1. Developing Your Leadership Brand Lessons from Bootstrap Leadership Best Practices Institute August, 2012

2. Our Agenda Explore 3 critical questions for all leaders Provide ideas and tips for developing your leadership brand Inspire you to think differently about your own development 1

3. Why I Wrote the Book… 2 Bad leaders drain your energy, passion and confidence Leaders can get better – but it takes practice & commitment To reinforce the value of: Life-long learning Role-modeling development Embracing your leadership role

4. Your Comfort Zone safe relaxed recognizable familiar stable calm confident at ease predictable scary unstable challenging self-conscious different uneasy new stimulating inspiring uncomfortable beginner novice motivating repetitive well-known contented tense learning awkward exciting edgy interesting low confidence Chapter 31 Where Does Growth & Development Happen? 3

5. The Three Questions of Leadership Self-Development… Why develop my leadership skills? 4 Position myself for promotion Enhance my enjoyment of the job Help my team grow & develop Play a larger role in the organization’s success Add more value Become a coach or mentor Keep my skills current Because learning is fun

6. The Three Questions of Leadership Self-Development… What should I work on? 5 Building Relationships Communicating Effectively Providing Feedback & Coaching Setting Goals & Holding People Accountable Delegation Empowering Others Listening Developing the Vision, Mission & Strategy Influencing Recognition Decision Making Building High Performing Teams

7. The Three Questions of Leadership Self-Development… How do I do it? 6

8. A Leadership Self Development Plan How do I do it? 7 3. Enhance 5 Critical Skills 4. Plan Your Impact 1. Develop Your Leadership Point of View 2. Understand Your Leadership Brand 5. Reflect

9. How do I do it? 8 3. Enhance 5 Critical Skills 4. Plan Your Impact 1. Develop Your Leadership Point of View 2. Understand Your Leadership Brand 5. Reflect A Leadership Self Development Plan

10. Develop Your Leadership Point of View Development actually begins by declaring your intentions as a leader… What’s your leadership point of view? 9

11. I believe l eadership is: My Definition of Leadership Chapter 11 10

12. Leadership is about creating a vision that others want to be part of, building a positive environment where great things can happen, and developing people to reach their full potential Definition of Leadership Chapter 11 11

13. Career Path In This Role I Learned… 1992-1995: Johnson & Sons – Supervisor 1995-1998; Acme Company – Manager 1998-2001; ABLE Co – Director, Marketing 2001-2005: Horizon – VP, Sales 2005-2007: NTS – SVP, New Products 2007-Present: NTS, EVP, New Products Being the boss is different; people will test you Actions speak louder than words; you must set high performance standards Delegate and empower the team – it’s the only way to get a lot of work done People need a reason to believe; sometimes you have to take risks Hold your temper and know your facts Stay humble; never stop learning Chapter 1 12 Leadership Journey

14. Treat Everyone with Respect – At All Times Delegation is a Great Teaching Tool; Use it Liberally People Want to Do Great Work - Let Them Do it Their Way Take an Interest In Your People Integrity is Everything – It’s Your Most Precious Commodity There’s No Substitute for Hard Work Have Fun – Life’s Too Short As it Is Know Why You Work It’s Not About You – It’s About Them Never Stop Learning 13 Leadership Values

15. How do I do it? 14 3. Enhance 5 Critical Skills 4. Plan Your Impact 1. Develop Your Leadership Point of View 2. Understand Your Leadership Brand 5. Reflect A Leadership Self Development Plan

16. Understand Your Leadership Brand Development is accelerated by understanding “how you’re showing up” as a leader… What’s your leadership brand? 15

17. Coach Respectful Insightful Humorous Fair Accountable Relationship Builder Cares for Others Motivator Compassionate Team Builder Talent Assessor Authentic Collaborative Charismatic Passionate Calm Judgment Mentor Politically Savvy Compromise Approachable Inspiring Patient High Standards Problem-Solver Industry Knowledge Decision Maker Business Acumen Trustworthy Smart Creative Customer Focus Visionary Practical Organized Strategic Candid Feedback Gets Results Empowering Optimistic Work/Life Balance Courageous Communicator Action Oriented Listener Technical Skills Teacher Perseverance Integrity / Ethics Delegator Perspective Wisdom Innovation Learner Priority Setter People Developer Values Diversity Self-Aware Directions: Circle 10 traits that define you as a leader; how do others “experience” your leadership? Then, pick 5 traits that represent how you most want to be perceived as a leader. Note: The 5 may or may not be part of the 10. 16 What’s Your Leadership Brand?

