DLA Piper WIN Client Training 11Th April 2014

DLA Piper WIN Client Training 11th April 2014

14:00 Introduction 14:20 Section 1: Confidence 15:00 Break 15:20 Section 2: Credibility 16:00 Section 3: Connectedness 16:45 Share ideas, wrap up 17:00 Close

Surface Tactics/ Confidence Techniques

Deep Mindset/ Confidence Deep Practise

Rate yourself Top 3 Reputational Drivers 10 (high) – Priority to Goal? – what would you change? 1 (Low) act on  Good with clients  Develops / wins clients  Safe work delivery (project /matter management)  Demonstrates technical strength with others (internal and external)  Commercial (makes the numbers, manages WIP and billing, controls budget)

 Commercial (talks business – not a geek)  Good with partners (helps them succeed)  Good with associates  Puts the hours in/ committed to the firm  Innovates/initiates  Confident  Reliable

© Møller PSFG Cambridge Limited 2011 6 Experience, competence To take your next career step: and knowledge .Where are you under/ Most visible but over-developed ? tip of the iceberg .What behaviour / activity/ skills and knowledge do you need to acquire or change?

Area where most people struggle to adapt and perform Style, image Relationships and and reputation networks How to change the perception Who are the key people of others to know, influence and trust?

3rd Dmitry Volkov Soviet Union 1:02.20

th VISION 4 Victor Davis Canada 1:02.38  Sport example: Be the world’s best swimmer 5th Tamas Debnar Hungary 1:02.50 6th Richard Schroeder United States 1:02.55

OUTCOME 7th Gianni Minervini Italy 1:02.93

 Sport example: Win Olympic gold medal for swimming 8th Christian Poswiat East Germany 1:03.43

PERFORMANCE  Sport example: Swim 100m in less than 62.3 seconds PROCESS  Sport example: Point of control

Work with the nutritionist for the best diet Changes Measures Practice 50 gun starts per day Practice 50 first length turns per day every Practice 50 ten metre week 100 chin curls twice a day at 15 kilo weight

My Career Goal My operating plan Activity that supports this * Actions I will take to get Time frame What I want to achieve I.e. things that I do on a Who can help me? started regular basis that support the goal

Short term

within 3 months

Mid-term within 6 months

Long term within 12 months

* I.e. what are the important things I must do regularly to move towards achieving my agenda item?

Your Reputation Headline (How people know you – a synthesis and shorthand version of how others describe you)

Current

Future

 Demonstrates technical strength with others (internal and external)

 Commercial (makes the numbers, manages WIP and billing, controls budget)

 Height  Voice  Gestures  Posture  Handshake  Smiling

The notion of authority is often associated with men, this can result from the fact that they are taller, heftily built, lower pitched voices they start with an advantage

After 2 minutes –

20% increase in testosterone

and a

25% decrease in cortisol

Mindset Behaviours Results

 Imposter syndrome  “ A legend in your own mind”  I’d like to thank …..  Are you going to apply?

Awareness Responsibility

Current behaviour/skill Flexibility level/impact

The impostor syndrome is a psychological phenomenon in which people are unable to internalise their accomplishments. Those with the syndrome remain convinced that they are frauds and do not deserve the success they have achieved. Proof of success is dismissed as luck.

Michelle Pfeiffer has been nominated for three Academy Awards and six Golden Global awards.

When asked how she had developed her gifts, Pfeiffer responded, “I still think people will find out that I’m really not very talented. I’m really not very good. It’s all been a big sham.”

In a study of 1000 Harvard Law Students found that in almost every category of skills relevant to practising the law women gave themselves lower scores than men.

