Me™:How to Brand Yourself

Geoff KaufmannChief Executive Officer- NCBS, American Red Cross

MHSCN Annual Meeting, October 2010

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Key Takeaways

1. Know Yourself – you will be more effective if you know who you are

2. Be a Leader – maximize your effectiveness by influencing others

3. Manage Your Brand – move up or move around by building your network

4. Assess and Act – set milestones and continually assess your own progress

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1. Know Yourself

Values Clarification What are your values? - exercise

Discover Your Strengths to become more successful Focus where you excel

Maximize Your Effectiveness Innovate, Communicate and Persuade

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Your knowledge and experience are your wealth

These attributes belong to you!

They make up YOUR brand!

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Values Clarification Exercise

Step 1: Identify the six values most important to you.

Step 2: Now, select your top two values.

Step 3: Why are these your top two values?

One value consistently appears as one of the top two. What is it? Why?

How do your values affect how you make decisions?

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What motivates you the most? What motivates your CEO? What motivates each individual you lead?

Those you lead will weigh the advantage or disadvantage of any action in light of personal gain or loss

Are they internally motivated? Are objectives aligned with what they value

most?

How do your values contrast with others you work with/for?

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The World is Changing

“What Got You Here Won’t Get You There”--Marshall Goldsmith

The trouble with success Habits that hold you back How to change for the better

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Goldsmith Wisdom

Create a “STOP” list- things to quit doing Watch out for “goal obsession”- it crowds out

your relationships with co-workers Ask- “How can I do better?” Apologize when you are wrong and mean it Listen respectfully and seek feedback Thank people often Pick the right things to change about yourself

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Goldsmith Wisdom

Get a coach! Through follow-up you’ll make changes stick Give your coach the questions you want him/her

to ask you on a defined, regular basis (10-12) Make the questions relevant to what is hard for

you to do-that requires discipline Coaches encourage, provide input and

suggestions, and help measure progress

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What is important in your life?

Quick exercise You are now 95 years old and you have traveled

back in time to today to give advice to the younger you about what is important in life. What advice did you give to the younger you?

Write it down…now do what you wrote What themes emerge for you?

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Excel in your areas of strength

Don’t focus on your weaknesses If you’re a 1 or a 2 incredible effort might

get you to a 3 or a 4

People don’t pay for 4s!

Improve your strengths Focus on areas where you’re now a 6 or a 7

and become a 10

Become world class!

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By Asking… You shift from… To…Am I results centered? Remaining in your comfort zone

and solving familiar problemsMoving towards possibilities that don’t currently exist

Am I internally directed? Complying with others’ expectations and conforming to existing conditions

Clarifying your core values, acting with authenticity and confidence, and willingly initiating productive conflict

Am I other focused? Allowing pursuit of your own self- interest to shape your relationships

Committing to the collective good in your organization, even at personal cost

Am I externally open? Controlling your environment, making incremental changes, and relying on established routines

Learning from your environment, acknowledging the need for major change, and departing from routines

From: Moments of Greatness. Robert E Quinn, HBR Jul, 2005

Self Assessment is key to Self Improvement

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StrengthsFinder - Gallup Myers Briggs DISC Insights Discovery Other suggestions?

Sample Self Assessment Tools

http://careerplanning.about.com/od/careertests/Free_Self_Assessment_Tools_Online.htm

http://www.insightsworld.com

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Invest in self discovery - know what you do best

“Now discover Your Strengths”--Marcus Buckingham and Donald O. Clifton – the Gallup Organization www.strengthsfinder.com

Maximize Your Effectiveness

Constantly innovate Where you are- incrementally or by quantum leaps Look outside the industry

Master communication and persuasion skills Create lasting impressions and inspire action Value linking to your audience

Manage up Be mindful of your boss’s needs

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Innovate using “Connect and Develop”

Use your network to find new ideas that you might try to solve your problems

Focus on turning ideas into action – create a process for systematically channeling good ideas into implementation tasks

Continually involve a wide variety of expertise within the organization – diversity of perspective builds strength of impact

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Where to Get a Good Idea: Steal It Outside Your Group

Got a good idea? Now think for a moment where you got it. A sudden spark of inspiration? A memory? A dream? Most likely, says Ronald S. Burt, a sociologist at the University of Chicago, it came from someone else who hadn't realized how to use it.

By Michael Erard. Arts & Ideas Section B, Page 9. Copyright © 2004 NY Times.

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Abandon “Not Invented Here” Partner with “best of class” Create “profoundly found elsewhere” Identify great ideas outside the organization and

move them inside to create a “fit” Think even internationally about healthcare

systems and novel approaches Focus on true consumer health needs Consider new technologies as a way to extend a

service lineThis is critical in the healthcare turmoil to come!

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Communication Skills are Key

Active listening – know where people are coming from

Know how people learn – read it, hear it, see it, do it

Think Like a Bystander (Drucker,1978) Born to See, Meant to Look (Drucker,1980) Managing Oneself (Drucker,1999)

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Other Drucker Wisdom

Simplicity comes from understanding complexity Learn continually because knowledge becomes

obsolete (but skills last forever) You don’t know anything unless you can teach it Do more of what you do best Think about why others are interested in your

perspectives; what do you offer that enriches insight?

