Beyond Technical Excellence: Building the Leadership Reputation That Advances Your Career

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Hello, everyone. Welcome to today's program,
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Beyond Technical Excellence, Building the Leadership
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Reputation that Advances Your Career. I'm Alapoli
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Castro, Director of Education and Professional
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Development at Beverly Hills Bar Association.
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And today I'm delighted to introduce our speaker,
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Sheila Murphy. Sheila is president and general
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counsel at Focus Forward Consulting, where she
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draws on more than 20 years as a senior legal
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officer at a Fortune 50 company to coach in -house
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counsel, law firm lawyers, and legal organizations
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towards career and business growth. A trained
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legal career coach and author of Rainmaker Power
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Moves, she focuses on pragmatic strategies for
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building a book of business, overcoming career
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stalls, and developing executive presence, all
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without clients feeling salesy and authentic
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or powerless. Her contribution to the profession
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have been recognized with honors, including a
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lifetime achievement award from Women, Influence,
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and Power in Law and a place among Crane's New
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York businesses leading women lawyers. We're
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so excited to hear her insights on this topic.
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So I'm now going to turn it over to her. Thank
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you so much for that kind introduction. And I'm
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going to share the program, which I think is
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also being available to you all. Talk to you
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today about becoming a lawyer who is beyond a
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technician, someone who demonstrates leadership
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in their advice. And this is so critical in the
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juncture that we are in today because we are
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seeing a shift in the legal market. AI is beginning,
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not totally there. starting to commoditize a
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lot of the legal technical tasks that many of
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us developed our legal skills through. And so
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as these tasks are being commoditized, the real
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differentiator for all of us in building a career
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is having a leadership reputation with both the
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clients and the business people that we work
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with. And so Technical expertise is sort of considered
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table stakes at this point. It's not a differentiator,
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whether you're trying to sell your services to
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a client or whether to become strategic advisor
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when you're in -house. Both of these things mean
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that you need to be relying more on what you
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bring to the table that AI can't or Claude can't
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bring out. And so the other thing that you need
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to be also cognizant of is not only is the AI
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shift sort of just commoditizing the work, but
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AI and all the technological and business complexities
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that are out there today means that regulations,
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laws, and situations are developing slower than
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the technology and the changing circumstances.
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So whether it is political changes like quickly
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a new tariff in Canada, or whether it's how we're
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gonna regulate AI and how it's going, there are
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no black and white answers. And so that's where
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your judgment and how you frame things and help
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the business get to a solution can be a differentiator.
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Also, for this reason, because people believe
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that they can go to chat GPT, even though they
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shouldn't because we're seeing the decisions
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coming around that there's no privilege, people
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are going there and asking for the legal advice.
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So they think they're getting some answers from
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their chat GPT or whatever they're using. and
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you need to be showing them that you're just
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not identifying the risk, but you know how to
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create solutions in these foggy waters that we're
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navigating. And these are what's going to be
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valued in a huge differentiator as we move forward.
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So, as AI is accelerating the technical work,
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it does certain other things, but what it can't
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replace is judgment. It can't replace how you
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influences others. So if you're getting pushed
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back from a business, a client, or you're getting
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someone who doesn't see the risks, AI isn't really
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gonna help you influence that person in the moment.
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It's not like you can pull out the computer and
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say, how do I push back on this client in a way
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that I'm actually influencing him so that we
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have better engagement. It doesn't replace strategic
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thinking. decision making, relationship building,
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and trust and leadership. And so I would say
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that law school traditionally, and law firms
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too, where many in -house people also start their
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careers, traditionally focused on these technical
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skills. And so they haven't necessarily prepared
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us all for this environment that we're in today.
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And so today we're going to focus on what the
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business leaders are looking from their most
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senior valued trusted advisors. So these are
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some of the area one of the areas that I always
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say to people is how do you navigate the gray
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where we don't have answers and you know if we
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look back at our law school careers we were we
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were valued for issue spotting. We got little
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rewards for doing it when you took the bar exam
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as long as you could spot the issues you probably
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passed Then you get to a law firm is your Usually
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the first entree to the legal profession and
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in there when you're a junior associate you're
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rewarded for issue spotting But there becomes
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a point where there isn't a black and white answer
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and what the business is looking for is people
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that can help them navigate the gray. I was speaking
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to one in -house counsel and she had gotten rewarded
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in the beginning of her in -house career because
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she was a great issue spotter. She was the person
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who came in, found all the ways the business
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was just not doing what they needed to do. And
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so she was getting rewarded. She got high compensation,
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high bonus. And then it stopped. And when we
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dug into what happened in her career is she had
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stayed at that issue spotting stage. And what
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they were looking at for the more senior roles,
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what clients need was someone who could not just
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spot the issue, but help them navigate the gray.
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where they needed to do business. And so they
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needed someone who wasn't just gonna look about
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how can we keep reducing and reducing risks,
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but how do we reduce risks to an appropriate
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level and drive revenue? And so really what they're
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looking for in all of these areas where there's
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not clear cut answers is someone who can help
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them navigate that and make sure that they understand
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the upsides and the downsides. So what we're
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looking for is not someone who can tell them
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what the law is, but help them make decisions.
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We've all been in rooms where there's accountants
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or finance people or technology people who can
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explain their function and all the ramifications
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of it. But we start to start to hear voices that
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go wah, wah, wah, wah, wah. And we're not any
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further along in the process of getting to a
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plan of execution. So explaining the law isn't
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enough. You have to lead them to the place where
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they need to get to. You need to not only identify
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the risks, you need to help them understand the
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legal business and reputational risk. Because
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in this world where we are behind in regulation,
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Things can come up where you are hit when something
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goes bad that's reputational, the Times, the
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Journal. You want to make sure that you are giving
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the right advice. Analyzing is great. Framing
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and recommendations are better because not all
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risks are valued the same and the business doesn't
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need to know it all. You don't want to just protect.
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I remember hearing this often that the law department
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or the law firms were there to protect the clients
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almost from themselves. And I remember business
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people telling me how offensive that was as if
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they didn't care about risk and reputation. They're
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not looking for that. They're looking for someone
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to help them move forward in the best way. And
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they're not looking for someone who has technical
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expertise. They're looking for a strategic business
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partner. That is someone that shows them the
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way forward. So as we think of through, The different
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things that happen is we have the change of profession
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that we went through. We've gone through sort
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of what the leadership behaviors are and we're
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going to go a lot of these more detailed. And
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then there's these internal barriers. There's
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the things that stop us from moving from that
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technical expert to that leader. There are things
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like perfectionism. I need to have the right
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answer. I need all the information. What if I
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don't have something? Fear of judgment and the
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saboteurs that tell us we need to control the
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answer, that worry about all sorts of things.
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And then once you start. to get over those internal
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barriers and you create a leadership reputation.
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It changes your career trajectory. You become
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a trusted advisor. You get loyalty internally
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or externally, depending whether you're in -house
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or at a law firm. Promotion can be a possibility,
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whether it's the rain making. or demonstrating
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your leadership in -house. And you start to even
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have leadership opportunities within your organization.
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But you have to make that shift. Without that
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shift, you're going to stay where you are. And
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staying where you are in an environment where
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everyone is moving quickly up the ladder means
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you're actually falling behind. And so when you're
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thinking about this, at the end of the day, you're
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trying to create this leadership brand. This
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leadership brand that. Enhances the tech legal
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technical expertise that you have and when you
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think about your brand you have to you have what
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you project to people which is a conscious effort
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to tell them who you are and you should be explaining
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to them how you help solve problems in your resume
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your linkedin profile in your bio. And when you
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speak on topics, it shouldn't be all technical
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expertise. But what is that special sauce that
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you bring that cannot come in through a prompt
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in a chat GBT? It's what you say when you're
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networking. It's your hard credentials. All those
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things are things that you project out. But more
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important than that brand is the brand of how
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people experience you. Do you demonstrate judgment?
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Do you make complex issues easier? Do you stay
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calm under pressure? Do people want to work with
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you again? And the best illustration I have about
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this is a senior in -house woman lawyer who was
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branded herself, if you looked at her LinkedIn
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and her resume, as someone who could handle complex
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global transactions. This is what she was pushing.