We hold our selves back – we lack self confidence, we don’t raise our hands, we pull back not lean in

Behave as if:  Knock on the door  Put your hand up  Join up and join in  Lean in  Have a go  Take a risk

In my experience … What I know works is Credibility detractors:

My professional advice to you is …..  Hedging What is happening out in the market is ..  Over smiling  Apologising What other Practices/Firms are doing is …  Hesitating My experience tells me …..  Being humble  Softening I have a great deal of experience in this area  What do you think? I am an expert in ….  We, we, we I have led/managed/influenced

 Claim your authority  Don’t assume you have it  Don’t assume others will do it for you  Don’t let others take it away  Promote yourself  Use powerful language

 Use personal pronouns

 How certain are you of that?

 Statements versus questions  Why don’t you say what you mean?  Don’t talk when I am interrupting  Can anyone hear me?  Me myself I  Language – powerful or powerless  Negotiating inside out or outside in

“She cocked her head, filled the air with social chatter and above all smiled”

Ritual Sounds like Hesitations Well we could try…. I think we might Intensifiers I really do like that Tag questions Its about time we started isn’t it? Disclaimers I am not really an expert on this but Hedging I’m sort of disappointed Minimisers I am just, I just .. Generalisations I have done a little bit, I have some experience

Low impact I do, I work in, I help the team who Conditionals We could do this if you think it might be relevant

Seeking permission Is it ok with you if I might… Diffusing responsibility We will certainly, we all believe that

Voice pitch, volume, tempo, timbre and rhythm Dress References to people worked with elsewhere Common interest.

References to work done elsewhere Framing of future contact References to key trends in the sector

Handshake Use of challenging questions that Gait and stance require them to think in new ways

Title/role Breathing Eye contact, with the speaker, others in the room and those you address

Posture Use of their name

Making statements Distance

 Small talk  Troubles talk  Feedback  Listening and speaking

 Joshing, banter, playful one up manship  Smiling

 Agreeing

Women Men Women see a big meeting with a provider as a chance A near final step in the process when they are to explore options in collaboration narrowing down options

Inclined to be inquisitive wanting to hear everyone’s End a conversation once they connect to a good idea thoughts before deciding RFP is a map, a useful guide to explore once in the A tool for bounding the scope of an engagement and territory for clarifying needs and decision criteria in advance

Seek a creative solution Looking for holes and weaknesses in our arguments

Important to meet the people we will be working with High ranking people from the seller attend to signal the importance of the project Pay more attention to taking a co-operative approach Status and hierarchy are important to decisions and engaging with all stakeholders

Analyse patterns of behaviour Determine the style of others Assess your own style Plan to accommodate others‘needs Treat others as they want to be treated

Degree to which a person tends to "ask" or "tell" in interactions with others

Verbal indicators

slower…pace of speech…faster less…quantity of speech…more

quieter…volume of speech…louder

Ask Tell

relaxed…use of hands…directive

lean back…body posture…lean forward

less…eye contact…more

Non-verbal indicators

Verbal indicators Non-verbal indicators

monotone tasks facts / data Control less rigid controlled

emotion subjects descrip-tions use of facial in voice posture hands expression

inflection people opinions / Display more casual animated stories

Control

ANALYTICAL DRIVER

Ask Tell

AMIABLE EXPRESSIVE

Display

. Style is an explanation, not an excuse . There is no such thing as • Good or Bad Style • Right or Wrong Style . Style does not predict success in any occupation . Beware of • Generalities (simplistic stereotyping) • Snap Judgements – avoid them by gathering data over time . Just remember: 75% of the world is not in your quarter!

ANALYTICAL AMIABLE DRIVER EXPRESSIVE Accurate Accommodating Action-oriented Animated Analytical Agreeable Adventurous Charismatic Consistent Appreciative Authoritative Dramatic Detail-oriented Cooperative Candid Enthusiastic Diligent Diplomatic Challenging Lively Logical Even-tempered Competitive Motivating Meticulous Generous Hard-driving Optimistic Orderly Patient Impressive Outgoing Precise Sentimental Powerful Popular Task-oriented Supportive Results-oriented Spontaneous Technical Trusting Self-reliant Stimulating Thorough Understanding Strong-willed Talkative

