360 Degree Leader Workshop 4 PPT

© 2006 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 1

Principles 360-Degree Leaders Practice to Lead Across

K.C. Wu, Vice President, Business Intelligence and Data Services (BIDS)

Kathleen Makranyi, Chief of Staff & Dir. of Communications - CVCM

Cisco Asian Affinity Network

Career Development Workshop # 4


Agenda

Quick recap of Workshops # 1 – 3

Leading Across Workshop

Q&A

CAAN Mentoring Program

Announcements


Quick Recap

Workshop #1 – Myths:

A position doesn’t make a leader, but a leader can make the position.

Workshop #2 – Challenges:

The role of leaders in the middle of the organization is to add value to the organization

and to the leader.


Quick Recap

Workshop #3 – Leading Up:

If you want to lead up, you must always lead yourself first. If you can’t, you will

have trouble building credibility and exerting

influence. You must also take responsibility for

connecting up.


Understand, Practice, Complete the Leadership Loop

Principle #1


The Leading Across Challenge

Leading your peers is no simple task. It’s easy for an effective leader to lead followers, but leading across can be difficult—especially for highly productive people who must be aware of perceptions of them among their peers.


The Leadership Loop

1. Caring – Take an interest in people.

2. Learning – Get to know people

3. Appreciating – Respect people

4. Contributing – Add value to people

5. Verbalizing – Affirm people

6. Leading – Influence people

7. Succeeding – Win with People


Key Learning

Leading across is not a one time event. Its an ongoing process

that takes time.


Put Completing Fellow Leaders Ahead of Competing With Them

Principle #2


Quick Poll

Are you more likely to find yourself competing with or completing your coworkers?

a. Compete with

b. Complete


All about mindset

COMPETING COMPLETING

Scarcity Abundance

Me First Organization First

Destroys Trust Develops Trust

Thinks Win-Lose Thinks win-win

Single Thinking (my good idea)

Shared thinking (our great ideas)

Excluding Others Including Others


Asian Balancing Cultures Model

Career Enhancing Asian Value Career Limiting

Works with team members

Harmony Avoids conflict

Respectful to boss Authority Reluctant to disagree

Sensitive to feelings of others

Concept of Shame Fearful of high risks

Does not boast Humility Does not get credit

Comfortable with rules

Tradition Not adaptable to change

Regards work team as family

Family Does not attend after hour work activities

Stoic, solid performer Emotional Restraint Not spontaneous

Studious, resourceful Learning Danger of narrow focus


Balancing Competing vs. Completing

A desire to compete is a leadership quality when controlled and directed positively

Healthy competition brings out your best, promotes honest assessment, creates camaraderie

Always compete for the team, org, company win.

Make sure competition raises the bar, morale, and performance.


Key Learning

Winning at all costs will cost you when it

comes to trying to lead with your peers.


Be A Friend

Principle # 3


Friendship is the….

Foundation of Influence

Framework for Success

Shelter Against Sudden Storms

“The glory of friendship is not the outstretched hand, nor the kindly smile, nor the joy of companionship; it is in the spiritual inspiration that comes when one discovers that someone else believes in them and is willing to trust them.”

Ralph Waldo Emerson


Tips: Friendship at work

1. Make it your goal to be a friend, not to find a friend.

2. Listen. It’s the best way to understand people.

3. Find common ground not related to work.

4. Be available beyond business hours

5. Have a sense of humor

6. Tell the truth.


Key Learning

When you have friends you will know there is somebody who will stand by you.


Avoid Office Politics

Principle # 4


Quick Poll

How do you feel or react when you are around or hear office politics?

a. I want to hear more

b. Uncomfortable, career limiting

c. Its ok. Just a normal part of work


Two Ways To Get Ahead In Organizations

People Who Rely on Production People Who Rely on Politics

Depend on how they grow Depend on who they know

Focus on what they do Focus on what they say

Become better than they appear Appear better than they are

Provide substance Take shortcuts

Do what's necessary Do what's popular

Work to control their own destiny Let others control their destiny

Grow into the next level Hope to be given the next level

Base decisions on principles Base decisions on opinions


Tips: Maintaining creditability with peers

Avoid gossip

Stay away from petty arguments

Stand up for what’s right, not just for what’s popular

Look at all sides of the issue

Don’t protect your turf

Say what you mean, mean what you say


Key Learning

Playing office politics at work is a surefire way to alienate your peers. In the long run, integrity, consistency, and productivity always pay off in leadership.