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This is what she was known for. But she got stuck
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in her career and she reached out to me. And
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when we went through this exercise of seeing
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how people experienced her and what she heard
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from the people was not only did people think
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that she was awful at complex transactions, global
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transactions, that she didn't get them executed
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well, that it wasn't just the people she spoke
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to. They told her it was a common thread of conversation.
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And so when you have this disconnect, between
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what you're saying to the world and how they're
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experiencing you, you lose credibility. And so
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it's really important when we're talking about
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this leadership that you're not thinking about
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this as an easy fix, that I'll just change some
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words on my profile, my LinkedIn, I'll come up
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with a signature story. If it's not what people
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experience when they work with you, Whether it's
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on a bar committee, whether it's on a transaction,
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then you will not have that brand that will differentiate
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you and make you that go to lawyer that people
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want to work with. And so as you're thinking
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about this. You want to understand what are the
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behaviors that are helping you in this way and
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what are the ones that are hurting you and You
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don't have to get perfect at what's hurting you
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but you need to understand if you're too risk
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adverse if you overly complicate communications
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that this is going to dig away at your Experience
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because people will be experiencing you in a
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way That isn't to their benefit and having that
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experience of getting to know you builds the
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trust and that trust builds a reputation and
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reputation leads to opportunity It's like the
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easiest way to explain it to someone is if you're
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thinking about if you were if you're someone
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who speaks a lot When you first started you didn't
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you know it was hard to get that first couple
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of speaking opportunities and then you go up
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there and you nail it and people like what they're
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experiencing they trust. That if they select
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you as a panelist or keynote or as a speaker
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that you're going to do a great job and not only
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do they trust you but they're talking to people
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about you so that you get this reputation you
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get more opportunities the same thing happens
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with your leadership in your actions. If people
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start to experience you and trust you and there
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is alignment, you grow that reputation where
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you become the rainmaker or you become the person
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that people are seeking for opportunities internally
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that can lead to advancement if you're in a company.
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And so it's thinking about what am I doing and
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how do I change it? And it's really important
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that you think about the behaviors and that understanding
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that behavior is one of the hardest thing. It's
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easy to change a LinkedIn profile. Changing your
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behaviors to be those that people want to experience
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takes time because we often under certain situations
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will backtrack. So it's really important that
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you are focused and you have a plan as to how
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you're going to either change your behavior or
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use a behavior that is beneficial even more.
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And so again, the opportunities that come to
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you through changing these behaviors create different
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opportunities, whether you're in private practice
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or in -house, but both behaviors will benefit
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your career no matter what your career path is.
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So. These are things here are five of the behaviors
00:15:53.039 --> 00:15:56.259
that really build a leadership reputation that
00:15:56.259 --> 00:15:59.340
is thinking strategically that is moving beyond
00:15:59.340 --> 00:16:02.320
the issues to help people make decisions so you're
00:16:02.320 --> 00:16:05.340
helping people move further along and you're
00:16:05.340 --> 00:16:08.240
giving them the information that they need to
00:16:08.240 --> 00:16:12.419
make those decisions if you are someone who has
00:16:12.419 --> 00:16:16.029
ever been told that you're not strategic. It
00:16:16.029 --> 00:16:18.529
is critical that you ask people for examples
00:16:18.529 --> 00:16:20.789
and what that means, because I have found in
00:16:20.789 --> 00:16:23.610
my coaching career that often people are told
00:16:23.610 --> 00:16:25.889
they don't think strategically and people don't
00:16:25.889 --> 00:16:29.210
understand what is lacking. You want to ask for
00:16:29.210 --> 00:16:31.570
examples and what you should have done differently.
00:16:33.070 --> 00:16:36.789
You want to communicate with clarity. This means
00:16:36.789 --> 00:16:40.509
concise communication style that people can understand
00:16:40.509 --> 00:16:44.210
in plain English. For those of you that are in
00:16:44.210 --> 00:16:47.980
-house, There is not a job posting that is up
00:16:47.980 --> 00:16:51.000
there that does not say that one of the requirements
00:16:51.000 --> 00:16:54.779
is clear, concise communication style. Why? Lawyers
00:16:54.779 --> 00:16:59.200
have an awful reputation for speaking in legalese
00:16:59.200 --> 00:17:03.200
and complicating things that should be simpler.
00:17:04.539 --> 00:17:09.200
You want to build trust. That means you want
00:17:09.200 --> 00:17:12.599
to be accountable, responsive, reliable, and
00:17:12.599 --> 00:17:14.859
solution oriented. For those of you who are at
00:17:14.859 --> 00:17:18.599
a law firm, one of the biggest things that I
00:17:18.599 --> 00:17:22.440
have heard from when I had my team at MetLife,
00:17:22.519 --> 00:17:25.539
which is where I was for a number of years, was
00:17:25.539 --> 00:17:27.640
when they came from a law firm, they could not
00:17:27.640 --> 00:17:31.279
believe the level of customer service they were
00:17:31.279 --> 00:17:33.680
getting. And this is not from small firms. These
00:17:33.680 --> 00:17:36.809
are from significant firms. Really, Building
00:17:36.809 --> 00:17:40.150
trust and being customer -centric is a differentiator,
00:17:40.289 --> 00:17:43.910
whether you're in -house or at a law firm. Lead
00:17:43.910 --> 00:17:47.369
beyond the job description. Don't think of yourself
00:17:47.369 --> 00:17:50.329
just as in the room to talk about the legal risk.
00:17:50.549 --> 00:17:53.069
Understand the business objectives, the commercial
00:17:53.069 --> 00:17:56.109
reasons behind things. You want to be adding
00:17:56.109 --> 00:18:00.930
value wherever and however you can. And the other
00:18:00.930 --> 00:18:04.460
thing is owning your growth. In this and most
00:18:04.460 --> 00:18:06.099
of you probably have already stepped into that
00:18:06.099 --> 00:18:09.019
because you're here today but you have to own
00:18:09.019 --> 00:18:11.779
your growth and you have to see what is coming
00:18:11.779 --> 00:18:16.480
down the pike and how can you do. Make things
00:18:16.480 --> 00:18:19.900
better and get ahead of the curve and be proactive
00:18:19.900 --> 00:18:23.819
you also want to make sure that you're creating
00:18:23.819 --> 00:18:26.559
a really strong network as part of owning your
00:18:26.559 --> 00:18:29.549
growth you know. For in -house counsel, you may
00:18:29.549 --> 00:18:31.509
not be aware of this, but one of the questions
00:18:31.509 --> 00:18:34.309
that often are asked of general counsel candidates
00:18:34.309 --> 00:18:37.069
is, tell me about your network. And it's not
00:18:37.069 --> 00:18:41.549
that the company cares about whether you're in
00:18:41.549 --> 00:18:44.589
touch with your college roommate. What it's about
00:18:44.589 --> 00:18:48.170
is They want to know that you have access to
00:18:48.170 --> 00:18:49.970
thought leadership, that you're keeping your
00:18:49.970 --> 00:18:52.750
pulse, your hand on the pulse of what is going
00:18:52.750 --> 00:18:55.549
on, both in the industry that you're serving,
00:18:56.009 --> 00:18:58.589
whether it's as a law firm lawyer or as an in
00:18:58.589 --> 00:19:02.329
-house. And we're going to talk about those saboteurs
00:19:02.329 --> 00:19:05.509
and to stop them. So again, we started going
00:19:05.509 --> 00:19:07.410
through this, think of beyond the legal answer.
00:19:08.130 --> 00:19:10.329
What is the decision the business is trying to
00:19:10.329 --> 00:19:13.559
make? What matters most to the business? So if
00:19:13.559 --> 00:19:16.319
there is a risk out there that doesn't really
00:19:16.319 --> 00:19:19.579
matter to the deal, and it's a low chance risk
00:19:19.579 --> 00:19:22.140
or a low cost risk, that should not be where
00:19:22.140 --> 00:19:24.900
you're taking up time and energy. You should
00:19:24.900 --> 00:19:26.940
be understanding what are the trade -offs for
00:19:26.940 --> 00:19:29.720
the business. You should be able to stalk to
00:19:29.720 --> 00:19:32.680
them in terms of commercial nature. And in fact,
00:19:33.000 --> 00:19:36.660
there is literature out there that says that
00:19:36.660 --> 00:19:41.490
the most effective advocates are those that couch
00:19:41.490 --> 00:19:45.009
things in terms of business objective strategies
00:19:45.009 --> 00:19:49.069
initiatives because that tells the business.
