Managing Your Development Jo Miller

Austra - liforni - iowan Joey

I have some unique koalafications

I know my career goals and have an achievable plan to reach them. Q6. I know my career goals and have an achievable plan to reach those goals. Strongly disagree 0.00% Disagree 5.00% 1 Neutral 15.00% 3 Agree 40.00% 8 Strongly agree Answered 20

Common aspirations Move into a more senior role Become a stronger leader Improve my foreign language skills Increase my knowledge / become an expert Build a great team Extend my responsibilities Increase my performance metrics. Move into a more senior role Become a stronger leader Improve my foreign language skills (English or Portugese) Increase my knowledge / become an expert Build a great team Extend my responsibilities Increase my performance metrics Improve relationships

Do not define your boldest dreams by your history. “If you feel 50 percent or more confident that you can achieve the dream, you’re not dreaming big enough. Do not define your boldest dreams by your history. Dream bigger. Pamela Stewart, SVP National Retail Sales, Coca-Cola

Our behavior teaches people how to treat us JM Dog whisperer example: our behavior teaches people how to treat us. Walk into a room as though you’re apologizing for taking up space vs walk into a room ready to lead, influence and make an impact. First impressions vs cumulative impression every day = your brand

Transitioning from Doing to Leading Executing Subject matter expert Tactician Problem-solver Optimizer Goals Me Envisioning Thought leader Strategist Agenda-setter Transformer Causes We

Managing Your Development Your leadership strengths Your leadership brand Making your value visible . . . Mini-groups

Your Leadership Strengths

There’s more than one type of leader. What are your leadership strengths?

What are your superpowers?

People who use their strengths @ 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 Gallup analysis reveals that people who use their strengths every day are three times more likely to report having an excellent quality of life, six times more likely to be engaged at work, 8% more productive and 15% less likely to quit their jobs. https://www.gallup.com/workplace/236561/employees-strengths-outperform-don.aspx 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).

____% of workers get to use their strengths every day. Strengths are vastly underutilized ____% of workers get to use their strengths every day. < 20 Less than 2 in 10 workers strongly agree that they get to use their strengths every day. https://www.marcusbuckingham.com/rwtb/how-to-do-what-you-love/ “How to do what you love,” by Marcus Buckingham

It pays to stand out. “Strengths of Character and Work,” Oxford University Press, November 2009 Workers whose strengths are unique among those in a similar occupation are more likely to be satisfied with work. https://www.researchgate.net/publication/267210937_Strengths_of_Character_and_Work Source: “Strengths of Character and Work,” Oxford University Press, November 2009

100 Qualities of a Leader

100 Qualities of a Leader Which 10 qualities best represent your leadership strengths>? Narrow down to your top 3! (Your signature leadership style.)

“Be authentic about your own leadership style. Don’t try and change it “Be authentic about your own leadership style. Don’t try and change it. Own it. Communicate it. Put a brand on it. Put a value on it.” Dr. Rohini Anand, Chief Diversity Officer, Sodexo.

Your Leadership Brand

Be famous for something.

Who do you know who has built an outstanding personal brand?

3 Essential Elements of a Great Personal Brand

Your Leadership Niche What are you passionate about? What are your strengths? What does MetLife need and value?

Exercise What is your ideal career niche?

Your Leadership Niche What are you passionate about? What are your strengths? What does MetLife need and value?

As MetLife goes through transformation, which of these trends affects you the most? https://www.polleverywhere.com/multiple_choice_polls/B60MqUccFWv85K0IS6hgM

As MetLife goes through transformation, which of these trends affects you most in your role? Which affects you most in your role? What’s the impact on your career? What must you do to remain relevant and thrive?

70% agree/strongly agree 40% agree/strongly agree “I'm satisfied with the personal brand I'm known for today.” “My current brand conveys my full leadership potential.” 70% agree/strongly agree 40% agree/strongly agree

Get the slides www.beleaderly.com/latam

Go-to Person for Strategy Financial Analyst The Change Agent Program Director Go-to Person for Strategy

Transitioning from Doing to Leading Executing Subject matter expert Tactician Problem-solver Optimizer Goals Me Envisioning Thought leader Strategist Agenda-setter Transformer Causes We

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

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?

