Bill, right? It's half past, let's get some instant confidence. So this is science backed. You're gonna think it's a little bit crazy but it's not, it's a Amy cuddy's got a TED X talk on this. She did a research about it and eight other people did too.So let's stand up. We want to get ourselves in a state where we're in full flow. We are feeling incredibly confident and comfortable and present because we want to really start to think about things. So I'm gonna ask you to think about some things today and I want you to be able to take this in and be present and feel more comfortable and this is what you can do any time you're about to go into a boardroom meeting. You do the wonder woman pose. You've probably heard it. So hands on hips, shoulders back, looking forward. Two minutes is the science on this. This will reduce your cortisol. So if you've had quite a stressful day, you've had quite a bit going on this, this will reduce that two minutes was the, was the research done on two minutes of standing with your hands on your hips you can do this in the bathroom, sh feet, shoulder width, heart stand up now and really start to calm yourself down.

So we want that stress level going down. We want the testosterone level going up. And the study that Amy did proven that people that went into an interview felt calmer. They were able to answer questions more clearly and they felt more confident. It's crazy, isn't it? Body language can make us feel more confident. So if you ever need an instant confidence boost, you're not feeling it, you're not feeling quite with it, just do this just really do this or do you know what? I used to do a really purposeful stride across the office. You know, I'd walk in some days and hunched over and playing small thinking. I'm not feeling good today. I'm not feeling it. I've got a board meeting and this is gonna be a challenging one. Just give yourself that power like like many powerful people do and we do, we don't do. We try and take less space. We wanna take more space and while you're taking up some space and you're doing your wonder woman power pose for two minutes. I'm gonna introduce who I am. So I'm Sue Parker and I'm gonna be talking to you today all about thriving in your 1st 30 days in leadership and beyond really, to be honest, these strategies will help you to become an empowered leader with impact, which is my goal because I suffered really bad burnouts.

I took it all on and there are many challenges that you will face that we talk about during this presentation, right? You've done two minutes now of standing in your woman to woman pose and hopefully you're feeling you're feeling. Yeah, I'm a little bit more with it now. Sue. I've shook off whatever's happened in the previous stage of my day. I have done that transition from that and I'm now feeling more present for my ideas to flo and I want you to pop in the chat. I am. If you were to describe yourself, defining your identity, what is it? Three words? How would you describe your identity? I am three words in the chat. Give you a couple of minutes to think about that. If you're struggling, maybe think about your role model. Think about actually, when I, when I think about myself without all these limitations, without all this stuff that happened in the last 10 years. Oh, I love that ga uh Gabrielle, calm, strong and intelligent. They are brilliant. I am strong, strong's strong's a recurring one here. S Sarah.

I'm strong, inspiring love that I'm confident. Oh, we all love to feel confident, don't we? Strong, bold, confident, able to show up. Oh, I'm genius. I love it. Yes. And there's I'm persistent, resilient, courageous, brave, fatima, brave, absolutely great. Oh, courageous, courageous and confident, I think come come hand in hand. Remarkable. I love that. Have you done one of the remarkable workshops? They're brilliant and this is the thing you are, you're acting out. I want you to write these down, really, write these down, really own these.

And when you've written them down, put them in your journal, you're gonna look at these frequently to remind yourself that you are these persons, you're gonna show up every day and this is who you are. I'm gonna share with you some of the words that I hear when I talk to people about the type of leader they want to be and they want a role model. Role model comes up quite a lot, you know, moving from victim to role model. Thank you, Nicole. I'm glad you're getting a lot out of it. I want to be authentic. You know, when people, when I ask people who their role models are, you know, words come out like Michelle Obama and you know, the obvious ones like Oprah because they're so authentic. We love them for being who they are authentic. Doesn't mean, doesn't mean being rude and being, you know, and treading all over everybody else. We are conscious, we are valuing other people and their views too. We're connected and present. We've got clarity. We're intentional.

I always think one of my things is about being intentional. If I say I'm gonna show up and do something, I show up and do something. But II, I enter that project with intention that I'm gonna make it a success. And I'm intentional about all of my goals and all of those sorts of things, positive influence impact. These are great words, folks really own these words, really, really own these words because it's really easy to follow the leaders before us. And they might not have necessarily been, been role modeling a good way to us. Certainly, in many Corporates, you get poor leadership management styles, you get poor comments. Um that can be derogatory to others. We've learnt a lot of stuff. Thank yous, Alec um energetic session.

