The document outlines a program for employee development that focuses on identification and selection of high performers, extensive feedback and performance-based placement, onboarding and continuous learning opportunities to foster innovation, develop needed skills, diversify leadership, and attract and retain top talent. The program aims to prepare employees for future leadership roles and raise performance standards across the organization.

1. Program Rationale
Identification
& Selection Performance
Extensive Based
On-Boarding Feedback Placement
Prepare for Diversify Attract and
Future Leadership Retain
Develop Broaden
Raise the Bar
Needed Skills Perspective
Cross
Foster Continuous
Functional
Innovation Learning
Expertise

2. Today’s Objectives
1. Provide insights on Personal Brand
2. How to leverage Networks & Relationships
3. Actions you can take now to help you achieve
career success

3. What is a Personal Brand?
 It’s a Perception
 It’s a Reaction to
Who You Are and
What You Believe

4. What is a Personal Brand?
 It’s Visibly Expressed by
What You Do and How
You Do It

5. Personal Brand Attributes
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

6. Career Brand Derailers
Behavior Related Performance Related
 Relationship Issues  Fails to meet business
• Arrogant and intimidating objectives
 Misses deadlines, lacks
• Self-centered accountability
 Disloyal breaks confidences
 Too narrow functional
 Fails to learn from mistakes orientation
 Difficulty changing or adapting  Micro-manages
 Inflexible, resists new ideas
 Limited perspective
 Negative, finds fault

7. Your Brand Matters
 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

8. Brand Challenges
Internal External
 Never Thought About  Perceptions of Others
it Before  Company Culture
 Not a Priority  Effects of Power
 Not Enough Time in  Differences of
the Day (or Night) Communication Style
 It is Hard  Reinforcement of
Stereotypes

9. Perceptions
 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

10. Culture
 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

11. Effects of Power – Influence Over Others
Source of Power Significance Brand Implications
Reward  People perceive men have greater  Are you known for developing and
Ability to give others reward power promoting others?
something they want  Will others want to work for you?
Coercive  Overall, used the least  Will others want to work for you?
Ability to punish  Women tend to use more than men
 Significantly influenced by role  May need more opportunities to
Expert
stereotypes demonstrate expertise
Perceived level of
 Men often given more chances to speak  May need additional education /
competence
 Society requires more “proof” for women certifications to demonstrate “proof”
 Often requires legitimate power to be
taken seriously
Legitimate  Role congruity matters  Having a deep understanding of
Right to exert influence  Still appears greater for men what the culture actually rewards is
(positional) key
Referent  An advantage women often have  How can you leverage your referent
Likeability, ability to  Less powerful people are often power to strengthen your power in
motivate others expected to be more polite other areas?

12. Communication Styles
 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

13. Reinforced Stereotypes
 In School
 At Home
 At Work
 Across Generations

14. Diana Stein
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

15. Future Leader: One person’s experience
Employers Experience Challenges in the Workplace
 2005 – 2008  Challenging to identify
 Investment sponsors
Banking
Analyst  Biased perception of you by
 2010 – others based on gender
Present stereotypes
 Finance
 Cultural norms often prevent
Leadership
top-talent from surfacing
Rotation
Program

16. Building a network: Strong Ties versus Weak Ties
Strong Ties Weak Ties
 Strong tie networks are  Weak tie networks are
comprised of those comprised of those you know
individuals that you engage and who know you; however,
with in ongoing resource there is no on-going
exchange exchange of resources
 Meet with individuals  Leverage social networks
regularly for lunch, coffee • Linkedin - Colleagues
etc. • Facebook – Friends, Peers

17. Building a network: One person’s approach
 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
Direct FLRP
Interns &
Reports
Specialists
Industry Women in
FLRP
Peers Insurance
Contacts Leadership
Associates
YOU Diana
Yale
Relatives Friends Relatives Duquesne
NYU
Rotation
Boss Managers

18. 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

19. What role have mentors and sponsors
played in your career?
Experience Experience
with with
Mentors? Sponsors?
Experience as Experience as
a Mentor? a Sponsor?

