Powerful Women Chart a Course in Chaos

I'm on a mission to propel more women lawyers to power positions where they can have more control over their careers, compensation, and courage. Today, we talk about the power of pivoting.

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In the TV Show, Mad Men, when the cast decides to leave their ad agency – and launch their own. And there is chaos in the moving process under night's darkness. When Joan Holloway, their former operations head, walks into the room, one of the men says, "What a good idea." Why? Because he knows Joan will get things done and will help, they set a course out of their chaos. After all, this is the woman who takes charge and applies a tourniquet to an executive's leg, saving his life when an office accident with a lawn mower.?

In law school, professors teach us to issue spot and raise concerns--- but in the real world, to attain power positions, you need to demonstrate that you cannot only raise issues but that you can solve them, be that voice of calm, and set a course of action.

Here are 3 tips on how to be the person people want in the room.

Tip 1: Understand How You Are Showing Up Today

To be the person in the strategy room, you must be able to see yourself in that room and know that you will add value. To get in that room, you need to know why or why not you are in the room today.

This means taking a hard look at how others view you. To do this, you can look at feedback, 360-degree assessments, and evaluations. However, asking people is the most effective way to get the real scoop. You may not always love what you hear, but it is effective.

My in-house client, "Rachel," asked these questions, and she found that she was stuck outside the room because the business saw her as a solutions impediment and was not the voice of calm. Rachel heard that she was always running into the meetings harried and all over the place, and then in the room, she was constantly raising minor risks and raising them as potential roadblocks.?

Another client, "Marla," a senior associate trying to get more time with clients, discovered that while her issue spotting and legal research were extraordinary—she lacked the skills to focus on what was important, set a course of action, and influence others. The partners did not believe that she was ready.??

By understanding where they need to do some work, these individuals set a course--- to change their behaviors and enhance their skills--- to get a seat at the table. And not only did they develop a plan, but they also executed it and reached their goals.

Tip 2: Pre-Game It

Trying to change behaviors and approaches takes time and effort. I know because I have had to do it myself. However, you can do it if you keep your eye on where you want to go and take consistent action (even when you take one or two steps backward).?

The most effective strategy is to plan out how you will "be" at the meeting, what you will say, and how you will say it for the most significant impact.?

One Executive Vice President I know comes in every morning, goes through his day, and plots this out. He swears it is the key to success because he shows up at every meeting precisely how he wants to.

It isn't necessary to go this far every day once you have modified the behavior- but you have to decide when you have made enough of the switch. A great way to do this is to ask the people you asked initially if they see any change.?

In doing this "pre-gaming," you also must work out how you will be and say if things don't go according to plan. Do not only plan for the best-case scenario—they rarely happen.??

Tip 3: Understand Your Space

No two cultures or industries are precisely the same. You should watch successful people in your space to see what they are doing differently to get into strategy conversations and decisions. In doing this, you are not trying to become a paler version of them but to understand what is effective in that space and how and what you can add to your toolkit in your own way.?

One of my clients, "April," did this and saw that one woman who was in all the meetings and taken very seriously—spoke in business and financial terms. She tried to understand these things more and sprinkled them into her conversation.

Another client, "Wendy," realized that one of the most successful people in her organization used active listening, reflection, and powerful questions to have more impact in strategic settings.

And "Monica" noticed that one of her peers sat and listened and then put all of the information together and made a recommendation based on what he had heard and addressed the objections he could see coming.

By understanding what is effective, you may better hone behaviors and skills so that others want your voice in the room.

To get in the room, others must see you as a strategic thinker and solutions-oriented who does not treat all risks equally. You also need to know how people perceive you, work to modify that perception if negative or double down if positive and look at what is effective in your organization. In other words, you want to be like Joan, who said, "I'm in charge of thinking of things before people know they need them."?

What more insights?

• 7 Steps to Leap from In-House Technician to Legal Leader : In this guide, Sheila shares her time-tested strategy for in-house counsel to leap from in-house technician to legal leader so you can have greater impact and control of your career, compensation, and courage.
• 9 Tips For Lawyers Struggling to Build a Book of Business: In this guide, Sheila shares her time-tested tips to release fear, transform your relationship with business development, and launch your rainmaker journey.

Sheila is the CEO of Focus Forward Consulting. She helps intelligent and accomplished women lawyers go from uncertain and uninspired to unstoppable and attain power positions where they have greater control of their careers, compensation, and courage.