00:19:50.390 --> 00:19:52.569
What would that you understand where they're
00:19:52.569 --> 00:19:56.109
going and how they want to get there and just
00:19:56.109 --> 00:19:59.410
by telling them that they are heard you're less
00:19:59.410 --> 00:20:02.150
likely to get pushback and you will get higher
00:20:02.150 --> 00:20:06.180
engagement. And you need to be able to make a
00:20:06.180 --> 00:20:09.480
recommendation. And it can't have 20 caveats.
00:20:09.599 --> 00:20:11.779
You really need to make sure that the recommendation
00:20:11.779 --> 00:20:14.940
is clear, concise, and you tell them which way
00:20:14.940 --> 00:20:24.279
you're going and why. Analysis is paralysis in
00:20:24.279 --> 00:20:27.380
the business setting. And it doesn't create influence.
00:20:27.380 --> 00:20:31.779
So if you have a 25 page analysis of the legal
00:20:31.779 --> 00:20:34.180
issues, that should not be what you're going
00:20:34.180 --> 00:20:39.500
in with. You don't want to say, here's the law
00:20:39.500 --> 00:20:42.240
and go on and on and here are the risks and here
00:20:42.240 --> 00:20:46.220
are six possible options that doesn't help the
00:20:46.220 --> 00:20:49.640
business move forward and they may get stuck
00:20:49.640 --> 00:20:55.490
on something that isn't that important. Instead,
00:20:55.970 --> 00:20:58.630
you want to figure out what matters most. There
00:20:58.630 --> 00:21:03.049
are six risks, but only two really matter. And
00:21:03.049 --> 00:21:05.890
one of them we can easily put in mitigation factors.
00:21:05.930 --> 00:21:09.950
So let's focus on this one risk. And balancing
00:21:09.950 --> 00:21:13.089
out the risk versus the revenue driver, this
00:21:13.089 --> 00:21:16.569
is where I come out. And here's the why. That
00:21:16.569 --> 00:21:20.029
allows for a discussion on what matters. You
00:21:20.029 --> 00:21:23.069
want to be framing rather than analysis, but
00:21:23.069 --> 00:21:25.990
you have to do the analysis and you may at the
00:21:25.990 --> 00:21:29.369
end of the day have someone talk to you about
00:21:29.369 --> 00:21:32.049
that analysis. So you have to have done it, but
00:21:32.049 --> 00:21:34.670
you want to be framing it in a way that moves
00:21:34.670 --> 00:21:41.910
things forward. So when you're thinking about
00:21:41.910 --> 00:21:45.349
this, what is the business really want to know?
00:21:45.750 --> 00:21:49.190
Can we do it? Should we do it and so that also
00:21:49.190 --> 00:21:51.910
brings in sometimes there can be a reputational
00:21:51.910 --> 00:21:54.869
issue and that is whether they are also looking
00:21:54.869 --> 00:21:58.529
for guidance from you on what could happen. And
00:21:58.529 --> 00:22:01.710
that includes understanding the size of the risk
00:22:01.710 --> 00:22:04.990
and the size of the impact of the risk and what
00:22:04.990 --> 00:22:09.490
do you recommend and if you're sure concise statement
00:22:09.490 --> 00:22:13.210
doesn't address these four questions then you
00:22:13.210 --> 00:22:15.910
are going to have a meeting that is muddled.
00:22:20.319 --> 00:22:23.480
So if you're thinking about how to become more
00:22:23.480 --> 00:22:27.380
effective, think about what matters most, how
00:22:27.380 --> 00:22:31.359
do you manage them, if you can, what the recommendation
00:22:31.359 --> 00:22:35.539
is, and this will lead to better decisions. If
00:22:35.539 --> 00:22:38.099
you are giving them a ton of risks and ton of
00:22:38.099 --> 00:22:40.279
possibilities, they're going to ask for more
00:22:40.279 --> 00:22:42.980
information, more insights, and that leads to
00:22:42.980 --> 00:22:45.819
more time. And time is one of the things that
00:22:45.819 --> 00:22:48.880
no one has enough of. And so what they're looking
00:22:48.880 --> 00:22:55.779
is to make this as effective as possible. So
00:22:55.779 --> 00:22:59.880
when you're thinking about great legal communicators,
00:23:00.299 --> 00:23:03.759
you want to simplify, prioritize, recommend,
00:23:03.880 --> 00:23:08.819
and create confidence. So again, you want to
00:23:08.819 --> 00:23:11.980
create, you don't want legal, you want legalese,
00:23:12.019 --> 00:23:14.900
you want very concise statements on the issue,
00:23:15.180 --> 00:23:18.380
what matters the most, You want to be able to
00:23:18.380 --> 00:23:21.140
triage and prioritize. You want to recommend,
00:23:21.240 --> 00:23:23.660
and you want to come in with a confident answer.
00:23:25.039 --> 00:23:28.960
And it can't have all the caveats. You can sort
00:23:28.960 --> 00:23:31.980
of say there are some risks and what those risks
00:23:31.980 --> 00:23:35.539
may be, but you want to make sure you're communicating
00:23:35.539 --> 00:23:39.960
in a way that helps them make a business. Again,
00:23:40.319 --> 00:23:43.619
think about when you're in a meeting. and it's
00:23:43.619 --> 00:23:46.799
a bunch of finance, IT people going on and on,
00:23:46.900 --> 00:23:51.519
or engineers if you're a product attorney. It's
00:23:51.519 --> 00:23:54.220
hard for you to give advice unless they simplify
00:23:54.220 --> 00:23:56.579
the issue, tell you what they're really trying
00:23:56.579 --> 00:23:59.579
to do, and then you can make a recommendation
00:23:59.579 --> 00:24:01.759
and confidence. You're trying to create that
00:24:01.759 --> 00:24:04.700
atmosphere for the leaders and differentiate
00:24:04.700 --> 00:24:06.819
yourself from all the other lawyers who aren't
00:24:06.819 --> 00:24:12.089
doing it. So when we're thinking about communication,
00:24:12.109 --> 00:24:15.650
you're going from explaining to framing, information
00:24:15.650 --> 00:24:19.930
to insight. And by the way, insight is one of
00:24:19.930 --> 00:24:21.829
the most, if you are at a law firm, one of the
00:24:21.829 --> 00:24:24.730
most effective mechanisms for building a book
00:24:24.730 --> 00:24:27.490
of business by insight selling. Selling people
00:24:27.490 --> 00:24:30.230
what you're seeing, the things that they can't
00:24:30.230 --> 00:24:33.630
find out by putting a prompt into ChatGBT. You
00:24:33.630 --> 00:24:35.970
want to get away from legal analysis to giving
00:24:35.970 --> 00:24:38.509
them business guidance. And I often hear from
00:24:38.509 --> 00:24:41.490
lawyers, well, it's their decision and it may
00:24:41.490 --> 00:24:44.250
be their decision, but you need to frame it in
00:24:44.250 --> 00:24:47.069
a way that makes sense for the business and make
00:24:47.069 --> 00:24:50.190
sure that you have talked to the right stakeholders
00:24:50.190 --> 00:24:56.130
so that you're not recommending. A decision that
00:24:56.130 --> 00:24:58.710
is going to lead to operational complexity or
00:24:58.710 --> 00:25:01.549
something else that you have taken care. You
00:25:01.549 --> 00:25:03.970
understand the eco environment that you're working
00:25:03.970 --> 00:25:06.410
in, and you're going away from talking about
00:25:06.410 --> 00:25:10.130
risk to talking about solutions. And that doesn't
00:25:10.130 --> 00:25:12.589
mean you don't talk about risk, but it means
00:25:12.589 --> 00:25:15.769
you put it in the right context and in the right
00:25:15.769 --> 00:25:22.700
framework. So. Senior leaders want clarity, brevity,
00:25:23.119 --> 00:25:25.779
confidence, business perspective, and recommendations.
00:25:27.180 --> 00:25:31.019
And this all comes from judgment. I can have
00:25:31.019 --> 00:25:33.900
ChachiPT condense a whole bunch of material,
00:25:34.519 --> 00:25:37.859
but are they going to understand how the business
00:25:37.859 --> 00:25:41.119
operates? Are they going to be able to make the
00:25:41.119 --> 00:25:44.839
right recommendation based on all of your experience?