18. Coach Respectful Insightful Humorous Fair Accountable Relationship Builder Cares for Others Motivator Compassionate Team Builder Talent Assessor Authentic Collaborative Charismatic Passionate Calm Judgment Mentor Politically Savvy Compromise Approachable Inspiring Patient High Standards Problem-Solver Industry Knowledge Decision Maker Business Acumen Trustworthy Smart Creative Customer Focus Visionary Practical Organized Strategic Candid Feedback Gets Results Empowering Optimistic Work/Life Balance Courageous Communicator Action Oriented Listener Technical Skills Teacher Perseverance Integrity / Ethics Delegator Perspective Wisdom Innovator Learner Priority Setter People Developer Values Diversity Self-Aware Thinking What’s Your Leadership Brand? 17

19. Coach Respectful Insightful Humorous Fair Accountable Relationship Builder Cares for Others Motivator Compassionate Team Builder Talent Assessor Authentic Collaborator Charismatic Passionate Calm Judgment Mentor Politically Savvy Compromiser Approachable Inspiring Patient High Standards Problem-Solver Industry Knowledge Decision Maker Business Acumen Trustworthy Smart Creative Customer Focus Visionary Practical Organized Strategic Candid Feedback Gets Results Empowering Optimistic Work/Life Balance Courageous Communicator Action Oriented Listener Technical Skills Teacher Perseverance Integrity / Ethics Delegator Perspective Wisdom Innovator Learner Priority Setter People Developer Values Diversity Self-Aware Thinking; Doing What’s Your Leadership Brand? 18

20. Coach Respectful Insightful Humorous Fair Accountable Relationship Builder Cares for Others Motivator Compassionate Team Builder Talent Assessor Authentic Collaborator Charismatic Passionate Calm Judgment Mentor Politically Savvy Compromise Approachable Inspiring Patient High Standards Problem-Solver Industry Knowledge Decision Maker Business Acumen Trustworthy Smart Creative Customer Focus Visionary Practical Organized Strategic Candid Feedback Gets Results Empowering Optimistic Work/Life Balance Courageous Communicator Action Oriented Listener Technical Skills Teacher Perseverance Integrity / Ethics Delegator Perspective Wisdom Innovator Learner Priority Setter People Developer Values Diversity Self-Aware Thinking; Doing; Being What’s Your Leadership Brand? 19

21. Coach Respectful Insightful Humorous Fair Accountable Relationship Builder Cares for Others Motivator Compassionate Team Builder Talent Assessor Authentic Collaborator Charismatic Passionate Calm Judgment Mentor Political Savvy Compromise Approachable Inspiring Patient High Standards Problem-Solver Industry Knowledge Decision Maker Business Acumen Trustworthy Smart Creative Customer Focus Visionary Practical Organized Strategic Candid Feedback Gets Results Empowering Optimistic Work/Life Balance Courageous Communicator Action Oriented Listener Technical Skills Teacher Perseverance Integrity / Ethics Delegator Perspective Wisdom Innovator Learner Priority Setter People Developer Values Diversity Self-Aware Thinking; Doing; Being; Developing What’s Your Leadership Brand? 20

22. How do I do it? 21 3. Enhance 5 Critical Skills 4. Plan Your Impact 1. Develop Your Leadership Point of View 2. Understand Your Leadership Brand 5. Reflect A Leadership Self Development Plan

23. Enhance 5 Critical Skills 22 1.Develop the Vision, Mission & Strategy 2.Delegate and Empower Others 3.Build Relationships 4.Get To Know (and Showcase) Your People 5.Learn the Business

24. Develop the Vision, Mission & Strategy Vision – the reason your company or team exists “The Why” - describes your long-term intentions; should be inspiring and motivating Mission – the main objective; what your company or team is focused on “The What” - describes what you’re doing right now; should be connected to the vision and be challenging and worthwhile Strategy – the specific plan for accomplishing the mission “The How” - describes the actions taken to meet the objective; should be specific and measurable 23 Chapter 10

25. Strategy Map Develop and manage innovative products and services that meet the changing needs of our customers, while maintaining a relentless focus on service, responsibility, and performance To be the world’s most trusted financial services company Strategic Priorities Invest in Our Infrastructure Positively Influence Regulators Grow the Top Line Mary BaileyElicia Woods John Dawes & Ahmad Ali Jonas Wilkerson James Bruce Bill EdwardsAmanda Nelson 8% YOY Growth 20% in New Markets Vision Mission Develop Our Top Talent Launch New Products Manage Expenses New York State Pension Fund Reliant Industries Establish Corporate Governance Responsibilities Measures Timely & Efficient Product Launches 90%+ Customer Satisfaction Rating Less than 5% top talent attrition 100% of ee’s have a develop. plan Office in London opened and staffed IT System Conversion delivered on time, on budget, w/ 0 defects 5% decrease in LOB operating budget Key Customers 2010 Budget/Goals Revenue Growth: 8% Profit Growth: 10% Launch sales campaign in Asia Complete ACI acquisition Key Tactics Enter FI market Streamline bond offerings Build ETF strategy Launch VP LDP Revise PM Open ABC Univ. Establish lobbying relations with U.S Govt. & U.K. Parliament Complete IT conversion Convert LOBs to SAP Reduce HQ HC by 200 in Q1 Launch new budget process Launch compliance training Finalize compliance manual 24 Chapter 10

26. “What Is It That Only I Can Do?” 1.Identify and document every task or activity that “only I can do” Be honest with yourself – is this really something that only you can do? 2.Next to each item, write down the “why” – document why you’re the only person on your team that can do this task 3.Finally, document tasks and activities that you can do with your free time, since you’ll be delegating everything else not listed above What else should you be doing? Delegate and Empower Others 25 Chapter 14

