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This presentation was given at the Insurance Networking News Women in Leadership conference held in September 2011. It was designed to help women in leadership positions develop their own personal brand and to be comfortable with their unique differences from men in the workplace. It provides templates, tools and insights for women in leadership roles. Although specifically targeted for women in the insurance industry, most of the principles apply to women in any leadership role.
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Identification & Selection Performance
Based Placement On-Boarding
Prepare for Future
Develop Needed Skills
Foster Innovation
Diversify Leadership
Broaden Perspective
Cross Functional Expertise
Attract and Retain
Raise the Bar
Continuous Learning
Extensive Feedback
Program Rationale
1. Provide insights on Personal Brand
2. How to leverage Networks & Relationships
3. Actions you can take now to help you achieve
career success
Today’s Objectives
What is a Personal Brand?
It’s a Perception
It’s a Reaction to
Who You Are and
What You Believe
What is a Personal Brand?
It’s Visibly Expressed by
What You Do and How
You Do It
Distinctive
What do others think when they think about you?
What makes you stand out?
Relevant
Is what you have to offer needed in today’s world?
Do you add value?
Consistent
Do you consistently behave in ways that reflect your values?
Source: Be Your Own Brand, David McNally & Karl D. Speak
Personal Brand Attributes
Relationship Issues
• Arrogant and intimidating
• Self-centered
Disloyal breaks confidences
Fails to learn from mistakes
Difficulty changing or adapting
Inflexible, resists new ideas
Negative, finds fault
Career Brand Derailers
Behavior Related Performance Related
Fails to meet business objectives
Misses deadlines, lacks accountability
Too narrow functional orientation
Micro-manages
Limited perspective
What Others Perceive is Reality
It Takes A Long Time to Recover
from Negative Perceptions
Promotions Often Go To Those
Who Are Perceived as the Best
Your Brand Matters
Brand Challenges
Internal External
Perceptions of Others
Company Culture
Effects of Power
Differences of
Communication Style
Reinforcement of
Stereotypes
Never Thought About
it Before
Not a Priority
Not Enough Time in
the Day (or Night)
It is Hard
Role Congruity - expectation that a person will act a
certain way based on his or her gender or social
norms
Masculine / Feminine traits in all of us
When you don’t act that way based on what others
expect in that role, others’ perception of your
leadership style wanes
Perceptions
Determines the extent to
which masculine and
feminine traits fit
Need to understand culture
to determine how you fit
(and potentially accept the
fact that you don’t)
Intensity / Crystallization of
Values
Important to understand
what is actually rewarded
Anne Cummings, Wharton University of Pennsylvania, Women in Leadership, 2005
Culture
Effects of Power – Influence Over Others Source of Power
People perceive men have greater
reward power
Significance Brand Implications
Are you known for developing and
promoting others?
Will others want to work for you?
Overall, used the least
Women tend to use more than men
Will others want to work for you?
Significantly influenced by role
stereotypes
Men often given more chances to speak
Society requires more “proof” for women
Often requires legitimate power to be
taken seriously
Role congruity matters
Still appears greater for men
An advantage women often have
Less powerful people are often
expected to be more polite
How can you leverage your referent
power to strengthen your power in
other areas?
Having a deep understanding of
what the culture actually rewards is
key
May need more opportunities to
demonstrate expertise
May need additional education /
certifications to demonstrate “proof”
Reward
Ability to give others
something they want
Coercive
Ability to punish
Expert
Perceived level of
competence
Legitimate
Right to exert influence
(positional)
Referent
Likeability, ability to
motivate others
The Way We Talk & Look at Others
• Report vs. Rapport
• Debate vs. Relate
• Fact vs. Opinion
• Confidence vs. Tentative
• Autocratic vs. Democratic
Significant consequences for those who violate
company culture’s gender role norms
Communication Styles
In School
At Home
At Work
Across Generations
Reinforced Stereotypes
Education
M.B.A. Yale School of Management 2010
B.S.B.A. Duquesne University, Summa Cum Laude 2005
Professional Experience
Nationwide, FLRP Management Associate 2010 – Present
PNC Capital Markets, Investment Banking Analyst 2005 – 2008
Assistant Women’s Tennis Coach, Carnegie Mellon 2005 – 2008
Professional Development
Candidate CFA Level II
Diana Stein
Future Leader: One person’s experience
Employers Experience
2005 – 2008
Investment
Banking
Analyst
2010 –
Present
Finance
Leadership
Rotation
Program
Challenges in the Workplace
Challenging to identify
sponsors
Biased perception of you by
others based on gender
stereotypes
Cultural norms often prevent
top-talent from surfacing
Building a network: Strong Ties versus Weak Ties
Strong Ties Weak Ties
Strong tie networks are
comprised of those
individuals that you engage
with in ongoing resource
exchange
Meet with individuals
regularly for lunch, coffee
etc.
