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
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