What matters in the end is how you touch people19

Value Linking

Personal Medical Business Patient

Easy

Saves time or $

Peer recognition

Improves performance

Personal rewards

Better results

Repeatable outcomes

Reduced costs

Best practice

Patient improvement

Increased revenues

Reduced costs

Improved quality

Customer loyalty

Competitive edge

Reduced risk

Quicker access

Better outcome

More convenient

Less stressful

Less painful

Less costly

Safer

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What do CEOs want?

To anticipate the future not just react to it To feel prepared for change not anxious about it To change the rules of the game not just play it To lead such that others want to follow

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What can you do to help your CEO?

Take the initiative, anticipate the future, develop scenarios of possible futures and actions to take

Analyze the data thoroughly to minimize risks Synch up your personal agenda with that of

your CEO Network broadly in the organization to build

support for change Make time for team-building, constructive

brainstorming, and creative problem-solving

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2. Know How to Lead

Understand the power of INFLUENCE Understand how to flex your leadership

style based on your environment Affiliation Achievement Power (Influence)

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What are these images saying about leadership?

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Why do some people have more influence than others?

Characteristics of influence 1) Character who you are

2) Relationships who you know

3) Knowledge what you know

4) Passion what you feel

5) Experience where you’ve been

6) Past successes what you’ve done

7) Ability what you can do

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PowerPower

AffiliationAffiliation

AchievementAchievement

Relate effectively to others, affirming

Personal accomplishment

Get things done through others; influence

Three styles of leadership

??Source: David McClellan, Harvard Business School, Achievement Motive

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Effective leaders: Are organization-minded; it is not about them, but about serving the

organization

Like to work; they like to get things done in an orderly way

Are willing to sacrifice their own self-interest for the needs of the organization

Have a keen sense of justice; people who work for the good of the whole deserve reward

Are more mature, less egotistic, less defensive, more willing to seek advice from experts

Three styles of leadershipA balancing act among all three

Source: Litwin & Stringer, Harvard, “Motivation and Organizational Climate”, 1968;

see also Denison, “Corporate Culture and Organizational Effectiveness,” 1990

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3 = True2 = Largely True1 = Somewhat True0 = Not True

1. 1. I do more than expected

2. 2. I value people more than procedures

3. 3. I am known as someone who gets things done

4. 4. I have a core group that I mentor

5. 5. I consider how solutions to problems affect my position

6. 6. I know personal things about each person

7. 7. I do things that produce high returns

8. 8. I communicate a clear vision

9. 9. I place high value in job descriptions

10. 10. I have a positive attitude

Source: We acknowledge MaximumImpact, Inc.

as primary source for The 5 Levels of Leadership

Three styles of leadership

What is your current style of leadership?

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3 = True2 = Largely True1 = Somewhat True0 = Not True

Source: We acknowledge MaximumImpact, Inc.

as primary source for The 5 Levels of Leadership

Three styles of leadership

What is your current style of leadership?

11. I am a methodical problem solver

12. I expose my key people to growth opportunities

13. I have earned my position through hard work

14. I value high integrity

15. I look for problems to solve

16. I am a model for others to follow

17. My title states my authority

18. I have a good relationship with all my co-workers

19. I spend a great deal of time planning

20. I know who my key producers are29

3 = True2 = Largely True1 = Somewhat True0 = Not True

Source: We acknowledge MaximumImpact, Inc.

as primary source for The 5 Levels of Leadership

Three styles of leadership

What is your current style of leadership?

21. I use my authority when directing people

22. I get to know those around me

23. I focus on producing results

24. I realize that people are my most valuable asset

25. I have seniority in my organization

26. I look through other’s eyes when making policy

27. I focus on tasks that produce high results

28. I place a priority on developing people

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Three styles of leadershipUnderstand your personal style

Affiliation Achievement Power

1. Circle the numbers below that correspond to the number of statements on the Leadership Self Assessment that you scored with a “3”.

2. Add up the number of circles in each column and enter that number in the space under that column.2 1 45 3 86 7 109 11 1218 13 1422 17 1526 19 16 20 21 23 24

27 25 28

Source: Adapted from Kelner, Rivers, O’Connell, McBer & Co, 1994

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Style “Raw” Style “Learned” StyleAffiliation Placate

Promotes harmony, considers people’s feelings as strongly as the task, gives inconsistent or exclusively positive feedback unrelated to performance

InvolveWorks for collaborative commitment, empowers others to act, gives positive feedback for adequate performance

Achievement SoloWorks to own high standard, ignores or micro-controls depending on quality of employee, gives no feedback, trouble delegating

CoachDevelops employee for long term, empowers to learn and develop, gives feedback on performance for improvement

Power DomineerDemands immediate compliance, controls tightly, gives corrective negative feedback

GovernGives long-term direction and vision, accepts input, gives balanced feedback

How do you maximize your effectiveness? Source: Kelner, Rivers,

O’Connell, McBer & Co, 1994

Mature your style to inspire achievement in others

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Culture To increase your alignment:Affiliation •Clarify organizational strategy and direction

•Empower others to act and collaborate•Reward team performance

Achievement •Delegate responsibility and authority •Mentor others with long term growth in mind•Encourage others to set goals and seek results

Power •Create a vision of the future•Focus on organizational benefit, not personal gain•Be willing to take risks and learn from failures

Source: Adapted by Bradford Spencer, 2002 from McClelland et al

How do you maximize your effectiveness?