00:25:46.190 --> 00:25:49.509
If you are just giving what someone can get by
00:25:49.509 --> 00:25:52.549
throwing it into Chachi BT, you're not moving
00:25:52.549 --> 00:25:54.630
the ball forward. And that's what we want to
00:25:54.630 --> 00:26:03.910
do. And again, trust every day. You want to be
00:26:03.910 --> 00:26:06.309
prepared. You want to be responsive. You have
00:26:06.309 --> 00:26:09.650
to be transparent. That means when things don't
00:26:09.650 --> 00:26:12.869
go well, You need to address it but you want
00:26:12.869 --> 00:26:15.269
to come in with the solution again you're trying
00:26:15.269 --> 00:26:18.430
to build a reputation that shows that you are
00:26:18.430 --> 00:26:21.650
not just checking the legal boxes but you're
00:26:21.650 --> 00:26:24.150
thinking of a way out of there so even when something
00:26:24.150 --> 00:26:30.190
goes wrong. You are showing them a way out and
00:26:30.190 --> 00:26:33.410
you are prepared and you think about how you
00:26:33.410 --> 00:26:36.109
are going to do this. Well this is a business
00:26:36.109 --> 00:26:39.789
person that i worked with he's now on. Name success
00:26:39.789 --> 00:26:43.109
for seo and he's at an insurance company and
00:26:43.109 --> 00:26:46.329
he told me that every day he came in a half hour
00:26:46.329 --> 00:26:49.150
forty five minutes early when he was. Trying
00:26:49.150 --> 00:26:52.430
to build his reputation at one of being trustworthy
00:26:52.430 --> 00:26:54.309
and went through everything make sure that he
00:26:54.309 --> 00:26:56.170
was responsive he was prepared for every meeting
00:26:56.170 --> 00:26:58.349
he knew the questions he knew what the objections
00:26:58.349 --> 00:27:00.230
were gonna be he knew how he was gonna count
00:27:00.230 --> 00:27:03.759
to them. And that he was transparent because
00:27:03.759 --> 00:27:07.079
he wanted to create that reputation that made
00:27:07.079 --> 00:27:12.019
him that go to person. And also solution orient
00:27:12.019 --> 00:27:15.220
and consistent if you're acting differently in
00:27:15.220 --> 00:27:17.819
different meetings and not acting consistently
00:27:17.819 --> 00:27:21.039
then people don't know if they can trust you.
00:27:21.480 --> 00:27:25.279
And so you have to do what you say every single
00:27:25.279 --> 00:27:28.559
day and if you can't you have to let people know.
00:27:32.359 --> 00:27:36.839
And so by building up trust, you build up the
00:27:36.839 --> 00:27:40.160
ability to influence. When people know what they're
00:27:40.160 --> 00:27:44.759
getting, they are more likely to allow you to
00:27:44.759 --> 00:27:48.220
influence them. And influencing is important
00:27:48.220 --> 00:27:51.579
because a lot of times what we are espousing
00:27:51.579 --> 00:27:54.420
as lawyers may be adding more complexity to a
00:27:54.420 --> 00:27:58.000
process or a policy. It may be changing how a
00:27:58.000 --> 00:28:02.920
deal is structured. It may be Recommending a
00:28:02.920 --> 00:28:05.180
settlement in a case of the company really wants
00:28:05.180 --> 00:28:08.299
to go to trial and so you need to have that trust
00:28:08.299 --> 00:28:10.559
bank so that you can take some coins out of there
00:28:10.559 --> 00:28:16.559
and create the opportunity. And this is one of
00:28:16.559 --> 00:28:19.680
the biggest things no surprises I mean I've been
00:28:19.680 --> 00:28:23.200
told this my entire career is you have to let
00:28:23.200 --> 00:28:26.099
people know what's going on whether it's financial.
00:28:26.509 --> 00:28:29.009
Whether it's, you know, you're outside the budget,
00:28:29.529 --> 00:28:32.410
there's something that's changed. Um, there's
00:28:32.410 --> 00:28:36.450
a bad decision you want to be able to make sure.
00:28:37.609 --> 00:28:42.529
That you are communicating. What and giving people
00:28:42.529 --> 00:28:45.490
the right way out we had hired a local council
00:28:45.490 --> 00:28:50.240
at 1 point and this will show you how and. We
00:28:50.240 --> 00:28:52.980
had a surprise decision that didn't go our way.
00:28:53.119 --> 00:28:55.599
And the surprise decision wasn't the surprise,
00:28:56.960 --> 00:28:59.660
even though it was a surprise. But the real surprise
00:28:59.660 --> 00:29:02.220
is when the local council sent the decision to
00:29:02.220 --> 00:29:06.700
us, he just wrote, wow. And that was it. There
00:29:06.700 --> 00:29:09.599
wasn't where are we? What should we expect? What's
00:29:09.599 --> 00:29:11.700
changed? What do you need from me? It was just
00:29:11.700 --> 00:29:15.039
wow on top of the decision. And so what you're
00:29:15.039 --> 00:29:17.819
trying to do is if you're trying to build up
00:29:17.819 --> 00:29:20.740
trust, you may surprise people, but you don't
00:29:20.740 --> 00:29:24.220
want the surprise to be that you're fired because
00:29:24.220 --> 00:29:27.299
you weren't thinking ahead as to what you were
00:29:27.299 --> 00:29:39.660
communicating. So often people will say, well,
00:29:39.700 --> 00:29:43.339
I'm an associate. I am a junior person. The people
00:29:43.339 --> 00:29:46.380
who get promoted and get opportunities are the
00:29:46.380 --> 00:29:48.839
people who lead beyond their job description.
00:29:49.259 --> 00:29:51.400
They're the people who see problems, connect
00:29:51.400 --> 00:29:53.740
dots that are disconnected. They see an issue
00:29:53.740 --> 00:29:56.400
in one business and they raise whether it could
00:29:56.400 --> 00:30:00.500
be someplace else. They step forward and volunteer
00:30:00.500 --> 00:30:03.740
and proactively raise things. They help others.
00:30:04.460 --> 00:30:09.000
They improve situations. They make chaos calmer.
00:30:09.200 --> 00:30:12.079
They create momentum that will drive the business
00:30:12.079 --> 00:30:17.279
forward. Okay, I want to show you a quick video.
00:30:17.380 --> 00:30:20.680
Hopefully, this will work. And I want you to
00:30:20.680 --> 00:30:22.619
think about the behaviors you're seeing. And
00:30:22.619 --> 00:30:24.220
if you want, you can put them in the chat or
00:30:24.220 --> 00:30:26.420
you can put them in the Q &A. And now to honor
00:30:26.420 --> 00:30:28.640
America and salute the men and women serving
00:30:28.640 --> 00:30:31.259
our country with our national anthem. Please
00:30:31.259 --> 00:30:33.440
welcome, as voted by you, the fans, our winner
00:30:33.440 --> 00:30:36.440
of the Toyota Get the Feeling of a Star promotion,
00:30:37.000 --> 00:30:55.490
Natalie Gilbert. Oh, say can you see by the dawn's
00:30:55.490 --> 00:31:24.299
early light what so Stars that gleam, whose broad
00:31:24.299 --> 00:31:31.339
stripes and bright stars through the perilous
00:31:31.339 --> 00:32:31.450
fight. Now, while this... While this was a basketball
00:32:31.450 --> 00:32:35.670
video, the reason I show it is because it really
00:32:35.670 --> 00:32:40.430
demonstrates leadership at its finest. Now, what
00:32:40.430 --> 00:32:42.589
you may or may not know about the gentleman who
00:32:42.589 --> 00:32:45.170
came over is his name is Maurice Cheeks. Maurice
00:32:45.170 --> 00:32:48.369
Cheeks was a great NBA basketball player. And
00:32:48.369 --> 00:32:50.750
the day that this happened, he was actually an
00:32:50.750 --> 00:32:54.799
NBA coach. and this was a playoff game in Portland
00:32:54.799 --> 00:32:59.559
where he was the coach. Now, he had a lot going
00:32:59.559 --> 00:33:03.559
on that day, but he was the only one who stepped
00:33:03.559 --> 00:33:10.180
in and helped Natalie, who was 14 years old at
00:33:10.180 --> 00:33:12.599
that moment. And I want to go through some of
00:33:12.599 --> 00:33:15.099
the leadership behaviors that he demonstrated
00:33:15.099 --> 00:33:17.859
that we need to think about on a daily basis.
