1. Managing Your Development
Jo Miller

2. Austra - liforni - iowan
Joey

3. I have some unique
koalafications

4. 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

5. 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

6. 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

7. Our behavior teaches people how to treat usJM
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

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

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

10. Your Leadership Strengths

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

12. What are your superpowers?

13. 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.
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).

14. ____% 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.
“How to do what you love,” by Marcus Buckingham

15. 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.
Source: “Strengths of Character and Work,” Oxford University Press, November 2009

16. 100 Qualities of a Leader

17. 100 Qualities of a Leader
Which 10 qualities best represent your leadership strengths>?
Narrow down to your top 3! (Your signature leadership style.)

18. “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.

19. Your Leadership Brand

20. Be famous for something.

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

22. 3 Essential Elements of a Great Personal Brand

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

24. Exercise
What is your ideal career niche?

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

26. As MetLife goes through transformation, which of these trends affects you the most?

27. 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?

28. 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

29. Get the slides www.beleaderly.com/latam

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

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

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

33. 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?

34. 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.

35. 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

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

37. 30 Second Commercial Name Role Brand I am building… So that…
Come to me when you need…

38. Make Your Value Visible

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

40. Results = Reward + Recognition
+ Make them visible!

41. 3 Steps for Making Your Brand Visible5%
Work less
Work hard on the right projects

42. Women do more “office housework.”

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

44. 3 Steps for Making Your Brand Visible5%
Work less
Work hard on the right projects
Promote your accomplishments

45. 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 s to your manager.

46. 3 Steps for Making Your Brand Visible5%
Work less
Work hard on the right projects
Promote your accomplishments

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

48. You’re the Expert

49. 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.

50. 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.

51. 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.

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

53. Mini Groups!
Cindy: Describe mini-groups

54. Decide on a name for your group

55. 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!