strategically standing out

SWE13 PHILLIPS 66 INTRODUCTION

SWE13 Make Connections. Make History.

PHILLIPS 66 AT-A-GLANCE

• Manufactures energy products

used by businesses and people

every day

• Global operations headquartered

in Houston

• Listed on the NYSE as PSX

2012 earnings of $4.1 billion

$50 billion in assets

Approximately 13,500 employees

As of June 30, 2013, unless otherwise indicated.

Earnings ($B)

$0.7

$4.8

$4.1

$2.4

2010 2011 2012 2013 YTD

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AN ENERGY MANUFACTURING AND LOGISTICS COMPANY

Refining Midstream Chemicals

Refines crude oil into

products such as gasoline,

diesel, jet fuel and

lubricants.

Transports crude oil,

refined products, natural

gas and natural gas liquids

(NGL); Gathers and

processes natural gas

and NGL.

Manufactures

petrochemicals, polymers

and plastics found in cars,

electronics, and other

everyday goods.

Marketing and Specialties

Markets gasoline, diesel

and jet fuel; Manufactures

and markets lubricants

and flow improvers.

VISION & VALUES

4

Neena Newberry

October 23, 2013

©2009-2013 Newberry Executive Solutions. All Rights Reserved

…that someone sees you as less effective than

you see yourself?


6

Understand the value of managing your brand

Recognize your strengths and integrate them

into your brand

Recognize how you stand out in the wrong

way

Identify action steps to strategically stand

out


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“I don’t need to manage my brand. People know

me.”

“I am who I am. People can draw their own

conclusions.”

“Building a brand is about trying to be someone

I’m not. I have to be authentic.”


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It is how others feel about you or your

company, when your name is mentioned

It is your promise


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Information

Interaction Observations

Conclusions about you that may

be inaccurate or out of synch with

your desired brand

Personal

Filter

How will this impact your effectiveness with clients,

prospects, teams, and other leaders?

Assumptions

Clearly convey what differentiates you

Generate demand

Provide a filter to interpret your actions


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What is her leadership brand?

How does she reinforce it?

©2009-2013 Newberry Executive Solutions. All Rights Reserved 12

What is his leadership brand?

How did he reinforce it?

©2009-2013 Newberry Executive Solutions. All Rights Reserved 13

Use Only ONE

Word or Phrase

The dominant trait of your personality

A value or principle most closely

associated with you

A core strength (skill, ability or talent)

How someone would describe you to a

stranger


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Strength: Problem-solver

What I do: Listen, identify

underlying issues, help develop

action steps

Impact: Quicker issue resolution,

my expertise and credibility is

recognized and sought out

Strength: Connector

What I do: See linkages other

don’t see, introduce people who

can help each other or would enjoy

meeting, initiate collaboration

Impact: Strong relationships and a

solid network of support, which

helps me get things done faster

• What do you do when you are using those strengths?

• What is the impact of those strengths?

EXAMPLES

11/12/2013 15 ©2009-2013 Newberry Executive Solutions. All Rights Reserved

Love it

__________

__________

__________

__________

__________

Loathe it

__________

__________

__________

__________

__________


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You look forward to it,

it’s invigorating, you

lose track of time

You procrastinate, it’s

draining or hard to

concentrate

To help you identify what your strengths “look like” categorize

activities that you are doing, not activities being done to you

Source: Stand Out by Marcus Buckingham

What do you do most often?

1. My face reflects exactly what I’m thinking

2. I build to a conclusion by sharing all the details first

3. I often come across as serious or intimidating

4. I “think out loud” which sometimes confuses others

5. I do not feel confident presenting to others

6. I am visibly uncomfortable at social events

7. I disengage when I feel that someone is wasting my

time (e.g., in a meeting, on a call, etc.)

8. I am often late to calls and meetings


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The goal is to create an AUTHENTIC brand


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Industry

Company

Team/ Dept.

You

What image

is important

for this

industry,

company, or

department?


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What is the

image of people

who have the job

you want to have

in two years?

How does yours

compare?


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Current Brand

(top 3 themes)

Desired Brand Action Steps

Analytical Insightful At next opportunity, go beyond

analysis/synthesis to make at

least one well-developed

recommendation

Strong expert

(hands-off)

Strong expert

(willing to get

involved)

Identify an opportunity to use

expertise to help implement

changes (vs. just advise on front

end)

Well-connected

(focused on self)

Well-connected

(focused on

others)

Make at least one valuable

introduction for someone else.

Communicate the business

impact of your connections

Speaking style


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“I…we…”

“I want to make sure

we keep the big

picture in mind.”

Tone of voice

Headlines…stories

Engagement


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Body language


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Physical appearance


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Seize daily opportunities: Think about how will you “show up” in your next…

Meeting Conference call Hallway conversation Elevator interaction Event Email Instant message Tweet or post

Before each one, take at least one minute to think about how you will reinforce your brand and contribute in that situation


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Your genius is precise; we each consistently

stand out in certain areas

Remember to apply your strengths

consciously every day; set goals

Ask for feedback/advice


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Source: Stand Out by Marcus Buckingham

Clarity about who you are and are not

Consistency of your message

Connection to others through emotions and

relationships


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Neena Newberry; [email protected]; 713-822-3032

Our Leadership Products & Articles: www.newberrysolutionscom


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strategically standing out

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