00:33:18.380 --> 00:33:27.049
Oh, sorry. Okay. First of all, he stepped in.
00:33:27.170 --> 00:33:30.309
This was not his job. He had a lot to decide
00:33:30.309 --> 00:33:32.849
to work on that day. He had player lineups. He
00:33:32.849 --> 00:33:35.789
had to figure out what he was doing. And he was
00:33:35.789 --> 00:33:39.029
the only person who saw her struggling, and he
00:33:39.029 --> 00:33:42.650
walked over there. And he didn't make a big to
00:33:42.650 --> 00:33:47.710
do. He walked over calmly to her. And let's talk
00:33:47.710 --> 00:33:52.589
about what he walked into. We're at a playoff
00:33:52.589 --> 00:33:55.980
game at the NBA. A few people have had a few
00:33:55.980 --> 00:34:00.079
beers probably. The crowd is starting to turn
00:34:00.079 --> 00:34:04.420
on her. The temperature in the room is higher,
00:34:04.839 --> 00:34:07.140
getting higher, and she doesn't know what to
00:34:07.140 --> 00:34:14.619
do. And he comes in and he takes down the temperature.
00:34:16.840 --> 00:34:20.900
The crowd was against her. And at the end, the
00:34:20.900 --> 00:34:24.530
crowd was for her. And by the way, let's just
00:34:24.530 --> 00:34:28.510
also talk about Maurice. He's not a great singer.
00:34:30.250 --> 00:34:33.090
And in fact, he like her was blowing some of
00:34:33.090 --> 00:34:40.829
the words and he just kept going. And he stayed
00:34:40.829 --> 00:34:44.489
with her with his hand on her shoulder and he
00:34:44.489 --> 00:34:50.429
changed the dynamic in that room. He elevated
00:34:50.429 --> 00:34:53.110
her. As soon as he was done, he walked away.
00:34:54.110 --> 00:34:57.150
He didn't need the recognition, but he created
00:34:57.150 --> 00:35:03.210
trust with her and with the entire arena. And
00:35:03.210 --> 00:35:06.369
as she put it later, it was like an angel came
00:35:06.369 --> 00:35:14.219
down and helped me. And then he was gone. And
00:35:14.219 --> 00:35:17.920
so it's really important and this wasn't his
00:35:17.920 --> 00:35:21.139
area, right? He wasn't his job and he stepped
00:35:21.139 --> 00:35:24.360
in and he changed what was going on. And that's
00:35:24.360 --> 00:35:26.539
what the business is looking for us and so many
00:35:26.539 --> 00:35:30.519
times help people, elevate people, get to the
00:35:30.519 --> 00:35:33.760
right place. So at the end that we are all in
00:35:33.760 --> 00:35:38.980
a better spot. By the way, if you Google Maurice,
00:35:39.340 --> 00:35:41.380
This video is probably the first thing that comes
00:35:41.380 --> 00:35:43.760
up, even though he has incredible basketball
00:35:43.760 --> 00:35:47.059
statistics, because he became known for this.
00:35:47.139 --> 00:35:49.880
When we're talking about building your reputation
00:35:49.880 --> 00:35:55.420
as a leader, this is where behavior matters.
00:35:55.940 --> 00:35:59.099
This one moment, unscripted, pressure -filled
00:35:59.099 --> 00:36:03.659
moment, where he stepped out and did what he
00:36:03.659 --> 00:36:06.519
needed to do and stepped back in to do his job,
00:36:07.660 --> 00:36:13.159
really became his reputation. And so, and by
00:36:13.159 --> 00:36:15.559
the way, this moment was so great that last year,
00:36:15.619 --> 00:36:19.239
I think it was 22 years after the original broadcast,
00:36:19.920 --> 00:36:22.099
Natalie sang again and Maurice was in the audience.
00:36:22.179 --> 00:36:25.320
And so it's just to make you think that those
00:36:25.320 --> 00:36:28.199
little moments and our behaviors that we don't
00:36:28.199 --> 00:36:32.300
think matter really create this reputation where
00:36:32.300 --> 00:36:40.130
people rely on you. And so as you're thinking
00:36:40.130 --> 00:36:44.670
about your leadership and how you're showing
00:36:44.670 --> 00:36:50.130
up, you may say, how do I start this? And it's
00:36:50.130 --> 00:36:52.550
seeking feedback. It's understanding how people
00:36:52.550 --> 00:36:55.429
view you today. What do people say when I'm not
00:36:55.429 --> 00:37:00.030
in the room? How could I be a better outside
00:37:00.030 --> 00:37:02.829
counsel to you? Having those discussions that
00:37:02.829 --> 00:37:06.389
I love working with you, but I really want to
00:37:06.389 --> 00:37:08.550
work with you more what could i do differently
00:37:08.550 --> 00:37:11.409
that would demonstrate my commitment to you building
00:37:11.409 --> 00:37:15.750
relationships volunteering and speaking up it's
00:37:15.750 --> 00:37:19.869
up to you to own your growth in a perfect world
00:37:19.869 --> 00:37:23.030
it would be lovely to have a manager or a mentor
00:37:23.030 --> 00:37:25.289
who would do these things for you but at the
00:37:25.289 --> 00:37:27.050
end of the day you need to do it and you need
00:37:27.050 --> 00:37:29.289
to understand where you need to grow as a leader.
00:37:33.230 --> 00:37:36.170
And that includes asking for opportunities, like
00:37:36.170 --> 00:37:39.130
I just said, and continuing to learn. Because
00:37:39.130 --> 00:37:41.789
as this world is becoming more dynamic, it's
00:37:41.789 --> 00:37:43.750
more important than ever that you do this. And
00:37:43.750 --> 00:37:46.889
so when we're thinking about self -advocacy,
00:37:46.949 --> 00:37:49.269
which I am a huge component in getting feedback,
00:37:49.889 --> 00:37:52.010
and when you're passed over for promotion, whether
00:37:52.010 --> 00:37:55.090
it's to become a partner or to become an associate
00:37:55.090 --> 00:37:58.179
general counsel, You don't want to be putting
00:37:58.179 --> 00:38:01.219
it in terms of entitlement. When you're doing
00:38:01.219 --> 00:38:04.260
self -advocacy, you want it to make it more of
00:38:04.260 --> 00:38:06.519
a conversation so you can get the information
00:38:06.519 --> 00:38:08.980
you need. So it isn't, when will I get promoted?
00:38:09.119 --> 00:38:11.940
Or when will I be put on one of those sexy assignments?
00:38:12.039 --> 00:38:14.360
Or when will I get to work with the biggest client?
00:38:14.960 --> 00:38:17.179
It's what experience, behaviors, and results
00:38:17.179 --> 00:38:20.809
would I need to demonstrate for you to think
00:38:20.809 --> 00:38:24.190
of me that way so it's thinking through how you
00:38:24.190 --> 00:38:27.489
change the dynamic from one of entitlement to
00:38:27.489 --> 00:38:29.630
still advocating for yourself but you're getting
00:38:29.630 --> 00:38:40.130
the information that you need. And so feedback
00:38:40.130 --> 00:38:42.309
you know is you know we all hear feedback is
00:38:42.309 --> 00:38:44.960
a gift and you know I. kiddingly now and then
00:38:44.960 --> 00:38:47.260
said it's like you know santa's stocking full
00:38:47.260 --> 00:38:51.400
of coal but feedback is fuel you want to be asking
00:38:51.400 --> 00:38:54.760
for it you want to listen to it you don't want
00:38:54.760 --> 00:38:58.400
to it's not a time for an argument but you want
00:38:58.400 --> 00:39:00.659
to ask those clarifying questions like i said
00:39:00.659 --> 00:39:03.380
what is strategic what should i be doing differently
00:39:03.380 --> 00:39:05.619
how would you have approached it what should
00:39:05.619 --> 00:39:08.460
i be thinking about and then you want to apply
00:39:08.460 --> 00:39:12.579
it and applying it is not just leaving the room
00:39:12.579 --> 00:39:17.639
but actively coming up with a plan for changing
00:39:17.639 --> 00:39:20.800
because as we talked about earlier behaviors
00:39:20.800 --> 00:39:23.659
are habits that are ingrained and so you have
00:39:23.659 --> 00:39:26.500
to have a plan for how you're going to change
00:39:26.500 --> 00:39:29.579
it whether it is scripting out the one person
00:39:29.579 --> 00:39:31.559
who makes you really nervous when you're having
00:39:31.559 --> 00:39:34.760
conversations so that you're more prepared. It's
00:39:34.760 --> 00:39:36.699
starting to think about and then you go back
00:39:36.699 --> 00:39:39.260
and say, I took that feedback seriously. Have
00:39:39.260 --> 00:39:42.420
you seen any changes? And to see if you're on
00:39:42.420 --> 00:39:44.659
that right trajectory. And that does two things.
