Identification & Selection Performance

Based Placement On-Boarding

Prepare for Future

Develop Needed Skills

Foster Innovation

Diversify Leadership

Broaden Perspective

Cross Functional Expertise

Attract and Retain

Raise the Bar

Continuous Learning

Extensive Feedback

Program Rationale

1. Provide insights on Personal Brand

2. How to leverage Networks & Relationships

3. Actions you can take now to help you achieve

career success

Today’s Objectives

What is a Personal Brand?

It’s a Perception

It’s a Reaction to

Who You Are and

What You Believe

What is a Personal Brand?

It’s Visibly Expressed by

What You Do and How

You Do It

Distinctive

What do others think when they think about you?

What makes you stand out?

Relevant

Is what you have to offer needed in today’s world?

Do you add value?

Consistent

Do you consistently behave in ways that reflect your values?

Source: Be Your Own Brand, David McNally & Karl D. Speak

Personal Brand Attributes

Relationship Issues

• Arrogant and intimidating

• Self-centered

Disloyal breaks confidences

Fails to learn from mistakes

Difficulty changing or adapting

Inflexible, resists new ideas

Negative, finds fault

Career Brand Derailers

Behavior Related Performance Related

Fails to meet business objectives

Misses deadlines, lacks accountability

Too narrow functional orientation

Micro-manages

Limited perspective

What Others Perceive is Reality

It Takes A Long Time to Recover

from Negative Perceptions

Promotions Often Go To Those

Who Are Perceived as the Best

Your Brand Matters

Brand Challenges

Internal External

Perceptions of Others

Company Culture

Effects of Power

Differences of

Communication Style

Reinforcement of

Stereotypes

Never Thought About

it Before

Not a Priority

Not Enough Time in

the Day (or Night)

It is Hard

Role Congruity - expectation that a person will act a

certain way based on his or her gender or social

norms

Masculine / Feminine traits in all of us

When you don’t act that way based on what others

expect in that role, others’ perception of your

leadership style wanes

Perceptions

Determines the extent to

which masculine and

feminine traits fit

Need to understand culture

to determine how you fit

(and potentially accept the

fact that you don’t)

Intensity / Crystallization of

Values

Important to understand

what is actually rewarded

Anne Cummings, Wharton University of Pennsylvania, Women in Leadership, 2005

Culture

Effects of Power – Influence Over Others Source of Power

People perceive men have greater

reward power

Significance Brand Implications

Are you known for developing and

promoting others?

Will others want to work for you?

Overall, used the least

Women tend to use more than men

Will others want to work for you?

Significantly influenced by role

stereotypes

Men often given more chances to speak

Society requires more “proof” for women

Often requires legitimate power to be

taken seriously

Role congruity matters

Still appears greater for men

An advantage women often have

Less powerful people are often

expected to be more polite

How can you leverage your referent

power to strengthen your power in

other areas?

Having a deep understanding of

what the culture actually rewards is

key

May need more opportunities to

demonstrate expertise

May need additional education /

certifications to demonstrate “proof”

Reward

Ability to give others

something they want

Coercive

Ability to punish

Expert

Perceived level of

competence

Legitimate

Right to exert influence

(positional)

Referent

Likeability, ability to

motivate others

The Way We Talk & Look at Others

• Report vs. Rapport

• Debate vs. Relate

• Fact vs. Opinion

• Confidence vs. Tentative

• Autocratic vs. Democratic

Significant consequences for those who violate

company culture’s gender role norms

Communication Styles

In School

At Home

At Work

Across Generations

Reinforced Stereotypes

Education

M.B.A. Yale School of Management 2010

B.S.B.A. Duquesne University, Summa Cum Laude 2005

Professional Experience

Nationwide, FLRP Management Associate 2010 – Present

PNC Capital Markets, Investment Banking Analyst 2005 – 2008

Assistant Women’s Tennis Coach, Carnegie Mellon 2005 – 2008

Professional Development

Candidate CFA Level II

Diana Stein

Future Leader: One person’s experience

Employers Experience

2005 – 2008

Investment

Banking

Analyst

2010 –

Present

Finance

Leadership

Rotation

Program

Challenges in the Workplace

Challenging to identify

sponsors

Biased perception of you by

others based on gender

stereotypes

Cultural norms often prevent

top-talent from surfacing

Building a network: Strong Ties versus Weak Ties

Strong Ties Weak Ties

Strong tie networks are

comprised of those

individuals that you engage

with in ongoing resource

exchange

Meet with individuals

regularly for lunch, coffee

etc.

