The 2012 Aspire

Leadership

Presence & Impact

Workshop

Why Presence and Impact?

“Presence and Impact is

consistently rated by CEOs

as the number 1 most

important skill to be a

successful leader (over and

above doing a good job,

intelligence and technical

expertise)”

Success Secrets of Female

Leaders, Aspire Report 2010

7%

55% 38%

Tone

Mehrabian, Albert & Ferris, Journal of Consulting Psychology, 1967

Words

Energy

Components of Presence and Impact

Life, Work, World Leadership

Life Leadership

Work Leadership

Community &

World Leadership

What I want from today is….

On tables, everyone

introduce yourself and

answer,

“What I most want from

today is……”

Women in Leadership

“8 in 10 women

experience stress

in trying to balance

it all, not just work

and family but the

expectation of

perfection”

Women in Leadership

Conference Board, DYG

Social Trends Research 2012

“If you are not at the table, you are on the menu”

Madeleine M. Kunin, 1st Female Governor of Vermont, USA

• Welcome and Introductions

• Presence and Impact Model

• Feedback Exercise (small group)

• Break c. 11am

• Leader Identity

• Lunch c.1pm

• Organisational Awareness

• Leader Typing (small group)

• Break c. 3.20pm

• Practice Session (small group)

• Networking Reception 5pm

Today’s Agenda

The ‘Rules’

What agreements or

‘rules’ do you want to

set with each other so

that the day is as

effective as possible?

Go Big or Go Home!

Your dream

outcome for

your leadership

presence and

impact scenario

“For women to be

considered as competent

as men, perceivers must

be given evidence of

women’s greater ability or

superior performance

compared to their male

counterparts”

(Deaux & Kite, 1993).

The Tiara Syndrome

Leadership Presence & Impact Model

Resilient Integrity

Organisationally Aware

Leadership Type

Practice

Courage

Action

‘Integration of Self

and Organisation’

Base Line: Knowledge, Technical Skills and Experience

Leader Identity

Values

Beliefs & Purpose

Behaviours

Vision

‘Self Focus’

“Only 3% of

women get

feedback on their

presence and

impact”

Sylvia Ann Hewlett,

Economist and the Founding

President of the Center for

Talent Innovation, 2012

Leader Feedback Exercise

Networking Break

Leadership Identity

• Find your values

- “What matters most to me?”

• Know your beliefs & purpose

- “What am I willing to brave and

take a stand for and why?”

- Vision

“Why do I do want for the future?”

Values

The core of who you are

as a leader.

Values are your internal

compass.

Values Based Leadership, Bob Rue, PM Magazine, 2001

Identify Your Values

Values are Core

E.g Value of Balance

Life – making time for

friends/family

Work - working flexibly or

part time

Leadership – supporting team in

balance, advocating

for a new part time

policy

What are your

values?

Which of these

values are most

important in

terms of your

leadership?

Values

For these 3 values, what do you

believe?

Beliefs

Behaviours

1) Not live to our values

2) Live to our values

3) Leave that environment

“Girls are taught to be good

girls, do as you are told,

don’t rock the boat. Girls are

praised throughout their

education for doing as

they’re told – for being

compliant”.

Anderson, GlassHammer

2011

They won’t like me

They won’t respect me

They will think I am stupid

What I say won’t be heard

It won’t work anyway

I shouldn’t be here, I am about to get found out!

F.e.a.r.

Authenticity

... is not about acting in ways that feel

comfortable or familiar, but rather is

about acting on one’s core values in

order to advance the work required to

accomplish shared goals

‘Fu et al, Pursuit of who’s happiness? Executive leaders’ transformational

behaviours and personal values’, Administrative Science Quarterly, 2010

Leadership Purpose

If you are clear WHY

you are doing

something and WHO

or WHAT you do it for,

you will be have more

confidence and more

presence and impact.

More tangible outcome

of values and beliefs

What is your ‘for the

sake of’?

Leadership Purpose

Can you live

without

everyone liking you?

The Marmite Affect

Flat Line

What are you willing to take a stand

for?

Behaviours

“ I will take a stand

for (insert value and

belief)because

(insert for the sake

of)

‘Soft’ or ‘Hard’

Behaviours

‘Typically masculine behaviour

tends to be assigned a higher

value in the workplace’.

‘Women and Men’ by Sophie Hahn and

Anne Litwin. Published in Managing in

the Age of Change: Essential Skills to

Manage Today's Workforce 1995

You can fail and not die!

