape Glad to talk with you further Pam Fox Rollin IdeaShape Coaching & Consulting pam@ideashape.com 408-245-2600

Editor's Notes

  • #6: Youre a great marketer(roles from cards) You want to grow and rise(3-5 years)
  • #7: Theres a ton written about CMOs Very little thats 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. Whats foreground, whats 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.Were primed for like me or not like me is this critter an ally in finding food or does it eat me? Obviously, we dont 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 arent 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 were 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, weve 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: Whats different about mktg - close to customer and pull all the way through the system