00:39:44.739 --> 00:39:46.880
One, it gives you the information to move forward
00:39:46.880 --> 00:39:50.380
again. And two, it tells the person you're taking
00:39:50.380 --> 00:39:53.519
what they said seriously. And that is going to
00:39:53.519 --> 00:39:56.539
cement the relationship more, especially if they're
00:39:56.539 --> 00:40:04.769
saying it. So, oops, sorry, I want to go back
00:40:04.769 --> 00:40:08.570
to that for a second. So again, think about asking
00:40:08.570 --> 00:40:11.570
these types of questions, you know, clarity questions.
00:40:12.269 --> 00:40:14.090
What should I be doing? And people say you're
00:40:14.090 --> 00:40:16.489
doing fine. Say, yeah, but I want to do better
00:40:16.489 --> 00:40:18.610
than fine. So what would superior look like?
00:40:18.670 --> 00:40:22.150
Or you're on track. Yeah, but if a position was
00:40:22.150 --> 00:40:24.170
open today, would I be your number one candidate?
00:40:24.269 --> 00:40:26.849
And if not, what can I be changing? So it's thinking
00:40:26.849 --> 00:40:30.349
about not just giving people like the easy answer
00:40:30.349 --> 00:40:32.650
out, but so that you're getting that meaningful
00:40:32.650 --> 00:40:34.889
feedback that you can act on because if it's
00:40:34.889 --> 00:40:38.630
not specific and you're not getting it, you're
00:40:38.630 --> 00:40:41.010
not going to be able to make the changes and
00:40:41.010 --> 00:40:43.610
I always tell people it's hard but information
00:40:43.610 --> 00:40:46.670
is power. If you don't have the information as
00:40:46.670 --> 00:40:48.469
to how you're viewed and what you do well and
00:40:48.469 --> 00:40:51.030
what you can improve, you're navigating your
00:40:51.030 --> 00:41:01.809
career in the fog. So again, we talked about
00:41:01.809 --> 00:41:06.269
this earlier. We all know that there are behaviors
00:41:06.269 --> 00:41:10.070
we need to change. and there's habits that we
00:41:10.070 --> 00:41:16.369
have. But under pressure, when things are time
00:41:16.369 --> 00:41:19.630
-bound, when we need an answer right away, when
00:41:19.630 --> 00:41:23.909
it's the super, super boss above us, all of a
00:41:23.909 --> 00:41:27.800
sudden... we tend to revert to our initial behaviors.
00:41:28.280 --> 00:41:31.159
And so you need to understand what are those
00:41:31.159 --> 00:41:34.940
pressure points for you and where does that lead
00:41:34.940 --> 00:41:39.300
and how do you better prepare or build that muscle
00:41:39.300 --> 00:41:42.139
to have those behaviors come out more automatically.
00:41:42.219 --> 00:41:45.119
Because again, what you're trying to do is be
00:41:45.119 --> 00:41:48.059
able to use all the tools in your tool belt.
00:41:53.949 --> 00:41:59.170
Mental fitness matters when you're in -house.
00:41:59.369 --> 00:42:02.449
That means understanding how you need to show
00:42:02.449 --> 00:42:05.929
up under those really negative situations is
00:42:05.929 --> 00:42:09.070
really... Critical and what shows up are the
00:42:09.070 --> 00:42:12.210
saboteurs the perfectionists the people who want
00:42:12.210 --> 00:42:14.809
to control things the people who are afraid of
00:42:14.809 --> 00:42:18.090
being judged and that leads to your Automatic
00:42:18.090 --> 00:42:20.789
reaction and if your automatic reaction is the
00:42:20.789 --> 00:42:23.630
thing that's been holding you back You need to
00:42:23.630 --> 00:42:27.449
be aware of this so that you can make a different
00:42:27.449 --> 00:42:31.230
choice And that's really what judgment is. It's
00:42:31.230 --> 00:42:36.079
not just judgment in your legal but it's judgment
00:42:36.079 --> 00:42:40.500
in making an approach at that moment based on
00:42:40.500 --> 00:42:44.579
what you know. Who's in the room? What do they
00:42:44.579 --> 00:42:47.840
tend to focus on? How do they intend to react
00:42:47.840 --> 00:42:51.300
so that you are scripting yourself ahead that
00:42:51.300 --> 00:42:53.960
you're in the right way? So what you're trying
00:42:53.960 --> 00:42:59.409
to get is pressure to a pause where you're Thinking
00:42:59.409 --> 00:43:02.309
through all of the things that are going on,
00:43:02.710 --> 00:43:08.289
you understand that your automatic response might
00:43:08.289 --> 00:43:19.369
be to go into all the risks because you're feeling
00:43:19.369 --> 00:43:21.869
the pressure of making a mistake and undervaluing
00:43:21.869 --> 00:43:25.949
one. Instead, you realize, I don't want to get
00:43:25.949 --> 00:43:29.440
into that risk -averse mindset. I want to pause,
00:43:29.699 --> 00:43:31.820
I want to have more tools available to me, and
00:43:31.820 --> 00:43:33.980
I want to give them a more sage response that
00:43:33.980 --> 00:43:41.300
frames all of the important possibilities. So
00:43:41.300 --> 00:43:45.980
common saboteurs for lawyers are the perfectionist
00:43:45.980 --> 00:43:49.460
that is someone I have to get it exactly right.
00:43:49.690 --> 00:43:52.389
Have hyper vigilant i need to make sure they
00:43:52.389 --> 00:43:55.349
understand every single rest so that if one pops
00:43:55.349 --> 00:43:57.969
up even if it was one percent they can't say
00:43:57.969 --> 00:44:01.510
i didn't tell them. The hyper cheever i don't
00:44:01.510 --> 00:44:03.610
want to leave my comfort zone i don't want to
00:44:03.610 --> 00:44:06.050
give advice where i don't know until i make sure
00:44:06.050 --> 00:44:10.210
i know every single fact. The controller i need
00:44:10.210 --> 00:44:13.449
to know i need to control the situation so the
00:44:13.449 --> 00:44:17.050
best way of saying is something goes wrong. And
00:44:17.050 --> 00:44:19.329
instead of getting the right stakeholders in
00:44:19.329 --> 00:44:21.670
the room and you're listening to people about
00:44:21.670 --> 00:44:24.070
their opinions and understanding what are the
00:44:24.070 --> 00:44:26.789
driving forces, you take control and you tell
00:44:26.789 --> 00:44:30.090
them exactly what to do without giving them a
00:44:30.090 --> 00:44:33.730
second. The pleaser, I want people to like me,
00:44:33.829 --> 00:44:36.769
therefore I'm not going to push back. Avoider,
00:44:37.329 --> 00:44:40.329
eh, that can wait, I'll put it off. And the judge,
00:44:40.489 --> 00:44:42.989
which is like the biggest saboteur for anyone
00:44:42.989 --> 00:44:45.820
in any profession, is I'm worried what people
00:44:45.820 --> 00:44:48.199
will think if I speak up. I am worried how I
00:44:48.199 --> 00:44:50.739
will be perceived. And most of the time people
00:44:50.739 --> 00:44:54.420
don't care. And the other thing to make sure
00:44:54.420 --> 00:44:57.559
these saboteurs are so attractive for us to lean
00:44:57.559 --> 00:45:01.559
into, because who doesn't want to have the perfect
00:45:01.559 --> 00:45:05.369
answer? Who doesn't want... to miss a risk. Who
00:45:05.369 --> 00:45:08.150
doesn't want to achieve things? Who doesn't want
00:45:08.150 --> 00:45:11.349
people to like them? But it's that balance where
00:45:11.349 --> 00:45:14.690
it's becoming, it's not allowing you to be your
00:45:14.690 --> 00:45:18.750
best self in a moment and you're overcompensating
00:45:18.750 --> 00:45:21.710
with this. And so you really need to be taking
00:45:21.710 --> 00:45:24.010
that pause to figure out what is the appropriate
00:45:24.010 --> 00:45:28.630
response in those things. And so ways that this
00:45:28.630 --> 00:45:33.199
shows up is If you're someone who likes being
00:45:33.199 --> 00:45:37.960
precise, you overanalyze. If you're someone who's
00:45:37.960 --> 00:45:40.780
cautionary, you might hesitate or overblow a
00:45:40.780 --> 00:45:43.159
risk which will not make you the favorite of
00:45:43.159 --> 00:45:47.659
the business people. High standards is a strength.