The Purpose Rudder

Leadership Purpose

“An elevated sense of purpose

challenges leaders to move

outside of their comfort zone,

gives them a compelling

reason to face down their fears

and insecurities and take action

in spite of them”

Quinn, Building the bridge as you

walk on it: A guide for leading

change, 2004

Action Point

With regards to your scenario,

1) Which value and associated

belief could make the most

difference?

2) What new or improved

behaviour would you need to

adopt to really express this

value?

“Fierce leadership meets

nobody halfway. Without a

clear sense of what’s

important, without principles

and values to be ‘true’ to, it will

be difficult to do the hard things

that happen to be the right

things.”

Susan Scott, Author of Fierce Leadership

“What is your ideal future?”

(personal

AND professional)

Leadership Vision

Reality

Leadership Vision

Networking Lunch

Leadership Presence & Impact Model

Resilient Integrity

Organisationally Aware

Leadership Type

Practice

Courage

Action

‘Integration of Self

and Organisation’

Base Line: Knowledge, Technical Skills and Experience

Leader Identity

Values

Beliefs & Purpose

Behaviours

Vision

‘Self Focus’

Resilient Integrity

Resilient – awareness of norms, ‘unwritten rules’, communication

and ability to bounce back fast

Integrity – being your best self, acting on one’s values, beliefs and

purpose for the sake of your organisation.

“Those who do not have the

tools to access this maze of

“unwritten rules” and the

important knowledge these

rules provide remain left out, no

matter how competent they are”

The Unwritten Rules: What You Don’t

Know Can Hurt Your Career

Catalyst 2008

Organisational Awareness

“The Unwritten Rules. What You Don’t Know Can Hurt Your Career” Catalyst 2008

The Top Unwritten Rules

Be yourself (values, beliefs,

vision) but adapt style when

needed.

‘Never be a second-rate

version of someone else, be a

first-rate version of yourself‘

Judy Garland

Adapt?

Leadership Style = what you do

and adapting your approach.

Leadership Type = who you are

being/energy that you bring no

matter what, your impact.

Drawn from common archetypes

from the work of Jung,

Campbell, Myss and Reynolds

Aspire Leadership ‘Typing’

• Inclusive

• Diplomatic

• Communicator

• Warm

• Nurturing

The Collaborator

Examples: Nancy Pelosi or Mother Teresa

The Pioneer

• Visionary

• Risk taker

• Strategic

• Spirited

• Resilient

Examples: Anita Roddick or Oprah Winfrey

• Bold

• Assertive

• Protective

• Demanding

• Powerful

The Warrior

Examples: Angela Merkel or Angelina Jolie

• Wise

• Approachable

• Egoless

• Knowledgeable

• Calm

The Sage

Examples: Christine Laggard or Maya Angelou

• Innovative

• Playful

• Intuitive

• Entrepreneurial

• Unconventional

The Creator

Examples: Marjorie Scardino or Lady Gaga

• Authoritative

• Intelligent

• Self assured

• Regal

• Change maker

The Queen

Examples: Hillary Clinton or Helen Mirren

Presence and Impact as Type

Leadership

Type

If you were to

increase the dial

of your type,

what could the

positive impact

be?

You are all of these

types and more!

Remember...

Networking Break

Leadership Presence & Impact Model

Resilient Integrity

Organisationally Aware

Leadership Type

Practice

Courage

Action

‘Integration of Self

and Organisation’

Base Line: Knowledge, Technical Skills and Experience

Leader Identity

Values

Beliefs & Purpose

Behaviours

Purpose

‘Self Focus’

Practice Session

The Learning Steps

• Values Driven

• Strong Beliefs

• Aligned Behaviours

• On Purpose

• Authentic Type

• Organisational Aware

• Communicating Powerfully

Who do you need to be?

‘BE’ the Best You!

‘Rage of the heart’

Take action beyond

your comfort zone

(and start to be ok

with being

uncomfortable!)

Courage

Action

What is one thing you commit to doing as a result

of today’s workshop? Find a Partner and Commit

• Sponsors

• Role Models

• Supporters

• Mentors

• Coaches

Support & Accountability

Pay it Forward

Share what you’ve learned today with at least 1 other

person or team in your organisation.

Are you one of the 20% who will?

Our goal is to positively impact the lives of 1 million women and girls by 2015

www.theaspirefoundation.org

• Leadership Style: June 13th Online

Webinar 90 mins

• Raising Your Profile: July 10th One

Day Workshop

• Powerful Communication: October

23rd One Day Workshop

Next Events