Expand your Circle of Acquaintances

Principle # 5


Quick Poll

I use tools like Web 2.0 tools Facebook, LinkedIn, Twitter for social & professional networking.

a. YES

b. NO


How to expand your circle

Start with your inner circle and who they know

Move beyond your area of expertise

Expand beyond your strengths

See past your personal prejudices

Change your daily work routine


Cisco Tips

Join an Employee Resource Group

Utilize face to face technologies as much as possible

Put your area of expertise in Cisco Directory so people can find you

Utilize CEC when looking for information


Key Learning

Collaboration is based on Relationships

The reality is that some leaders do little to connect with their peers across organizations.

As a 360-Degree Leader, you must take it upon yourself to connect with the person(s) that you want to influence.


Let the best idea win

Principle # 6


Why we are attached to our ideas

Because we have made some sort of investment in them

Intellectual

Physical

Emotional


What leads to the best ideas?

360-Degree Leaders……

Listen to all ideas

Never settle for just one idea

Look in unusual places for ideas

Don’t let personality overshadow purpose

Protect creative people and their ideas

Don’t take rejection personally


Behavioral Change toBuild a Culture of Inclusion

Engagement

Innovation

Productivity

Leadership Talent

Inclusion

Effective manager-led development can boost intent to stay by 40%, job satisfaction by 37%, org commitment by 29% and overall performance by as much as 25%.*

Effective manager-led development can boost intent to stay by 40%, job satisfaction by 37%, org commitment by 29% and overall performance by as much as 25%.*

Employee Engagement Study, Corp Executive Board 160K employees in 36 countries*

Employee Engagement Study, Corp Executive Board 160K employees in 36 countries*


Key Learning

Leaders in the middle of organizations who help to surface good ideas are creating what an organization needs most. They produce energy and synergy among their peers.


Don’t Pretend You’re Perfect

Principle # 7


Let’s get real

One of the worst things leaders can do is expend energy on trying to make others think they are perfect.


How to be “REAL” in a competitive environment

Admit your faults

Ask for advice

Worry less about what others think

Be open to learning from others

Put away pride and pretense


Key Learning

People who are real draw others to them, develop trust, and are approachable


Questions?


Develop Mentorship – Lead Across

Mentoring relationships – play a crucial role in development of both the mentor and mentee

Goal is to obtain a fresh perspective on career development

Broaden network of personal and professional resources

Increase overall morale


Benefits of Mentor Relationships

Mentee

Trusted advisor to help position my career development

Expand professional network

Obtain advise with business challenges

Personal and professional growth

Access to broader range of professional experiences

Mentor

Personal development, transfer knowledge

Opportunity to analyze wins and failures

Expand professional network

Grow leadership pipeline

Increase job satisfaction

• Overall employee retention and loyalty

• Cross functional collaboration and teamwork


Mentoring Relationship: Roles & Responsibilities Mentee Mentor Direct Manager

Role A less experienced individual (mentee) who partners with a more experienced individual (mentor) to enhance capabilities and facilitate career development

An individual who acts as the “voice of experience” to a less experienced or knowledgeable individual. Ideally, mentor should not be direct manager

Career management and development oversight remain intact (including performance management, focals, compensation review)

Responsibilities Ultimately responsible for setting up and driving mentoring relationship:

Communicator Manager and mentor work together to establish appropriate and relevant action plan for learning and development

Goals, objectives, career plans Counselor Understand the mentoring program and the learning process to gain an appreciation of its purpose

Relationship structure Career Coach Help mentee identify appropriate & relevant mentor’s

Measures progress against expectations

Advisor Obtain approval from any suggested mentors prior to referring mentees

Prioritizes agreements & keeps commitments

Relationship broker

Open & honest Guidance & feedback

Leverages experience & learnings


Successful Mentoring Relationship

Mentoring process is driven by the Mentee

Expectations and goals to be established

Mentoring agreement should be time-bound

Complete the CAAN Mentor survey and respond to [email protected]

Know that your responses to the survey will be made public

http://wwwin.cisco.com/learning/mentoring/one_on_one_mentoring.shtml


CAAN Celebrates Asian Pacific American Heritage Month!

Where: MR3 - 3rd Floor - Game Room

When: Today! 4:30pm – 6pm

$10 - food catered by Wingstop

We'll be playing fooseball, ping pong and pool in the gameroom in MR3.

http://wwwin.cisco.com/wpr/floorplans/bldgid/SJCMR3/SJCMR3-AFP-3.pdf


!!!!SAVE THE DATE!!!!

CAAN Career Development Workshop #5

Topic: Principles 360-Degree Leaders Practice to Lead Down

Date: June 17th, 2009

Time: Noon – 1:30 pm PST


360 Degree Leader Workshop 4 PPT

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