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Leading without formal authority - Coggle Diagram

- - - - discuss challenges
      - help wz career planning
      - hold you accountable
  - - - "I know the engagement of such and such a team will be important. I worked with them closely before and I'd be happy to connect with them to kick off this project."
      - "In my last organization, we experienced a similar challenge. I learned a lot through that, and I think I could help us avoid a few of the hiccups by leading this project."
      - "I've been working on developing a deeper understanding of our customer base. Because this project will involve a high level of customer analysis, I'd like to take the opportunity to lead the initiative."
      - Look beyond the task and ask yourself "How can I leverage my strengths and make a big impact?"
- - - - if it's my meeting:
        
        send out an agenda
        
        Explain the goals
        
        ** include an accurate time frame
      - As an attendee
        
        Get on the agenda
        
        ask action-oriented questions : Who will be responsible for this? What effect will this have on our customers? What's a reasonable timeline?
        
        listen to ask quality questions and answer
        
        Finally, you can lead by summarizing the meeting and making sure there are action steps moving forward
        
        Over time, I learned there is great value to speaking last. After a long meeting, it can be challenging to wrap up, so here's what you can do.
        
        review themes
        
        report on action items
        The person who is good at summarizing in a strategic way is automatically perceived as a leader.
        
        Being able to summarize a meeting strategically, and not just tactically, sets you apart as a leader.
- - - - private
        
        position urself as someone who has your boss's best interest at heart
        
        You simply say, "You know, I've got your back. And it occurred to me that I'd be remiss if I didn't point out this possible issue before you went forward." Or, "I was thinking about this situation and it reminded me of another challenge we solved."
      - public
        
        only correct ur boss in public when it must be done at that moment
        
        When you jump in in public, you need to do three things. First, validate your boss. This can be simply, "Thanks for bringing that up, Kelly." That sends a signal to the room that your boss is smart and important. Next, correct, but not too overtly. Instead of saying, "That's the wrong number." Try, "We have some updated figures." Or, "It might be important to consider x." You want your intervention to be conversational, not directive. Guide your boss to the right place. Don't cut them off. Finally, flip the conversation back to your boss. After you've made the correction, you can give them back control by saying something like, "Thanks for letting me jump in here."
  - - - immoral
      - high imapct
      - time sensitive
      - frequent occurrence
    - - discuss behaviours
      - focus on a sucessful outcome
      - stick to the facts
  - - - make a specific ask
      - say , " thank u "
      - frame the situation
- - - - Number one, keep your word.
      - Number two, use body language. When you're speaking to someone, making eye contact and leaning into the conversation sends a signal to the brain that you're interested, not threatening. If your eyes are always in your phone or looking at the floor, you will not appear as trustworthy.
      - Number three, be both competent and warm
        They write that the first step in getting someone to trust you at work is to be competent and good at your job. The second step is to be warm. The authors describe being warm as being human and admitting vulnerability.
      - don't gossip. When people hear you talking about others, they know it's only a matter of time before you start gossiping about them.
      - Number five, admit when you were wrong. If you made a mistake, which we all do, own up to it. Someone who admits fault is much more trustworthy in the longterm than someone who tries to shift the blame.
      - And number six, trust others, until they give you a reason not to. If you're an ambitious person, it can be tempting to want to control everything, constantly follow up and micromanage, but if you want someone to trust you, show that you trust them.
  - - - don't lose the tether.
        make sure to always give credit to the originator of the idea, the tether. This helps someone see that there's public recognition for bringing good ideas to the table, instead of the risk that someone else will steal your idea and claim it as their own.
      - Ask for input
        **To start, begin asking for their input on your work and model receiving that feedback well. Thank people for their feedback and act on it, follow up with them, and highlight the difference that feedback made and how you're grateful for their help.
      - Foster psychological safety. If people don't feel psychologically safe, they won't ask for or give opinions. It's too vulnerable and too risky in a toxic environment.
      - seek diverse perspectives
        Ask yourself, who has worked on a project like this before? Has someone else had a customer like this? Does one of your coworkers have experience from a previous organization that might be helpful? You'll get more and higher quality collaboration, and you'll also develop more relationships throughout your organization.