Always energetic, always, you know, we're here to be intentional about showing up and about doing something that we want to be present and connected to. We wanna get a lot out of it. 40% of people fail and some of that is that we, we replicate the bad leaders before us and then we don't necessarily stay true to our values. Yes. 40%. It's crazy. And some surveys actually say it's as high as 70%. I thought this was actually more believable in the detail of the study. But what I can see is that it's, it's easy to see why, you know, there were lots of problems, problems, like there's less support you, you move away from your peers and that peer support that you had around you. And all of a sudden you're on your own, you've gone from doer to strategist and you've not got anybody to ask because you feel like you shouldn't. And we'll come back to that. You're overwhelmed because you're still taking on a lot of the workload. You're busy all the time with busy work and it's incredibly difficult. There's no handbook. I thought when I moved into a leadership role, continue with my, my mantra, hard work, long hours equals success.

The reality is that just led me to burn out the stress kills the creativity that we have. And what happens is you move into that leadership role. And I had this overwhelming need to answer all the questions and I realized there was a lot more to this than I thought imposter syndrome started creeping in. And I felt like I didn't know the answers and they were looking at me and therefore I wasn't worthy of the job I'd just been given, but I had to prove myself. I'm still in the early days. But the reality is what we know is that by having a little bit of imposter syndrome is really, really important. I could see Nicole there. Yeah, she quit immediately. It's just not sustainable. But that inner critic that imposter syndrome says I'm gonna ask what if I'm gonna do more research, I'm gonna become more competent cos I'm gonna try and figure out more of these answers. And that is of course, professing we can get competency which builds our confidence in a subject which has a complete cycle to it and it's incredibly complex, but we can build it up. I wanna share with you this stunning Kruger effect.

So this is where you come in as the new person and you know, a little bit, you know, like teenagers do, they know something, they think they can take over the world and then therefore it makes you really confident in something. Then when you get into your leadership role or you move on, you progress, you advance a little bit in your study or knowledge or awareness of something. This is me and to my leadership role, I realized this infrastructure is really complex. Yeah, I know the bit that I came in that I really wanted to do the front end community, the tableau community, the data analysis, the infrastructure, the data warehouse, the bits in the background scared me. And that complexity meant I would doubt myself. Have you ever been sat in a meeting where you, you don't want to give an answer a response because you know, there's a hell of a lot more to it. It's quite complex. So you stay quiet, you perhaps do some of this body language that means you're going small. Don't ask me, I don't wanna contribute cos I'm not sure if I'm right. You wanna have that open discussion, but you don't feel like this is the right environment and you've got the support there. Whereas this person who knew a little bit the teenager that can take over the world. They're feeling really confident and everybody's getting behind that confident stakeholder.

Do you remember in it? We have a lot of this, don't we? A stakeholder? A very prominent stakeholder, perhaps a director will look at your solution for you and decide that the answer's dead easy. You just throw it in the data warehouse and a table and everybody's backing them because they sound really confident because they have this little bit of knowledge about what you do when the reality is, you know, how much more complex it is. So you start to self doubt yourself and you don't, you're a little bit unsure in that setting about challenging. Now, the person over on the right is the professor, they're experienced enough to have sat through these situations many times and know that there's complexity, there's ins and outs.

So you see imposter syndrome is there. It does help us to check and do more research. But sometimes we need to question who we are believing. Are we believing the confident person who thinks they know the answers when the reality is they only know part of the situation? So this was me, I moved into my leadership role. I hung on, clung on to my daily role. Yeah. Absolutely. Nicole. Who are you believing? So I clung on to my daily role and I was doing my leadership role at the same time. So I, I was a doer and I became a strategist and I was doing everything, but I had no clear direction and I didn't feel the strategy piece that I had peers around me that I, I could trust, I could support that I could talk to. I felt like I had to prove myself and I had to deliver this, but I had ideas and I come into a role, incredibly, incredibly, sort of geared up for. No, no, no. We're just gonna start this project. As soon as I get started, I want a tableau community setting up. I want a strategic plan, our improvement plan, we're gonna do some etl refactoring because it keeps failing when the net, when one of the dependencies doesn't work, the whole thing fails. Let's refactor it. I've got data gap projects going on because I've got stakeholders telling me these things aren't in the warehouse doctor sessions, all sorts of things going on alongside my day job that I'd always done. Of course, that could be because we could argue we're micromanaging.