Weak tie networks are

comprised of those you know

and who know you; however,

there is no on-going

exchange of resources

Leverage social networks

• Linkedin - Colleagues

• Facebook – Friends, Peers

Building a network: One person’s approach

Industry

Contacts

Relatives

Boss

Friends

Peers

Direct

Reports

YOU

Women in

Insurance

Leadership

Relatives

Rotation

Managers

Yale

Duquesne

NYU

FLRP

Associates

FLRP

Interns &

Specialists

Diana

Although relationships with more-powerful associates can be particularly advantageous, its

important to develop positive relationships with coworkers of all status – those above you,

at the same level as you, and below you

Relationships are the most-powerful tool

Mentor Sponsor

Someone that can teach you and help you to grow

Someone that can offer encouragement, acceptance,

friendship

Someone that is willing to offer tough love,

constructive feedback

Someone that is willing to identify stretch

assignments for you

Someone that is willing to be your advocate –

Actively promotes your career

What role have mentors and sponsors

played in your career?

Experience

with

Mentors?

Experience

with

Sponsors?

Experience as

a Mentor?

Experience as

a Sponsor?

Building a brand: One person’s approach

Perception Reputation Consistency

FLRP BI-WEEKLY

MESSENGER

September 5, 2011

FLRP Spotlight Mark Pizzi, President & COO, Nationwide Insurance Thank you to Mark Pizzi who agreed to be featured as our FLRP Bi-Weekly

Messenger Spotlight. The following summarizes the Q&A session with Mark on August 1, 2011. 1) What led you to a career in the insurance industry? I had actually planned on joining the military after college; however, was injured in basic training. My brother was working at Nationwide and so, with an injury inhibiting my plans, I applied and accepted a position as an underwriter. I’ve spent most of my career in the field and love that I still have the opportunity to lead people. 2) What characteristics distinguish a great leader? Leadership boils down to working with and through others. It’s all about the people. Great leaders are good at hiring competent people and creating an environment for the team to thrive. The best leaders are focused on developing their team and providing them with the right resources. I probably dedicate at least 40% of my time to people-related issues which includes everything from one-on-one development discussions to teaching to asking questions. In addition to focusing on the development of others, great leaders are able to clearly define their vision. Often times where you are going is somewhere the team has not been and thus, clearly articulating a goal-state and demonstrating your passion to achieve is crucial to success. Confidence is another important characteristic of great leaders. Leaders must make tough decisions and thus, a healthy amount of confidence is necessary for success. That said there is a difference between confidence and arrogance and the best leaders recognize that line.

3) What challenges do you face as the leader of such a diverse portfolio (e.g.: claims, NI, D&CS)? As you move up in an organization the biggest challenge is recognizing that what made you successful in your past role is likely not what will make you successful in your new role. Specifically, early in my career I had to be great at the tactical piece of insurance – underwriting. As I’ve taken on leadership roles throughout the organization; however, I’ve learned to back-away from the tactics, trust my team to do what they do best, and become more focused on leading the team. Great leaders also love to learn. Taking on a new role – whether lateral or upward – means taking on new challenges. It is important to continue learning about a new business, a new function, or how to effectively work with a new team. Ultimately, leading any team successfully is about trust. You need to trust your people and they need to trust you. 4) What do you believe characterizes a strong partnership between finance and its respective BU? I believe the best finance partners are those that work hard to understand the business – not just the finances of the business. In order for finance to understand the business, individuals should speak with underwriters, agents, CSRs etc. By understanding the nuances of the business, finance can not only conduct the heavy analytics but also help the business become more creative and successful problem solvers. Of course a successful partnership is a two-way street. The business needs to have respect for the staff office expertise whether finance, marketing, or human resources. 5) We hear a lot about expenses being one of NW’s greatest challenges. What do you see as our greatest opportunity? Simplicity. Nationwide is an eighty year old company made of up hundreds of past decisions, mergers, acquisitions, divestitures and a deeply rooted culture. I believe the greatest opportunity is to strive to simplify across our organization.

