Her Place at the Table: A Womans Guide to Negotiating Five Key Challenges to Leadership Success

GET READY TO MOBILIZE BACKERS: STRATEGIZING TO NEGOTIATE CRITICAL SUPPORT

You need strong backing behind you to take on a demanding assignment. Don't be tempted to minimize the impact key players can have or underestimate the difficulties of bringing everyone on board. You cannot take anything for granted. You can, however, negotiate!

Work Out Expectations

Solid working relationships with key people are not accidents. Unless you negotiate guidelines for your interactions, the relationships may get defined by default.

• What will be considered an unqualified success? By you? By your boss? By other key stakeholders?

• Do key players seem convinced that you are the right person for the role? Do they think you have the right skill set and the right experience? If not, how can you persuade them?

• Are you and key people on the same page in terms of the results they expect and how soon they want to see them?

• Are guidelines in place for your communications? How often? In what form? How much information do they need? How much feedback do you want? Are those expectations reasonable or do you have some revising to do?

• Have you negotiated (tacitly or overtly) the boundaries you need in order to balance your work and your private life?

Secure Strategic Responsibilities

Focus your time and effort on the things that matter. Strategic responsibilities have a direct impact on visibility and success. Remember, only you can prevent role erosion .

• Do your responsibilities involve work that the organization values? Can you link your functional responsibilities to concrete business objectives? Or do you need to negotiate a different mix?

• Do your responsibilities reflect your priorities? Are there some that you can offload?

• Do you have control over functions that create incentives for others to support you? That reinforce your authority? That make your contributions visible?

• Does your authority mirror that of your predecessor? If not, why not?

• Have the functions under your control kept pace with the role's expansion? If the role is a new one, have the responsibilities that go with it been clearly defined?

Have Key Leaders Make the Case

Unless the major players involved in making the appointment provide a clear rationale for their selection, others in the organization will jump to their own conclusions. Coach the key players on what they can do to pave your way. You do not want to be left to sink or swim.

• Have you recognized that your title or position may not be enough to supply the credibility you need?

• How are key players planning to announce your assignment? Who should make the announcement? When? In what forums?

• Are key leaders prepared to underscore the assignment's strategic importance? Will they explain why they chose you to take it on?

• Have they been primed to step in if the message needs reinforcement? Have you taken into account the time lag before results kick in and negotiated support during that critical period?

Seed Storytelling Opportunities

The talk in the office can either help you or hurt you. Recognize its power and actively manage it.

• Who are the swing peoplethe ones with influence across the organization? How should you approach them? What do you want them to say or do?

• Who are the skeptics that others listen to? How can you win them over?

• Who would benefit from knowing about the work you have been doing? Who should tell them about it?