Reimagine Your Brand, Then Advocate It Into Reality

1. Reimagine Your Brand, Then Advocate It Into Reality Selena Rezvani & Jo Miller

2. Our behaviorteaches peoplehow to treat us

3. Darlene SlaughterChief Diversity OfficerUnited Way Title ‘‘Your reputation gets to the next place before you do... When you show up at the door, people will already have an opinion. What will it be?”

4. Be famous for something. What’s your claim to fame?

5. “I'm satisfied with the personal brand I'm most known for today.” “My current brand conveys my full leadership potential.” 50%agree 42% agree

6. In This Session • Refine your leadership niche • Own your leadership brand • Advocate it into reality

7. Think of someone you know who’s built an outstanding leadership brand.

8. Think of someone you know who’s built an outstanding leadership brand.

9. Refine Your Leadership Niche

10. What’s Your Leadership Superpower?

11. People who use theirstrengths @ work every day are… • 3 x more likely to report excellent quality of life • 6 x more likely to be engaged • 8% more productive • 15% less likely to quit Source: Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014). Sources: Peterson, C. et al. “Strengths of character and work.” Oxford handbook of positive psychology and work (2010). Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014). Sources: Peterson, C. et al. “Strengths of character and work.” Oxford handbook of positive psychology and work (2010). Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014). Sources: Peterson, C. et al. “Strengths of character and work.” Oxford handbook of positive psychology and work (2010). Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014). Sources: Peterson, C. et al. “Strengths of character and work.” Oxford handbook of positive psychology and work (2010). Sorenson, S. How Employees' Strengths Make Your Company Stronger. Gallup (2014).

12. Strengths are vastlyunderleveraged ____% of workers get to use their strengths every day. < 20 “How to do what you love,” by Marcus Buckingham

13. It pays to stand out. Source: “Strengths of Character and Work,” Oxford University Press, November 2009

14. Your Leadership Niche

15. Grab the slides & more beleaderly.com/lfl

16. What They’re Wondering What’s memorable about his interpersonal style? What do they see ahead in the distance that others don’t? What does she bring to the party that’s new? What does he know that can help us overcome a key issue? What’s her commitment like? Where is it strongest (function, division, company)?

17. SME Update giver Project Smartest in the room Results driver Problem-solver Inside-Out Team Motivator Your success Transitioning from Manager to Leader • Thought leader • Complexity translator • Cause • Booster of collective IQ • Business transformer • Agenda-setter • Outside-In • Builder of a high-performance culture • Organization’s success Sources: Adapted from Egon Zehnder, Turning Potential into Success: The Missing Link in Leadership Development, 2017 and Deloitte, The Cause Effect, 2016.

18. Own your leadership brand

19. Idea Person Change Agent

20. “Make your brand scalable.” — Krista Thomas, Global Head of Marketing, VideoAmp

21. Ask Yourself • Where do I want to be in 3 years? • What brand do I need to become known for now, in order to get there?

22. Your Brand Must Evolve as You Develop Your Career Senior-level brandsVisionary. Thought leader. Culture catalyst. Transformational change leader. Futurist. Intrapreneur. Rainmaker. Charismatic leader. Leader who develops leaders. Quiet leader. Mid-level brandsStrategist. Innovator. Subject matter expert. Customers’ champion. People motivator. Process improver. Project leader. Team catalyst. Fixer. Builds things that work. Turnaround architect. Entry-level brandsValuable contributor. Team-player. Specialist. Go-to person. Tactical executor. Idea generator. Optimizer.

23. pollev.com/leaderly What’s your leadershipbrand statement?

25. Selena Rezvani & Jo Miller Reimagine Your Brand, Then Advocate it into Reality Get some for me! 💩💩💩

26. Bring Your Brand Statement to Life

27. 30-second commercial • Name • Job title & brand • I am responsible for a, b, c. • Come directly to me when you needx, y, z. Feedback “If I didn’t know you better I would think that you were __________.”

28. Dr. Neeli BendapudiPresident, University of Lexington “Your brand is a dynamic, living entity. It’s the experience others have when they interact with you. It’s not what you say.It’s how you act.” Compassion and tenacity.

29. Behind every person who gets promoted is…

30. Advocate Your BrandInto Reality

31. Advocate Your Brand Into Reality • Fatten up…your visibility • Stand up for yourself

32. “I ensure that my accomplishments are visible to others.” 42% agree/strongly agree

33. Nora Denzel Board Director, Talend, AMD, Ericsson “It’s not what you know and it’s not who you know. It’s who knows what you know.”

34. Work less Work hard on the right initiatives

35. Everyday moments: Ask yourself, “How can I stretch others’ perceptions of me as a leader?”

36. Analyze data or do a cost analysis Challenge a dysfunctional norm Get closer to the customer Forecast potential benefits of making a change Do a SWOT analysis Observe & report on trends Check alignment with vision/mission/strategy Poll potential collaborators or sponsors Engage critics/naysayers Then make a commitment, and boldly move forward! Suggest a new role or function Analyze your product mix Find High-Profile Opportunities Re-engineer a process Lead a change or turnaround initiative

37. Amplify the • Accomplishments that • Align with your Aspirations

38. Fizzah JafriChief Operating OfficerMorgan Stanley “If two people are doing the same good work and one is better at showcasing her accomplishments, the self-promoter will win out every time.”

39. “If I want to grow at my organization, I need to advocate for my own advancement.” 76%agree/strongly agree

40. “Power is about 20% conferred, and 80% taken.” —Jeffrey Pfeffer, PhD, Stanford University

41. You’re the Expert

42. You’re the Expert Exercise Instructions: • Pair up & grab a card; appoint Person A & B. • Person A = the foremost expert on their topic • Person B = non-expert. • Person B asks Person A questions from the back of their card. • Person A answers questions with total authority. • Switch roles.

43. When you encounter pushback… • Insist on objective criteria • Meet an aggressive question with a pointed question • Use strategic silence

44. “Thou Shalt Insist on Objective Criteria” THOU SHALT INSIST ON OBJECTIVE CRITERIA

45. Meet an aggressive question…with a pointed question Ask more questions…even skeptical ones Stand Up For Yourself

46. is that the best you can do? what makes you ask? how does that/this fit? can you see where I’m coming from? what’s making you hesitate? what’s the rationale behind that? ask deepening questions how did you arrive at that…? how are decisions like these determined? i’d like to better understand X … can you explain? is that true? how can we make this work for both of us?

47. In This Session • Refine your leadership niche • Own your leadership brand • Advocate it into reality

48. Grab the slides & more beleaderly.com/lfl

50. Be an L3 Who will you nudge?