Develop your leadership style to ensure success

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Leadership style

Core Culture

CompanyStrategy

Industry

examples

Health Care

examples

AchievementAchievement Competency

Cultivation

Product Leadership

Discontinuous Innovation

Cisco, Intel, Oracle, P&G

Amazon

Cleveland Clinic, Mayo Clinic

AffiliationAffiliation Collaboration Customer Intimacy Apple CHW, CHI,

Sharp HealthCare, Baptist (Pensacola)

PowerPower Control Operational Excellence

Dell Kaiser, Tenet

Source: Adapted by Bradford Spencer, 2002 from McClelland et al

What style best fits your organization’s culture?

Align your leadership style with your organization’s strategy

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3. Manage Your Brand

Develop your internal growth strategy

Continually develop your network

Know when it is time to move on

Distill your “elevator speech” to make it easier for people to help you

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Defining Your Internal Role

“ They do not recognize/appreciate my value…”

“Planning/Marketing is poorly understood”

“The good old boy network is alive and well”

“ My reward for going above and beyond is just more work..”

Positioning strategies Make them look good Document your impact Provide strategic insights Give your team credit Marketing impact with ROI

Leaving the comfort zone Can you teach an old dog

new tricks?

Have You Thought… Considerations

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Ideas to Demonstrate Value

Proactive “Ask” Balance vision with implementation Help others look good Work hard to grow Manage the money Control the turf issues before they

control you Recognize your value and your fit

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Consider Your Options

Ask for what you need, it ups the chances you might get it

Think two moves ahead Trust your intuition/gut Learn the lesson-lay it down-move on

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Networking

Actively participate in professional groups and associations, network with consultants and others

Who is in your network? What can you do for each other? Who do you need to meet?

Think about creating rewarding relationships rather than about your career

Be passionate about your relationships and your work - tell people about your accomplishments or publish

One lunch and one dinner monthly= 24 networking opportunities annually

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Timing is Everything When do you move.. When do you stay?

Evaluate your dollars, your professional needs and your personal needs

Take a pulse on your spirit Define what the “perfect job” would be- why?

It is hard to grow up within an organization

Sniff around Opportunities Desired attributes

Don’t get too far, unless you are ready to go – but don’t put it off too long if you are unhappy Keep your resume current 40

The Brand Promise – Prepare to Market Your Brand

Know what drives you and your career choices

Articulate the key components of the ideal job for you – and what you offer to a company

Link that goal to where you have been successful before

Narrow your focus to target key organizations and positions

Practice so that it takes only 60 seconds41

Exercise What do you want others to know about you and

what is important to you in making a career move?

“I am looking for an opportunity that would allow me to contribute to this type of organization in this type of way”

Deliver your elevator speech to your neighbor What did your neighbor suggest as a career

option? Was it on target? If not, how should you revise your brand promise?

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Selling YOU to Others

What is the role of a recruiter? How do you present your brand as part of a

search process? What skills are highly desireable right now? How do you stay attuned to the external

market in order to continually adjust your brand packaging?

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4. Assess and Act

•Define what you want from life and your career

•Set big and small goals

•Adjust

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Start doing something

Stop doing something

Do more of something

Do less of something

Do something differently

Your Personal Action Plan

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Build Your Personal Brand

Become a knowledge expert

Treat everyone with respect

Focus on facts not personalities

Don’t “bad mouth” your colleagues or your employer – stay above the fray

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Constantly Hone Your Skills

Give up things that no longer produce results, practice “organized abandonment”

Improve systematically and continually Exploit success, focus where results are

better than expected Innovate systematically by creating value that

customers will buy Pilot test a new idea and learn from it

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Your Personal Action Plan

Be a focused risk taker

Understand the key players and their responsibilities

Make your projects irresistible

Seek early feedback and buy-in

Integrate self interest with organizational interest

Stick to the timetable

Have exit strategies in place

Communicate clearly and often

Realize that solutions are time dependent and fragile48

Your Personal Action Plan

Be an extraordinary listener

Be knowledge and data savvy

Make certain your ego is intact and grounded

Be a great communicator, translator, facilitator

Be resourceful and creative

Always have a contingency plan

Be an Intrapreneuer: innovate where you are!

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“The people who get on in the world are the people who get up and look

for the circumstances they want, and if they can’t find them, make them.”

George Bernard Shaw

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