Weak tie networks are
comprised of those you know
and who know you; however,
there is no on-going
exchange of resources
Leverage social networks
• Linkedin - Colleagues
• Facebook – Friends, Peers
Building a network: One person’s approach
Industry
Contacts
Relatives
Boss
Friends
Peers
Direct
Reports
YOU
Women in
Insurance
Leadership
Relatives
Rotation
Managers
Yale
Duquesne
NYU
FLRP
Associates
FLRP
Interns &
Specialists
Diana
Although relationships with more-powerful associates can be particularly advantageous, its
important to develop positive relationships with coworkers of all status – those above you,
at the same level as you, and below you
Relationships are the most-powerful tool
Mentor Sponsor
Someone that can teach you and help you to grow
Someone that can offer encouragement, acceptance,
friendship
Someone that is willing to offer tough love,
constructive feedback
Someone that is willing to identify stretch
assignments for you
Someone that is willing to be your advocate –
Actively promotes your career
What role have mentors and sponsors
played in your career?
Experience
with
Mentors?
Experience
with
Sponsors?
Experience as
a Mentor?
Experience as
a Sponsor?
Building a brand: One person’s approach
Perception Reputation Consistency
FLRP BI-WEEKLY
MESSENGER
September 5, 2011
FLRP Spotlight Mark Pizzi, President & COO, Nationwide Insurance Thank you to Mark Pizzi who agreed to be featured as our FLRP Bi-Weekly
Messenger Spotlight. The following summarizes the Q&A session with Mark on August 1, 2011. 1) What led you to a career in the insurance industry? I had actually planned on joining the military after college; however, was injured in basic training. My brother was working at Nationwide and so, with an injury inhibiting my plans, I applied and accepted a position as an underwriter. I’ve spent most of my career in the field and love that I still have the opportunity to lead people. 2) What characteristics distinguish a great leader? Leadership boils down to working with and through others. It’s all about the people. Great leaders are good at hiring competent people and creating an environment for the team to thrive. The best leaders are focused on developing their team and providing them with the right resources. I probably dedicate at least 40% of my time to people-related issues which includes everything from one-on-one development discussions to teaching to asking questions. In addition to focusing on the development of others, great leaders are able to clearly define their vision. Often times where you are going is somewhere the team has not been and thus, clearly articulating a goal-state and demonstrating your passion to achieve is crucial to success. Confidence is another important characteristic of great leaders. Leaders must make tough decisions and thus, a healthy amount of confidence is necessary for success. That said there is a difference between confidence and arrogance and the best leaders recognize that line.
3) What challenges do you face as the leader of such a diverse portfolio (e.g.: claims, NI, D&CS)? As you move up in an organization the biggest challenge is recognizing that what made you successful in your past role is likely not what will make you successful in your new role. Specifically, early in my career I had to be great at the tactical piece of insurance – underwriting. As I’ve taken on leadership roles throughout the organization; however, I’ve learned to back-away from the tactics, trust my team to do what they do best, and become more focused on leading the team. Great leaders also love to learn. Taking on a new role – whether lateral or upward – means taking on new challenges. It is important to continue learning about a new business, a new function, or how to effectively work with a new team. Ultimately, leading any team successfully is about trust. You need to trust your people and they need to trust you. 4) What do you believe characterizes a strong partnership between finance and its respective BU? I believe the best finance partners are those that work hard to understand the business – not just the finances of the business. In order for finance to understand the business, individuals should speak with underwriters, agents, CSRs etc. By understanding the nuances of the business, finance can not only conduct the heavy analytics but also help the business become more creative and successful problem solvers. Of course a successful partnership is a two-way street. The business needs to have respect for the staff office expertise whether finance, marketing, or human resources. 5) We hear a lot about expenses being one of NW’s greatest challenges. What do you see as our greatest opportunity? Simplicity. Nationwide is an eighty year old company made of up hundreds of past decisions, mergers, acquisitions, divestitures and a deeply rooted culture. I believe the greatest opportunity is to strive to simplify across our organization.