00:45:48.199 --> 00:45:52.960
Perfectionism is not. Confidence is a strength.
00:45:53.360 --> 00:45:56.360
Controlling everything that is going on is not.
00:45:58.039 --> 00:46:02.760
Advocacy is good. Being rigid is not. Achievement
00:46:02.760 --> 00:46:05.699
is something we want. Burnout is not. So if you
00:46:05.699 --> 00:46:10.400
are guilty of some of these strengths and you
00:46:10.400 --> 00:46:13.039
overcompensate with them because it is a strength,
00:46:13.519 --> 00:46:15.480
you need to understand that. And again, this
00:46:15.480 --> 00:46:20.239
comes from having that information. And so as
00:46:20.239 --> 00:46:23.730
I was saying, the judge is everywhere. And in
00:46:23.730 --> 00:46:27.909
fact, the judge shows up. There's a company that
00:46:27.909 --> 00:46:31.710
does research on saboteurs. And across the globe,
00:46:31.750 --> 00:46:36.190
this is the biggest impediment to people's growth.
00:46:37.570 --> 00:46:42.289
Everyone is worried about being judged. And so
00:46:42.289 --> 00:46:45.050
when you're thinking about this, this is the
00:46:45.050 --> 00:46:47.469
way that it shows up. And if you're someone who
00:46:47.469 --> 00:46:51.449
thinks about this way constantly, And people
00:46:51.449 --> 00:46:54.510
say you aren't proactive enough. People say that
00:46:54.510 --> 00:46:57.030
you're not coming forth, that you're silent,
00:46:57.170 --> 00:47:00.789
you're not visible enough. This is probably what
00:47:00.789 --> 00:47:05.389
is in your head. And the interesting thing about
00:47:05.389 --> 00:47:10.449
people who have a high judge in them is they
00:47:10.449 --> 00:47:13.929
usually judge others a lot. And so one way you
00:47:13.929 --> 00:47:16.769
can actually mitigate this is by making sure
00:47:16.769 --> 00:47:19.010
you're not judging other people all the time
00:47:19.010 --> 00:47:21.349
because you then take what you're doing to other
00:47:21.349 --> 00:47:23.929
people and actually turn it on yourself because
00:47:23.929 --> 00:47:26.489
you programmed yourself to look for these things.
00:47:26.710 --> 00:47:30.710
So if you're someone who thinks that if I speak
00:47:30.710 --> 00:47:33.269
up, if I go outside my comfort zone, then you
00:47:33.269 --> 00:47:35.829
are someone that they are thinking about in terms
00:47:35.829 --> 00:47:40.420
that is something you need to control. And so
00:47:40.420 --> 00:47:46.340
the leadership. Shift comes instead of saying
00:47:46.340 --> 00:47:49.059
what if I am wrong if you hear safe self say
00:47:49.059 --> 00:47:52.119
what if I'm wrong. Ask yourself what creates
00:47:52.119 --> 00:47:55.199
the most value and if you have confidence in
00:47:55.199 --> 00:47:57.059
your own judgment and remember that's what we're
00:47:57.059 --> 00:47:59.840
telling people strategy judgment these are the
00:47:59.840 --> 00:48:03.409
things that make a difference. You have to get
00:48:03.409 --> 00:48:05.929
to that point where you comfortable telling someone
00:48:05.929 --> 00:48:08.050
what creates the more value and get out of what
00:48:08.050 --> 00:48:12.010
if I am wrong Think about the needs of the business
00:48:12.010 --> 00:48:15.809
think about the other person What can I do confidently
00:48:15.809 --> 00:48:18.949
today? What can I say today? And what do I need
00:48:18.949 --> 00:48:21.530
to tell them that's different so that they know?
00:48:22.269 --> 00:48:25.530
Because again business is moving really quickly
00:48:25.530 --> 00:48:28.750
right now And, you know, in fact, probably too
00:48:28.750 --> 00:48:32.170
quickly. But we need to be operating at that
00:48:32.170 --> 00:48:34.909
speed or at least give people the parameters
00:48:34.909 --> 00:48:37.329
so that they understand when they're going to
00:48:37.329 --> 00:48:40.789
get the answer that they need. And you need to
00:48:40.789 --> 00:48:43.869
be curious about what's going on in your head
00:48:43.869 --> 00:48:46.969
because when you understand how you're approaching
00:48:46.969 --> 00:48:49.750
things, you can shift it and you can leverage
00:48:49.750 --> 00:48:53.150
other tools and judgment. If you're not understanding
00:48:53.150 --> 00:48:55.429
how you're focusing on things, then you're going
00:48:55.429 --> 00:49:02.090
to stay still and you're not going to grow. So
00:49:02.090 --> 00:49:05.590
again, when you're hearing that you have a saboteur,
00:49:05.590 --> 00:49:10.760
you want to say, I hear my perfectionist. You
00:49:10.760 --> 00:49:13.460
want to name it and then you want to make an
00:49:13.460 --> 00:49:16.559
active choice to which behavior you're gonna
00:49:16.559 --> 00:49:21.199
take It can't be a reactive choice and if you
00:49:21.199 --> 00:49:23.940
want to understand like which are your saboteurs
00:49:23.940 --> 00:49:26.460
Positive intelligence has a whole test that you
00:49:26.460 --> 00:49:28.699
can log on to and it's sort of fascinating and
00:49:28.699 --> 00:49:31.380
it will also give you hints as Ways to approach
00:49:31.380 --> 00:49:34.940
you, but it will tell you what might be hurting
00:49:34.940 --> 00:49:38.760
you in terms of your growth as a leader And again,
00:49:38.800 --> 00:49:41.460
as we talked about, it's revealed under pressure.