We could argue that we don't trust people to do the job the way we do or just that, you know, we take on the lion's share, don't we? We will say I'll do that and then I'll hand it to you when it's in a, a tidy estate. And I've done all the real, the real grafting and the do donkey work to get it in a really tidy place. But cons etl, yeah, absolutely. But consequently, this problem means we get overwhelmed and this overwhelm can lead to burnouts and that's what I suffered. I suffered life changing burnouts. I want to share with you a really good lesson from Steve Jobs. And this is in 1997 he went back to Apple. Apple was a failing company. They were making a billion pound loss at that point and he came in and he turned it around in one year to make a 309 bi billion pound million pound profit. How did you do that? He got rid of 70% of their product line. 70% of the work that they were doing. Now, when you take a look at everything on your to do list how much of that is busy work and how much of that is working towards your primary goals. You could see from the last slide that I had a lot of plate spinning. I had a lot of projects I started and a lot of things that I needed to delegate and deal with in other ways.

Perhaps you need to take a look, particularly if you're moving into leadership or you are a leader at your own to do list on what you're doing. I once sat down with one of the directors and I said to him, you don't seem to be bothered about these issues that I bring to you, these things that I bring to the table. You didn't seem to want to progress or deal with any of these underlying issues. And he said to me, do you know what? Sue I have? Three rocks, always have your three rocks. These are the three things that you've got to deliver above all else. They're the things you've got to focus your attention on and avoid the noise that will keep vying for your attention. He called them crocodiles and crows that make a lot of noise around you and try to snap your feet off to drag you away to, to do with something with their problems. The reality is you need your three rocks. The only things you're gonna focus on and deliver a few things well, and that's what Steve did incredibly well for apple. He got them to focus on a few things incredibly well.

And this is a skill, this focus because quite often we have those little things burning in the background, don't we? That they should either be part of our main goals and our main focus and our main projects or we should just get rid of them all together. Like Warren Buffett would say cross them off and avoid them at all costs. Focus on your big three. So and make sure, yeah, avoiding the shiny objects. That's very good Nicole. I, we are bombarded by shiny objects, particularly in the modern world. Cos it's always on, isn't it?

There's always something new to look at and I would say do one needle mover action every day. Even if it's a small amount on one of those goals and eat your frog is a really good metaphor for doing your hardest, worst, most challenging task. First, things that we resist other people, empowering other people to give them our workload. When we were going into leadership. This thing about hanging on to the job, believing and trusting in others is part of that process, learn to empower others and to be OK with sort of letting go of the reins of something and then the other problem. So we've looked at imposter syndrome, we've looked at overwhelm and the, the things vying for your time and, and the unclear direction that you have. The other problem we have is, do you ever feel like no one is listening to you, your ideas, your suggestions, you sit in meetings or maybe you go and present and, and you want that buy in, you want somebody else to support you, maybe your team aren't listening to you or you can't get that recognition or investment and that skill about persuading people.

I've heard it talked about a lot on these presentations and it's fantastic. We're talking about ways we communicate with people, how we get them to see things from our point of view and how we see things from theirs. This, this skill of influencing and persuading people is pivotal to your success in your career. The promotions that you want, the ideas the solutions, getting pay rises, recognition and investment in your area. So I'm gonna talk to you a little bit about circle of influence.

This is you and this is how you can affect the thoughts, beliefs, ideas and expectations of others internally. We need to have a self belief. We need to have a self awareness as well. We need to make sure that we're focusing on the things we can control and not wasting our energy, moaning, bemoaning all the things that we have no control over at all. Because where we put that focus, that's where your energy is going to go and that's what you're going to be intentionally working towards. And that's what we want to do here, isn't it? With the whole bringing more women into technology and supporting women in technology, we want to focus on the things we can control and drive forward and have influence on. And then because of our growth mindset, the fact that we believe we can learn and do better, we want to push that positive attitude out and be more visible out there on linkedin, more visible out there in our organizations as role models, role modeling, the way of how we believe this should be and that role modeling and that visibility will help to affect the thoughts, beliefs and ideas of other people.

And this is how you can start to use your circle of influence because when you, you feel incredibly strong, you can go into those meetings, you can go and show up online or wherever it is, you need to go and feel strong and then you can start to influence on the things that you couldn't otherwise control.