Dress on the formal side
Posture
Vocabulary, Articulation
Confidence
Development of Pilot
Leadership Rotation
Team-building call
center visit
Spotlight Interviews
Expense strategy
Billing recommendations
Assignments outside
rotation
CFO / Finance
Leader
Technical
Leadership
Project
Leadership
People
Leadership
Executive success hinges on
three forms of leadership
EXERCISE
VALIDATING YOUR BRAND
1. Personal Mission Statement
2. Career Interests & Objectives
3. Personal SWOT Analysis
4. Assessments (Updated)
5. Development Plan
6. Elevator Speech
7. Networking Plan
8. Feedback
9. Personal Board of Directors
10. Social Media Strategy (NEW)
11. Communication Strategy (New)
Career Branding Toolkit
Why do you exist?
What do you value most?
What makes you happy?
What do you want your
legacy to be?
An Example
My purpose in life is to help my
family, friends and colleagues live
a fulfilling life and achieve their
ambitions.
I find I am most happy when I am
doing things for others; particularly
when I know that they need me.
I want to be known for fostering
the development of others by
encouraging personal
development and continued
education.
Personal Mission Statement
One – two minute speech that effectively introduces
you and answers the questions “Who are you and what
do you do?”
Include the most important three – four words that you
want to be sure that others experience when they
interact with you
Practice delivering your speech in front of a mirror
Create multiple versions for different audiences
Elevator Speech
Exponentially increase your weak ties and potentially
develop strong ones
Establish yourself as an expert (or not)
You may want (or need) to develop a social media
strategy as part of your career branding toolkit
Social Media
Employers Pre-Screening
through Social Media Sites
0%
20%
40%
60%
80%
100%
2008 2009 2010*
* 2010 Estimated
Social Media and Your Career
Source: 2009 Career Builders
35% Employers Found Data That Caused
The Candidates Not to be Hired!
Provocative or inappropriate photographs or information – 53%
Content about drinking or using drugs – 44%
Bad-mouthed previous employer, co-workers or clients – 35%
Poor communication skills – 29%
Discriminatory comments – 26%
Lied about qualifications – 24%
Shared confidential information from previous employer – 20%
Used text language such as GR8 in e-mails – 16%
Source: 2009 Career Builders
Source: 2009 Career Builders
18% Employers Found Data That Caused
The Candidates to be Hired!
Profile was a good fit– 50%
Profile supported qualifications – 39%
Candidate appeared creative – 38%
Showed solid communication skills – 35%
Well rounded – 33%
Good references – 18%
Go Ego-Surfing
Find Your Passion
Define What You Want Others
to Experience When They
Experience You
Get Started on Facebook,
LinkedIn, Twitter & Google
Buzz, then Evaluate other
Social Media Sites
Create Your Own URL and Link
It to Other Accounts
Join Communities of Interest
Contribute to Other Sites
Use Multiple Media Types (e.g.
video, presentations, blogs)
Position Yourself as an Expert
by Getting Endorsements
Begin Writing a Blog
Evaluate Your Effectiveness
through Online Analytics (i.e.
Google or Yahoo)
Leveraging Social Media to Build Your Brand
Private Public
Personal What do you want
to share with your
family & friends?
Keep others
engaged in your
relationships
What do you want to
become known for?
Share your interests
Learn from others
Update regularly
Professional Become known as
an expert at work
Demonstrate your
willingness to help
others and learn
Increase your
recognition in industry
Increase knowledge
Build peer relationships
Find new opportunities
Social Media Strategy Framework
Objective
Motivation
Energy Flow
Connect with Others
Know What You Want
Your Audience to Get
Let Your Audience
Know Why You Care
The Art of Presentation
Source: Nancy Houfek, American Repertory Theatre, Harvard University
Define Desired
Outcomes
What you Want to
Accomplish
What’s in it for Others
Focus Your Thoughts
List and Group your
Ideas
Impose a Logical Order
Rehearse
Anticipate Others’
Reactions
Ask Others for
Feedback
Communicating
Challenge yourself to try something different
Track and report your progress towards your
developmental priorities and goals
Continue Learning - Attend at least two educational
offerings per year even if you have to pay for it
Practice, Practice, Practice
Invest in your Relationships
Become a Sponsor
Leave a Leadership Legacy for others
Final Thoughts
Recommended