20. Building a brand: One person’s approach
Perception Reputation Consistency
FLRP BI-WEEKLY
MESSENGER Executive success hinges on
September 5, 2011 3) What challenges do you face as the leader of such a
diverse portfolio (e.g.: claims, NI, D&CS)?
three forms of leadership
FLRP Spotlight
Mark Pizzi, President & COO, As you move up in an organization the biggest challenge is
Nationwide Insurance recognizing that what made you successful in your past
role is likely not what will make you successful in your new
Thank you to Mark Pizzi who agreed to be role. Specifically, early in my career I had to be great at
featured as our FLRP Bi-Weekly the tactical piece of insurance – underwriting. As I’ve
Messenger Spotlight. The following summarizes the Q&A taken on leadership roles throughout the organization;
session with Mark on August 1, 2011. 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.
1) What led you to a career in the insurance industry?
I had actually planned on joining the military after college; Great leaders also love to learn. Taking on a new role –
CFO / Finance
however, was injured in basic training. My brother was whether lateral or upward – means taking on new
working at Nationwide and so, with an injury inhibiting my
plans, I applied and accepted a position as an underwriter.
challenges. It is important to continue learning about a
new business, a new function, or how to effectively work
with a new team.
Leader
I’ve spent most of my career in the field and love that I still
have the opportunity to lead people.
Ultimately, leading any team successfully is about trust.
2) What characteristics distinguish a great leader? You need to trust your people and they need to trust you.
Leadership boils down to working with and through others. 4) What do you believe characterizes a strong partnership
It’s all about the people. Great leaders are good at hiring between finance and its respective BU?
competent people and creating an environment for the
team to thrive. The best leaders are focused on I believe the best finance partners are those that work hard
developing their team and providing them with the right to understand the business – not just the finances of the
resources. I probably dedicate at least 40% of my time to business. In order for finance to understand the business,
people-related issues which includes everything from one- individuals should speak with underwriters, agents, CSRs
on-one development discussions to teaching to asking etc. By understanding the nuances of the business,
questions. finance can not only conduct the heavy analytics but also
help the business become more creative and successful
In addition to focusing on the development of others, great problem solvers. Of course a successful partnership is a
leaders are able to clearly define their vision. Often times
where you are going is somewhere the team has not been
two-way street. The business needs to have respect for
the staff office expertise whether finance, marketing, or
human resources.
Technical Project People
and thus, clearly articulating a goal-state and
demonstrating your passion to achieve is crucial to
success. 5) We hear a lot about expenses being one of NW’s
greatest challenges. What do you see as our greatest
Leadership Leadership Leadership
Confidence is another important characteristic of great opportunity?
leaders. Leaders must make tough decisions and thus, a
healthy amount of confidence is necessary for success. Simplicity.
That said there is a difference between confidence and
arrogance and the best leaders recognize that line. 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  Spotlight Interviews  Development of Pilot
 Posture  Expense strategy Leadership Rotation
 Vocabulary, Articulation  Billing recommendations  Team-building call
 Confidence  Assignments outside center visit
rotation

21. EXERCISE
VALIDATING YOUR BRAND

22. Career Branding Toolkit
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)

23. Personal Mission Statement
An Example
 Why do you exist?
My purpose in life is to help my
 What do you value most? family, friends and colleagues live
 What makes you happy? a fulfilling life and achieve their
ambitions.
 What do you want your
I find I am most happy when I am
legacy to be? 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.

24. Elevator Speech
 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

25. Social Media
 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

26. Social Media and Your Career
Employers Pre-Screening
through Social Media Sites
100%
80%
60%
40%
20%
0%
2008 2009 2010*
* 2010 Estimated
Source: 2009 Career Builders

27. 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

28. 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%
Source: 2009 Career Builders

30. Leveraging Social Media to Build Your Brand
 Go Ego-Surfing  Join Communities of Interest
 Find Your Passion  Contribute to Other Sites
 Define What You Want Others  Use Multiple Media Types (e.g.
to Experience When They video, presentations, blogs)
Experience You  Position Yourself as an Expert
 Get Started on Facebook, by Getting Endorsements
LinkedIn, Twitter & Google  Begin Writing a Blog
Buzz, then Evaluate other
Social Media Sites  Evaluate Your Effectiveness
through Online Analytics (i.e.
 Create Your Own URL and Link Google or Yahoo)
It to Other Accounts

31. Social Media Strategy Framework
Private Public
Personal  What do you want  What do you want to
to share with your become known for?
family & friends?  Share your interests
 Keep others  Learn from others
engaged in your  Update regularly
relationships
Professional  Become known as  Increase your
an expert at work recognition in industry
 Demonstrate your  Increase knowledge
willingness to help  Build peer relationships
others and learn  Find new opportunities

32. The Art of Presentation
 Connect with Others
 Know What You Want
Your Audience to Get
Energy
Objective  Let Your Audience
Flow Know Why You Care
Motivation
Source: Nancy Houfek, American Repertory Theatre, Harvard University

33. Communicating
Define
Focus Your
Desired Rehearse
Thoughts
Outcomes
What you List and Anticipate
Want to Group your Others’
Accomplish Ideas Reactions
Impose a Ask Others
What’s in it
Logical for
for Others
Order Feedback

34. Final Thoughts
 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