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1© 2014, IdeaShape
Pam Fox Rollin, MBA
Executive Coach, IdeaShape
May 8, 2014
AccelerateYour Leadership Performance:
From Acceptable to Awesome
for SMEI
2© 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 Didn’t Hand You
When You Made VP, Director, or
3© 2014, IdeaShape
Glad you’re here
4© 2014, IdeaShape
How far will I go?
5© 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© 2014, IdeaShape
And yet
• There are a lot of great marketers
• Many work hard, but don’t grow much
• Some rise, many stall out
• Most CMOs (and CEOs) don’t come
from Marketing
7© 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© 2014, IdeaShape

What if I get better at… ?
• Analytics
• Written and verbal communications
• Legacy and new marketing methods
• Execution-focused, accountable
• Management practices
9© 2014, IdeaShape
Differentiator: Leadership
specifically, marketing leadership
10© 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© 2014, IdeaShape
12© 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© 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 you’re 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© 2014, IdeaShape
Clarity wins!
18© 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© 2014, IdeaShape
• Create “us”
• 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© 2014, IdeaShape
Create “us”
22© 2014, IdeaShape
Elevate you and engage them
• “Leader in the house” VERSUS ego
• Build cohesiveness AS you adjust the team
• Create clarity WHILE you’re learning
• Show people how to work with you AND make
the team work for them
23© 2014, IdeaShape
Lead with Balance
Insights for marketers from Myers-Briggs
Gather and
Create Info
Make
Decisions
Sensing
iNtuiting
Thinking
Feeling
Open Decisive
24© 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© 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
• We’re in a pattern
• I’m 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”:
“here’s what I can do”
Make allies everywhere
27© 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© 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© 2014, IdeaShape
Diversity of
colleagues
Human brain
Flat world meets thick skulls
Skills for diversity
Gap
Time
30© 2014, IdeaShape
Women of the Himba tribe of Namibia
(7000 Himbas left)
Women of the Himba tribe of Namibia
(7000 Himbas left)
31© 2014, IdeaShape
Like Me Not Like Me
Good Bad
32© 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© 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© 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© 2014, IdeaShape
Map the change challenge
What they do now
What you want
them to do
36© 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© 2014, IdeaShape
• Use your strengths and
navigate your weaknesses
• Learn ferociously wherever you are
You grow fast enough to keep leading
Develop
Yourself!
38© 2014, IdeaShape
Leverage your strengths
• Your brand: at intersection of where you
excel, what you love, what’s 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© 2014, IdeaShape
Plan for your weaknesses
• Embrace your productivity style - it’s 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 what’s
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© 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]”
What’s going on for you right now? (Not an explanation of why you did it!)
“My experience of the situation was different.”
Here’s 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© 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© 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© 2014, IdeaShape
To lead in marketing,
develop yourself
as a leader
45© 2014, IdeaShape
Glad to talk with you further
Pam Fox Rollin
IdeaShape Coaching & Consulting
pam@ideashape.com
408-245-2600

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Accelerate Your Leadership Performance - for Sales & Marketing Leaders

  • 1. 1© 2014, IdeaShape Pam Fox Rollin, MBA Executive Coach, IdeaShape May 8, 2014 AccelerateYour Leadership Performance: From Acceptable to Awesome for SMEI
  • 2. 2© 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 Didn’t Hand You When You Made VP, Director, or
  • 3. 3© 2014, IdeaShape Glad you’re here
  • 4. 4© 2014, IdeaShape How far will I go?
  • 5. 5© 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© 2014, IdeaShape And yet • There are a lot of great marketers • Many work hard, but don’t grow much • Some rise, many stall out • Most CMOs (and CEOs) don’t come from Marketing
  • 7. 7© 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© 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© 2014, IdeaShape Differentiator: Leadership specifically, marketing leadership
  • 10. 10© 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© 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© 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 you’re 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© 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© 2014, IdeaShape • Create “us” • 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© 2014, IdeaShape Elevate you and engage them • “Leader in the house” VERSUS ego • Build cohesiveness AS you adjust the team • Create clarity WHILE you’re learning • Show people how to work with you AND make the team work for them
  • 23. 23© 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© 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© 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 • We’re in a pattern • I’m 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”: “here’s what I can do” Make allies everywhere
  • 27. 27© 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© 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© 2014, IdeaShape Diversity of colleagues Human brain Flat world meets thick skulls Skills for diversity Gap Time
  • 30. 30© 2014, IdeaShape Women of the Himba tribe of Namibia (7000 Himbas left) Women of the Himba tribe of Namibia (7000 Himbas left)
  • 31. 31© 2014, IdeaShape Like Me Not Like Me Good Bad
  • 32. 32© 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© 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© 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© 2014, IdeaShape Map the change challenge What they do now What you want them to do
  • 36. 36© 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© 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© 2014, IdeaShape Leverage your strengths • Your brand: at intersection of where you excel, what you love, what’s 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© 2014, IdeaShape Plan for your weaknesses • Embrace your productivity style - it’s 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 what’s 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© 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]” What’s going on for you right now? (Not an explanation of why you did it!) “My experience of the situation was different.” Here’s 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© 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© 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© 2014, IdeaShape To lead in marketing, develop yourself as a leader
  • 45. 45© 2014, IdeaShape Glad to talk with you further Pam Fox Rollin IdeaShape Coaching & Consulting pam@ideashape.com 408-245-2600

Notes de l'éditeur

  1. You’re a great marketer(roles from cards) You want to grow and rise(3-5 years)
  2. There’s a ton written about CMOs Very little that’s GOOD written on Mgr/Sr Dir
  3. Checked with 7 CMOs and VPs Mktg: AND HAVE FUN!
  4. 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
  5. EARLIER AND MORE OFTEN
  6. Tornado v. hurricane
  7. Tornado v. hurricane
  8. Nimble mix. What’s foreground, what’s background
  9. Myers-Briggs with many dozens of marketing teams, from Autodesk to LinkedIn
  10. Compared to your teams 3-5 years ago… more diverse, less diverse?
  11. 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
  12. *BUILD IS AUTOMATIC Challenging because we humans are by nature not great at valuing differences and relating well across them.We’re primed for “like me” or “not like me” … is this critter an ally in finding food or does it eat me? Obviously, we don’t 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 – aren’t 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 we’re 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, we’ve got a lot of work to do.
  13. See leadership potential in more people
  14. See leadership potential in more people
  15. See leadership potential in more people
  16. See leadership potential in more people
  17. What’s different about mktg - close to customer and pull all the way through the system