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
2

3
AN ENERGY MANUFACTURING
AND LOGISTICS COMPANY
RefiningMidstream 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.

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.”
8

It is how others feel about you or your
company, when your name is mentioned
It is your promise
9

10
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
11

What is her leadership brand?
How does she reinforce it?

What is his leadership brand?
How did he reinforce it?
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
14

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

Love it
__________
__________
__________
__________
__________
Loathe it
__________
__________
__________
__________
__________
16
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
18

19
Industry
Company
Team/
Dept.
You
What image
is important
for this
industry,
company, or
department?

20
What is the
image of people
who have the job
you want to have
in two years?
How does yours
compare?

21
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
22
“I…we…”
“I want to make sure
we keep the big
picture in mind.”
Tone of voice
Headlines…stories

Engagement
23

Body language
24

Physical appearance
25

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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
29

Neena Newberry; neena@newberrysolutions.com; 713-822-3032
Our Leadership Products & Articles: www.newberrysolutionscom
30
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