00:49:41.719 --> 00:49:44.199
Most of us behave really well when everything
00:49:44.199 --> 00:49:48.000
is going according to plan. But when the court
00:49:48.000 --> 00:49:51.679
decision comes in and it's crazy, when the other
00:49:51.679 --> 00:49:54.199
side of a transaction is like threatening to
00:49:54.199 --> 00:49:58.840
blow it up, all of a sudden pressure comes and
00:49:58.840 --> 00:50:02.719
we tend to revert. And so pressure doesn't create
00:50:02.719 --> 00:50:06.969
the leadership. It reveals who you are. And that's
00:50:06.969 --> 00:50:09.730
why you want to be building these even in unpressured
00:50:09.730 --> 00:50:13.329
filled situations so that that muscle is there
00:50:13.329 --> 00:50:17.190
when you you're moving forward. And the thing
00:50:17.190 --> 00:50:19.730
that you really need to remember is that every
00:50:19.730 --> 00:50:23.110
every day you're building this reputation and
00:50:23.110 --> 00:50:26.329
you can change these reputations. I've seen people
00:50:26.329 --> 00:50:29.510
do it. My issues spotter and we talked about
00:50:29.510 --> 00:50:33.030
in the beginning. When she became aware of the
00:50:33.030 --> 00:50:36.369
issue it took some time but by focusing on solutions
00:50:36.369 --> 00:50:39.610
she got promoted a year and a half later it took
00:50:39.610 --> 00:50:41.710
is not like you turn it on one day and people
00:50:41.710 --> 00:50:43.909
believe you because again it has to be a consistent
00:50:43.909 --> 00:50:47.429
behavior. But she took what she learned and she
00:50:47.429 --> 00:50:50.070
started to apply it and not only did it lead
00:50:50.070 --> 00:50:52.949
to one promotion. but a second one another year
00:50:52.949 --> 00:50:58.590
later. But she only got that by being brave enough
00:50:58.590 --> 00:51:01.190
to understand that information that we were talking
00:51:01.190 --> 00:51:05.329
about. And so every day is a day to build the
00:51:05.329 --> 00:51:11.070
reputation that you want. And so as we're thinking
00:51:11.070 --> 00:51:14.809
about moving forward today, we have a changing
00:51:14.809 --> 00:51:18.909
profession. The world is changing, but what hasn't
00:51:18.909 --> 00:51:21.349
changed are those leadership behaviors that can
00:51:21.349 --> 00:51:24.289
set you apart. But you do need to understand
00:51:24.289 --> 00:51:26.809
what are your internal barriers or saboteurs
00:51:26.809 --> 00:51:29.650
that are preventing you from creating the leadership
00:51:29.650 --> 00:51:32.929
reputation that you want that leads to outcomes,
00:51:32.929 --> 00:51:35.769
whether it's building a book of business, expanding
00:51:35.769 --> 00:51:39.309
a client relationship, getting promoted, getting
00:51:39.309 --> 00:51:41.829
on the sexy assignments, depending on where you
00:51:41.829 --> 00:51:47.030
are in your career. Before you leave today i
00:51:47.030 --> 00:51:50.489
want you to think about. Some three commitments
00:51:50.489 --> 00:51:53.449
that you can make that can change that it might
00:51:53.449 --> 00:51:56.610
be speak earlier given analysis it might be asking
00:51:56.610 --> 00:51:59.130
feedback from my manager for my clients for my
00:51:59.130 --> 00:52:02.170
business partners seeing how i'm used as a leader
00:52:02.170 --> 00:52:06.050
it might be. I'm gonna change how i'm approaching
00:52:06.050 --> 00:52:09.949
certain situations i know when i am with the
00:52:09.949 --> 00:52:14.699
sea sweet that i tend to. Not be as proactive
00:52:14.699 --> 00:52:18.440
i stay in my lane if everything's going to you
00:52:18.440 --> 00:52:21.780
know chaos i don't say a word it's thinking about
00:52:21.780 --> 00:52:24.639
what are the things that you want to change that
00:52:24.639 --> 00:52:32.659
you can get to that next level. Everything is
00:52:32.659 --> 00:52:36.239
changing. Everything is going to become more
00:52:36.239 --> 00:52:40.739
complicated the point is that you need to understand.
00:52:41.469 --> 00:52:45.010
What are the qualities that will lead you to
00:52:45.010 --> 00:52:49.150
have the career that you want? What will make
00:52:49.150 --> 00:52:53.010
a difference to your clients, to your career,
00:52:53.650 --> 00:52:59.570
to your compensation? And understand that it
00:52:59.570 --> 00:53:03.429
is within your control. A lot of times people
00:53:03.429 --> 00:53:07.869
have told me that it's in my DNA. This is how
00:53:07.869 --> 00:53:12.670
I operate. I don't know how to do anything differently.
00:53:14.090 --> 00:53:19.750
When I started my legal career, my dream was
00:53:19.750 --> 00:53:22.730
to be an ostrich attorney with my head down.
00:53:22.909 --> 00:53:25.210
And then I thought that my life would be fulfilled,
00:53:25.329 --> 00:53:27.550
that if I could just churn corporate documents,
00:53:28.170 --> 00:53:30.309
that I would have a happy, long legal career.
00:53:30.699 --> 00:53:35.360
That wouldn't work today. AI can turn the documents.
00:53:35.840 --> 00:53:39.659
And it didn't work then. And when I went in -house,
00:53:40.079 --> 00:53:42.420
I thought that I was in a spot where I wouldn't
00:53:42.420 --> 00:53:45.019
have to speak up. It's not like a law firm where
00:53:45.019 --> 00:53:46.699
I would have to develop business. And then when
00:53:46.699 --> 00:53:48.519
I was in -house, I realized these leadership
00:53:48.519 --> 00:53:51.860
things mattered. And I saw someone get promoted
00:53:51.860 --> 00:53:55.119
ahead of me who wasn't a good lawyer, a technical
00:53:55.119 --> 00:53:58.059
lawyer, but he was doing all these things I wasn't
00:53:58.059 --> 00:54:00.760
doing. And I realized that if I wanted to have
00:54:00.760 --> 00:54:03.849
the career I wanted, And if I wanted my clients
00:54:03.849 --> 00:54:06.949
to get good advice, I needed to change my DNA
00:54:06.949 --> 00:54:11.269
and it didn't happen overnight. It took by thinking
00:54:11.269 --> 00:54:13.809
those building blocks that I was talking about.
00:54:14.130 --> 00:54:16.809
What did I need to improve? How was I going to
00:54:16.809 --> 00:54:19.130
speak up more? You know, and I was someone who
00:54:19.130 --> 00:54:21.690
was terrified of public speaking. I wrote out
00:54:21.690 --> 00:54:24.230
everything and I basically read it and then I
00:54:24.230 --> 00:54:26.309
got comfortable and then I started bullet points
00:54:26.309 --> 00:54:28.230
and then I didn't even write down anything. I
00:54:28.230 --> 00:54:31.800
just went to meetings and I maybe. You know state
00:54:31.800 --> 00:54:34.820
him, you know, I was very controlling in my communications
00:54:34.820 --> 00:54:37.739
with my team and I had to change it So again,
00:54:38.099 --> 00:54:40.420
it wasn't like it happened overnight, but I said
00:54:40.420 --> 00:54:42.880
when I was having these conversations How do
00:54:42.880 --> 00:54:45.920
I want to and I train those muscles and I change
00:54:45.920 --> 00:54:48.800
my behaviors And so what I'm telling you this
00:54:48.800 --> 00:54:51.599
is not to pat myself on the back But to tell
00:54:51.599 --> 00:54:54.559
you, you are capable of great things. You can
00:54:54.559 --> 00:54:58.099
make a huge difference in your career just by
00:54:58.099 --> 00:55:00.559
changing how you approach things. And remember,
00:55:00.739 --> 00:55:03.199
your technical experience gets you in the room.
00:55:03.340 --> 00:55:05.280
It's what might show up on your resume. Your
00:55:05.280 --> 00:55:07.039
leadership reputation is what's going to make
00:55:07.039 --> 00:55:09.619
those opportunities and your career trajectory.
00:55:10.260 --> 00:55:12.500
And we have some time for questions if anyone
00:55:12.500 --> 00:55:14.360
want to put it there. But I just wanted to switch
00:55:14.360 --> 00:55:16.980
while we're here because if you want, here are
00:55:16.980 --> 00:55:20.360
some. Other tools or things that may be helpful.
00:55:20.360 --> 00:55:22.760
One is my GC power moves, which is on LinkedIn
00:55:22.760 --> 00:55:25.960
and my others access to the playbook for business
00:55:25.960 --> 00:55:30.960
development that may be helpful for you. I'm
00:55:30.960 --> 00:55:34.300
not seeing any questions right now in the chat.
00:55:34.780 --> 00:55:37.599
I hope that you decide to follow me and that
00:55:37.599 --> 00:55:40.360
you found something helpful in today's presentation,
00:55:40.360 --> 00:55:43.219
but really what I want you to take away from
00:55:43.219 --> 00:55:48.110
this. is that you have control over how you show
00:55:48.110 --> 00:55:53.059
up and how others experience you. And that can
00:55:53.059 --> 00:55:55.980
only happen when you understand how people are
00:55:55.980 --> 00:55:58.960
experiencing you and that you make the commitment
00:55:58.960 --> 00:56:02.360
to change those behaviors because by changing
00:56:02.360 --> 00:56:05.840
those behaviors you will lead to greater opportunities
00:56:05.840 --> 00:56:09.579
that will create the career that you want today
00:56:09.579 --> 00:56:12.159
and in the future. And I want to thank you all
00:56:12.159 --> 00:56:14.940
today for spending some time with me and I hope
00:56:14.940 --> 00:56:16.619
that you found this program helpful.