One of the key elements of building influence is to build. No like and trust with you. It's just like personal branding. I'm gonna listen to you if I know like and trust you. Psychology of influence. Yep, Robert Cine, there's a good book mentioned in the bottom, there's a few others. Um So there's Dale Carnegie. Um And you've obviously got uh Stephen Covey's great book as well. So I'm gonna talk to you about the Bank of Trust. This is, this is where you're building some relationship up with your stakeholder with your manager, with your team and this is where everything you do goes into it. So I talk about building up trust. So that is, you know, being honest, that's showing up and being congruent, being proactive when things go wrong, helping your business stakeholders to sort things out following up. When you say you're gonna find out about something, get back to them in a timely manner, be helpful, deliver the projects that you say you're going to all of this is building up this bank of trust, your visibility, you know, like and trust with this person so that you can build an element of when I want to influence you.

You will listen to me build up this bank of trust. Every time we take away, we make mistakes, we criticize we're negative or we fail to deliver, we actually make a withdrawal from our bank of trust. And this is incredibly damaging when we want to ask something of these people, you can actually get into an overdrawn position. And the worst thing you ever want as a leader. And I was there is for the first time you have AAA meeting with your senior director is for it to be as a result of a mistake made in your department. Build up your no like and trust, build up your bank of trust with that person by being trustworthy, being congruent, following up helpful and delivering before any of these withdrawals are ever made. And you're able to ask and influence that person, then you will have a lot, a lot easier time in your career and you will avoid some of the challenges and pit pitfalls. I've seen others make. So three really succinct tips. Thank you, Sarah for influence. If I was to summarize what we've talked about, you must ask something that's relevant to your bank of trust. So imagine going to somebody completely cold, like cold sales people do and asking them for investment for a promotion. Your bank of trust is completely empty. You're overdraw it.

You're not going to influence that person the same. Make the ask what the question the ask that you've got low risk low effort and high reward. And this leads on to number three, which is always prepare what's in it for them. Think about if I'm approaching my director for a promotion, what's in it for them? Does it help them with their next level promotion? Because they're succession planning? What's their goal and how can I help them to achieve it? Perhaps I can, I can persuade them by helping them to do something that they need to do alongside the project that I've got to deliver or I can make them see that by delivering on X or having this investment in our infrastructure, it will have a positive impact for their career goals, really get to know that person and build up that bank of trust.

Now remember that I am at the start, I want you to really hang on to that, write it down in your journals, write it down on sticky notes on your board wherever it is to really empower you to remind you, this is your identity. This is how you show up, this is who you are and who you are going to show up as when you're ready to be an incredibly empowered leader. Do not forget these trainings do not go down the route that I did avoid burnout but become a high performing leader with incredible impact and stay true to yourself. I've had some fantastic to comments in in this box at the side. So we've probably only got a minute left. So I just want to have a little look at those and say that thank you so much for your fantastic comments. You know, Nicole avoiding the shiny objects. Yeah, it's, it's hard, but it's worth it. Yeah. Learning on what to pay attention to, learning how to say no and say yes, Ronca talks about this in her talk. It's incredibly valuable skill. Oh, Sarah talked about the fear of missing out. Absolutely, the fear. If I don't engage in this little project or discussion over here, I might miss out on something good. You need to really be strategic about what you're saying.

Yes to if it's something that you can see may lead to opportunity in the direction you want to travel and absolutely invest some time, but be very clear on what you're investing time in when in doubt, write down your thoughts, Anita, thank you for that one. Yeah, absolutely.

Think on paper. Absolutely. Most of them are not even out criticism but rather society patterns. Absolutely. Um We used to do this exercise where on one side we put all the, you know, what I want to do and the and then we'd write, what are the reasons for not doing it? And then we'd logically write in the third column is that what's the likelihood of this happening? And if this worst thing did happen, really what's going to happen? Yeah, logically applying the logic instead of the automated part of your brain question who you are believing? Nicole said.

Yeah, absolutely with the, the confidence person that sort of shouts over everybody else. Thank you, folks, I'm conscious. We've run out of time and I would absolutely love to have you connect with me on linkedin. Um And, and raise your questions with me. I've actually created an Empowered Leader series, which is a, a free training series that you can sign up to on elite digital space to provide you with some more training on visibility, impact confidence, all of these really key skills. So, thank you so much folks and I look forward to seeing you again around and about on linkedin or on Instagram. Take care. Thank you.