ANALYTICAL DRIVER

. ‘do it right or not at all!’ .‘just do it!’ . reflective .active . wants to know how .wants to know what and when . likes to plan .likes to take charge

. ‘we’re in this together!’ . ‘let’s all do it!’ . empathetic . outgoing . wants to know why and who . wants to know who else . likes co-operation and loyalty . likes energy and optimism

AMIABLE EXPRESSIVE

ANALYTICAL DRIVER

. "I think…" ."I will…"

. "I feel…" . "I want…"

AMIABLE EXPRESSIVE

ANALYTICAL DRIVER

. Written .Spoken/Visual . Sceptical .Blunt . Listens critically .Interrupts frequently . Likes documentation .Likes conclusions first . Dislikes exaggeration .Dislikes introductions/background

. Dialogue . Visual/Spoken . Informal . Dramatic . Patient . Easily distracted . Likes discussion . Likes to contribute . Dislikes pressure . Dislikes details

AMIABLE EXPRESSIVE

ANALYTICAL DRIVER

. Makes strong efforts to organise . Makes efforts to control . Thorough, attentive to detail . Intense, driven . Takes action cautiously . Does several things at once

. Makes efforts to relate . Makes efforts to involve others . Easy going, avoids conflict . Unstructured and impulsive . Supportive and service oriented . Lots of people interaction

AMIABLE EXPRESSIVE

ANALYTICAL DRIVER . Precisely scheduled . Has time for people with .Tightly scheduled competence .Has time for people who are useful . Balanced focus on the past, present .Focus on the present and future

. Loosely scheduled . Over committed . Has time for everyone . Has time for people who respond . Focus on the past . Focus on the future

AMIABLE EXPRESSIVE

ANALYTICAL DRIVER

. Conservative . Pragmatic . Slow to decide . Fast to decide . Likes to study all alternatives . Likes efficient alternatives

. Idealistic . Adventurous . Tentative . Willing to take risks . Likes group consensus . Likes creative ideas

AMIABLE EXPRESSIVE

ANALYTICAL DRIVER

. Criticism . Being taken advantage of . Being wrong . Loss of control

. Isolation . Being bored . Loss of security . Rejection

AMIABLE EXPRESSIVE

Analytical Driver DO DON’T DO . Talk facts .Be vague, . Be brief and efficient DON’T . Be logical and well inconsistent or illogical . Get to the bottom .Be ambiguous organised .Rush things line .Get too personal . Allow time to ponder .Be too personal . Let them feel in .Give too much detail control

DO DON’T DO DON’T . Illustrate concepts .Get straight down to . Be easy and informal .Hurry them with stories business . Emphasise a team .Confront them . Seek their ideas and .Be too serious approach .Be dictatorial or input .Put down their . Be flexible autocratic . Focus on the big enthusiasm and picture excitement

Amiable Expressive

Passionate, inspiring, Strategic, visionary shaping Leading from the front

Leading from the back

Holding to account, Empowering, caring, discerning, standing for values, emotional support evaluating

Overbearing, Calculating, using mental dominant, forceful, strength to manipulate, ‘just do what I say’, withholding, persuasive, feels bullying Leading from the front like they’re not listening but using all their powers of intellect to get you to agree

Superior withdrawal, Pleasing quality, avoiding, discernment turns to Leading from the back colluding, won’t have tough judgment, “I told you so”, “I’m conversations, take their just waiting for these idiots to purpose from making others finish what they’re doing feel better, part of their pay (before I re-engage) back is popularity, over time leads to under performance not being dealt with

Mark Amend

We have looked today at:

 How important it is to make ourselves stand out in some way from 'crowd'

 How do we demonstrate and believe in our own power?

 How do the three elements of Confidence, Credibility and Connectedness combine to make us effective?

 What is our own personal leadership 'style' and how does that drive our behaviours with others?

 How do we interact with our stakeholders and communicate the self belief which is built on our own distinctive brand?

"People are attracted to you by what they see in you; they remain attracted to you by what you see in yourself"

Thanks for your attention and good luck with it all....