Copyright 2015, TAC Global. All rights reserved

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2 1 YOU Inc. 3 Three Building Blocks for Building & Managing a Brand Worthy of Remark 2

3 YOU Inc. YOU = an opportunity to showcase your genius Inc. = an abbreviation of Incorporation YOU Inc. = a promise of what you deliver 3

4 Taking Charge Workshop Why YOU Inc.! 2 Managing Your Brand 1 Building Your Brand 3 4

5 Why YOU Inc. In groups of two discuss (5-7 minutes): What does it mean to be a brand? What characteristics make up a distinguished and recognized brand? What s the difference between a brand, a logo, and a tag line of a brand? 5

6 A Brand Is Essential attributes that distinguish a product, goods or services from it s competitors Direct and indirect consumer experience Common perception of people who use the product, goods or services Strategic roadmap for advertising, marketing, promotion etc. 6

7 A Brand Is Not Advertising slogan or tagline Clever play on words that require an explanation Statement that captures every possible attribute Something that changes from year to year 7

8 Essence of a Good Brand Leaves an impression conveys the most when little is said Delivers a promise Recognized Unique and differentiated - USP (Unique Selling Proposition) Has to be authentic / congruent 8

9 Organizational Brands 9

10 Personal Brands 10

11 Leveraging Your Brand Power 1.Make a Promise 2.Communicate Your Promise 3.Keep Your Promise 4.Strengthen Your Promise 11

12 Take Charge Leverage Your Brand Power! NEED PROMISE PERSONALITY POSITION COMPETITION 12

13 Why YOU Inc. Personal Reflection (3-5 minutes): What s going on for you personally and professionally that makes YOU Inc. mission critical? What s the best possible outcome you can imagine if YOU Inc. was a stronger and more powerful brand? 13

14 Taking Charge Workshop Why YOU Inc.! 2 Managing Your Brand 1 Building Your Brand 3 14

15 This above all: to thine own self be true. William Shakespeare, Hamlet (1,3) 15

16 Building Your Brand QUIZ - How Strong Is Your Brand? 1. Can you state three compelling adjectives to describe your value to your organization? 2. Have you ever written an elevator pitch describing your unique value to your organization? 3. Can you describe your key stakeholders people who need to know about you so that you can achieve your career goals? 4. Have you documented a clear, personal leadership purpose and vision statement and set personal leadership goals? 5. Are your personal leadership goals SMART (specific, measurable, attainable, realistic and time-bound)? 16

17 Building Your Brand QUIZ - How Strong Is Your Brand? 6. Do you have a personal leadership communications plan? 7. Are you clear with the O-N-E thing you want to be known for and exceptional at doing across your organization? 8. When people introduce do they use the same words to describe you that you would use to describe yourself? 9. Can you describe what differentiates you from others with similar skills/experience? 10. Are you comfortable with your global presentation skills? 17

18 Building Your Brand QUIZ - How Strong Is Your Brand? 12. Is your personal style (image, appearance, wardrobe) consistent with your personal brand and appropriate for your audience? 13. Do you have a coach and/or mentor? 14. Do you consider your network one of your most important career assets? 15. Do you have a feedback system in place where your peers/colleagues share information with you about your leadership impact? Add up your YES/NO responses 18

19 Building Your Brand How Strong Is Your Brand? YES = You most likely possess strong, robust brand leadership 8 13 YES = You have built a strong foundation for YOU Inc. and there is more you can do 0 7 YES = You have some of the components of a strong brand but you are missing an opportunity to stand out and expand YOU Inc. 19

20 Building Your Brand: Personal Assessment Personal Reflection (5-7 minutes): What insight do you have from your current brand assessment? What element of brand building is your top priority? 20

21 YOU Inc. Passion Genius And Expertise Reputation Distinction (USP) 21

22 Building Your Brand What Makes Up YOU Inc. 55% Visual 38% Voice 7% Content 22

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25 Taking Charge Workshop Why YOU Inc.! 2 Managing Your Brand 1 Building Your Brand 3 25

26 Managing Your Brand 26

27 Why Networks Matter 1. Network characteristics and performance High performers' networks - large and diverse Leaders who understand networks more likely to be promoted Who you know sometimes more important than what you know Networks give us access to private information (i.e. preferences, short lists, concert tickets, etc.) Source: R.S. Burt and D. Ronchi (2007), "Teaching executives to see social capital, Social Science Research, 36, pp ; Cross, R., Davenport, T. & Cantrell, S. (2003), "The Social Side of Performance'; Sloan Management Review; Introduction to Centered Leadership (The McKinsey Leadership Project.); McKinsey analysis 27

28 Why Networks Matter 2. Networking is Key to Corporate Advancement Men s networks: Woman s networks: Are intentionally built for career advancement Include people who are more senior in the organization, who can help them get ahead Include people from inside and outside the company, blending social and professional groups Include mentors and sponsors Are frequently leveraged for everyday execution, knowledge and opportunities Include a smaller number of deeper relationships with like minded people Do not mix social and professional networks Predominantly include subordinates and peers, and exclude most people more senior in the organization Are not intentionally cultivated Are not leveraged to help women get ahead, asked for help, or to provide opportunities When women experience the impact a strategic network can have on their career, they shift to building and leveraging strong intentional networks: Obtaining broader support throughout their companies, Becoming better at executing in their current roles, and Having greater opportunities for high visibility assignments as well as advancement Source: R.S. Burt and D. Ronchi (2007), "Teaching executives to see social capital, Social Science Research, 36, pp ; Cross, R., Davenport, T. & Cantrell, Copyright S. (2003), 2015, "The TAC Global. Social All Side rights of reserved Performance'; Sloan Management Review; Introduction to Centered Leadership (The McKinsey Leadership Project.); McKinsey analysis 28

29 Diversify Your Network: Minimize Affinity Bias 29

30 Why Networks Matter 3. Networks matter all the time The broader/deeper our networks, the more resilient we are Networks enable us to avoid being over reliant on any one resource Work best like an economy (active trade back and forth) NOTE: Like any healthy economy, your networks work best when there is an active trade back and forth! Source: R.S. Burt and D. Ronchi (2007), "Teaching executives to see social capital, Social Science Research, 36, pp ; Cross, R., Davenport, T. & Cantrell, S. (2003), "The Social Side of Performance'; Sloan Management Review; Introduction to Centered Leadership (The McKinsey Leadership Project.); McKinsey analysis 30

31 Managing Your Brand: Leverage a Strategic Network 31

32 What I Learned When I Created My Strategic Network Map My network was not as diverse as expected or needed 40% Care Giver /Hero archetypes - all women No Devils Advocate or Visionary archetypes All Men were over 50 and a Sage archetype Got reminded how much I don t like to ask for help assume others will notice that I need help and offer to help 32

33 The secret to success is being the person who other people want to see succeed Mellody Hobson, CEO Ariel Investments & Chairwoman of the Board of Directors of Dreamworks Animation 33

34 NQuotient The Career Accelerator Assess Develop Import Visualize Activate

35 Managing Your Brand Identify how you can better leverage your current network to support your career and highlight your brand impact? What was your most surprising insight from this introductory session? 35

36 Tracy Ann Curtis (United States) (India)