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

Trusted advisor Industry navigator Knowledge cascader Transforming data into innovation Delivers effective, innovative solutions to clients HR strategy advisor who leads transformational change Knowledge cascader It’s NOT a To-do list. It’s a “Not-To-Do List.” Your Not-To-Do list is a place to list all the “shoulds” you give yourself permission not to have to do. Industry navigator Process transformer

Exercise What is your leadership brand statement? Write it on a post-it note.

30 Second Commercial Name Role Brand I am building… So that… Come to me when you need…

Make Your Value Visible

“My manager is aware of my strengths & accomplishments.” 95% agree. “My manager’s manager is aware of my strengths & accomplishments.” 50% agree.

Results = Reward + Recognition + Make them visible!

3 Steps for Making Your Brand Visible 5% Work less Work hard on the right projects

Women do more “office housework.” https://hbr.org/2018/03/for-women-and-minorities-to-get-ahead-managers-must-assign-work-fairly

Criteria for a Career-Defining Contribution Showcase your brand Demonstrate your ability to deliver valuable results

3 Steps for Making Your Brand Visible 5% Work less Work hard on the right projects Promote your accomplishments

Ways to Promote Accomplishments in a Global, Virtual Workplace Give presentations. Invite leaders. Send out a newsletter or regular status updates Write a paper or an article for a publication or blog Share best practices Ask to be nominated for an award Ask a colleague to “toot your horn” and reciprocate Deliver a webinar, or speak at a conference or for a panel Forward thank-you emails to your manager.

3 Steps for Making Your Brand Visible 5% Work less Work hard on the right projects Promote your accomplishments

Align with your Aspirations Amplify the Accomplishments that Align with your Aspirations

You’re the Expert

You’re the Expert Pair up; appoint Person A & B Person A = the foremost expert on his or her topic Person B = non-expert. Person B asks Person A questions. Person A answers questions with warmth, authority, or warmthority. Questions: Why are you an expert on [kangaroos]? What’s the latest trend concerning [kangaroos]. What does the future look like for [kangaroos]? Pair up. Have your partner ask you questions about your topic. Here’s the catch! You must be an expert. If you were to give these answers in school, you’d get them wrong on a test but that’s not what this is about. In this activity, what you say is correct – you are the foremost expert. Non-expert – you can ask any ridiculous question about the topic you want. Practice being an energizer or listening with RWF: resting “warmthority” face.

You’re the Expert Pair up; appoint Person A & B Person A = the foremost expert on his or her topic Person B = non-expert. Person B asks Person A questions. Person A answers questions with warmth, authority, or warmthority. Questions: Why are you an expert on [selfies]? Tell me about the origin of [selfies]. What does the future look like for [selfies]? Pair up. Have your partner ask you questions about your topic. Here’s the catch! You must be an expert. If you were to give these answers in school, you’d get them wrong on a test but that’s not what this is about. In this activity, what you say is correct – you are the foremost expert. Non-expert – you can ask any ridiculous question about the topic you want. Practice being an energizer or listening with RWF: resting “warmthority” face.

There is nothing untoward about being honest about what you do well There is nothing untoward about being honest about what you do well. Your company cannot fully appreciate how to leverage you as a resource if the company does not have visibility into what your unique talents are. So, don't deny that of your company. Get out there. Make sure that people see you. Make certain that they know what you do well. And while you're doing that, make sure that you're lifting some other people up as you climb.

Managing Your Development Your leadership style Your leadership brand Making your value visible . . . Mini-groups

Mini Groups! Cindy: Describe mini-groups

Decide on a name for your group

5-Minute Presentations Select a “product.” What does your product or service do? Why is it needed or important to MetLife? Be futuristic and innovative. Name it. PRESENTATION GOALS: Persuade an executive to invest in your product. Be innovative. Be persuasive. HAVE FUN! Select a “product.” What does your product or service do? Why is it needed or important in a transforming organization? Name it. PRESENTATION GOALS: Persuade an executive to invest in your product. Be innovative. Be persuasive. HAVE FUN!