Dress on the formal side

Posture

Vocabulary, Articulation

Confidence

Development of Pilot

Leadership Rotation

Team-building call

center visit

Spotlight Interviews

Expense strategy

Billing recommendations

Assignments outside

rotation

CFO / Finance

Leader

Technical

Leadership

Project

Leadership

People

Leadership

Executive success hinges on

three forms of leadership

EXERCISE

VALIDATING YOUR BRAND

1. Personal Mission Statement

2. Career Interests & Objectives

3. Personal SWOT Analysis

4. Assessments (Updated)

5. Development Plan

6. Elevator Speech

7. Networking Plan

8. Feedback

9. Personal Board of Directors

10. Social Media Strategy (NEW)

11. Communication Strategy (New)

Career Branding Toolkit

Why do you exist?

What do you value most?

What makes you happy?

What do you want your

legacy to be?

An Example

My purpose in life is to help my

family, friends and colleagues live

a fulfilling life and achieve their

ambitions.

I find I am most happy when I am

doing things for others; particularly

when I know that they need me.

I want to be known for fostering

the development of others by

encouraging personal

development and continued

education.

Personal Mission Statement

One – two minute speech that effectively introduces

you and answers the questions “Who are you and what

do you do?”

Include the most important three – four words that you

want to be sure that others experience when they

interact with you

Practice delivering your speech in front of a mirror

Create multiple versions for different audiences

Elevator Speech

Exponentially increase your weak ties and potentially

develop strong ones

Establish yourself as an expert (or not)

You may want (or need) to develop a social media

strategy as part of your career branding toolkit

Social Media

Employers Pre-Screening

through Social Media Sites

0%

20%

40%

60%

80%

100%

2008 2009 2010*

* 2010 Estimated

Social Media and Your Career

Source: 2009 Career Builders

35% Employers Found Data That Caused

The Candidates Not to be Hired!

Provocative or inappropriate photographs or information – 53%

Content about drinking or using drugs – 44%

Bad-mouthed previous employer, co-workers or clients – 35%

Poor communication skills – 29%

Discriminatory comments – 26%

Lied about qualifications – 24%

Shared confidential information from previous employer – 20%

Used text language such as GR8 in e-mails – 16%

Source: 2009 Career Builders

Source: 2009 Career Builders

18% Employers Found Data That Caused

The Candidates to be Hired!

Profile was a good fit– 50%

Profile supported qualifications – 39%

Candidate appeared creative – 38%

Showed solid communication skills – 35%

Well rounded – 33%

Good references – 18%

Go Ego-Surfing

Find Your Passion

Define What You Want Others

to Experience When They

Experience You

Get Started on Facebook,

LinkedIn, Twitter & Google

Buzz, then Evaluate other

Social Media Sites

Create Your Own URL and Link

It to Other Accounts

Join Communities of Interest

Contribute to Other Sites

Use Multiple Media Types (e.g.

video, presentations, blogs)

Position Yourself as an Expert

by Getting Endorsements

Begin Writing a Blog

Evaluate Your Effectiveness

through Online Analytics (i.e.

Google or Yahoo)

Leveraging Social Media to Build Your Brand

Private Public

Personal What do you want

to share with your

family & friends?

Keep others

engaged in your

relationships

What do you want to

become known for?

Share your interests

Learn from others

Update regularly

Professional Become known as

an expert at work

Demonstrate your

willingness to help

others and learn

Increase your

recognition in industry

Increase knowledge

Build peer relationships

Find new opportunities

Social Media Strategy Framework

Objective

Motivation

Energy Flow

Connect with Others

Know What You Want

Your Audience to Get

Let Your Audience

Know Why You Care

The Art of Presentation

Source: Nancy Houfek, American Repertory Theatre, Harvard University

Define Desired

Outcomes

What you Want to

Accomplish

What’s in it for Others

Focus Your Thoughts

List and Group your

Ideas

Impose a Logical Order

Rehearse

Anticipate Others’

Reactions

Ask Others for

Feedback

Communicating

Challenge yourself to try something different

Track and report your progress towards your

developmental priorities and goals

Continue Learning - Attend at least two educational

offerings per year even if you have to pay for it

Practice, Practice, Practice

Invest in your Relationships

Become a Sponsor

Leave a Leadership Legacy for others

Final Thoughts