27. Relationship Map Me Poor Needs Improv. OK Good Excellent Close Peers Direct Reports Matrix Peers Bosses External Improvement Opportunities Develop Influence Partner Sally Larsen Helen Mays Ahmed Singh Delonte Jones Mary Ames Jon Kluwe Bill Johnson John Wall Walter Harrison Latesha Morris Ari Nuta Alice Betts Ed Kruther Martha Rey Jennifer Simms Bob Wells Demi Zellerwohlz Joan Nelson Cindy BarrWill Yadi Louise Nix Jack Martz Raul Mobley Chris Mills Steve Lewellyn Mark Ott Judy Mason Susan Wells Carl Patrick Kurt Spitzer Steve Eisen Zuzu Bell Sandra Davis Scott Goldberg James Rodgers Lon Rawls Johanna Vonderberg Kelly Deeds Diane Lokey Maureen Cochrane Ken Yow New Relationships 26 Chapter 2

28. 5 Things You Should Know 1.Where (and how) did they grow up? 2.What are their hobbies? 3.Who’s the most important person (people) in their life? 4.What are they passionate about? 5.What do they want to do with the rest of their life? Get To Know Your People 27 Chapter 25

29. Learn the Business How Well Do You Really Know Your Own Company? 1.Identify 2 areas of the business (besides your own) that you know really well ___________________________ 2.Next, identify 2 areas of the business that you don’t know much about ___________________________ 3.Document your plan for becoming educated on these areas ___________________________________________ 28 Chapter 24

30. How do I do it? 29 3. Enhance 5 Critical Skills 4. Plan Your Impact 1. Develop Your Leadership Point of View 2. Understand Your Leadership Brand 5. Reflect A Leadership Self Development Plan

31. Set Priorities for Your Time Time is your most precious resource – are you using it wisely? 1.Identify and document your top 3 priorities What do you need to be most focused on over the next 30 days? Limit the list to 3 priorities 2.Next, think of how you spent your time last week How many hours did you spend (out of 50) on your top 3 priorities? What else do you spend time on? 3.Take a close look at the margins of your day (early, lunch, late) and brainstorm ways to make those times more productive How can you focus this time on your top priorities? 30 Chapter 45

32. 1. ______________________________________ 2. ______________________________________ 3. ______________________________________ My Top 3 Priorities Over the Next 30 Days, My Top 3 Priorities Are: I should be spending 75% of my time on my top 3 priorities! 31 Chapter 45

33. Document Your Development Plan Developmental Opportunity Awareness/Mindset/Attitude (changes I want to make in my approach) Visible Behaviors (behaviors clearly evident to others) 1.Be relentlessly focused on building a world-class team – hire great people and hold a high bar for excellence  Commit to hiring executives who will make us better  Recognize that performance = will + skill + experience; value experience more when building the team (utilize the Board more when hiring talent)  Organizational structures should be dynamic – I should always be thinking about the optimal team structure  We need to value our own people  When executive positions are open, make recruiting my # 1 priority  Set consistent standards of performance and hold my team accountable  Declare to my team: roles will change. It ’ s not about your specific job or title  Be proactive in dealing with performance issues – there need to be consequences for coming up short on expectations  Seek out high performers and get them new, challenging assignments. Look for opportunities to promote mid-level leaders 2. Become a great delegator - develop trust in my people and allow them to take ownership  Focus my time on understanding how to win in our industry  Recognize that there is value in declaring what I ’ ll be involved in  Change the mindset that meetings can ’ t be productive without me  Accept that the matrix sometimes makes delegation difficult  Realize that I need to own clarifying roles and accountabilities  Set clear, measurable goals for and with my direct reports; focus on outcomes  Clarify each executive ’ s role – both with them individually, but also with the entire team. Give accountable people the power to execute  Stop trying to direct everything; declare the areas that I will continue to be micro-involved in  Declare my intentions when delegating; clarify what I ’ m looking for, not how to do it 3. Communicate and connect with people more effectively – build more personal relationships  Understand that people want to have a personal relationship with me  Take a greater interest in my people, as individuals  Demonstrate that I believe in people having sufficient down time (vacations, etc.) but that I also believe in physically working together  Communicating and building relationships is a huge part of my role  Trust is all about communication (this is true for the Board, my team)  Provide more praise and sincere positive reinforcement  Listen better; remove distractions (like iPhone) and really attend to conversations  Walk the halls more; manage by walking around. Have brief, quality conversations – frequently  Create space on my calendar to check in with people  Share with people that I recognize “ how hard this is ” Jane Doe – Leadership Development Plan Overall Purpose: To become a respected people leader; one who develops great talent for the organization 32 Chapter 12

34. My Leadership Development Plan Developmental Opportunity Awareness/Mindset/Attitude (changes I want to make in my approach) Visible Behaviors (behaviors clearly evident to others) 1.                 2.                 3.                 ___________________ - Leadership Development Plan Overall Purpose: __________________________________________________________________________ 33 Chapter 12

35. How do I do it? 34 3. Enhance 5 Critical Skills 4. Plan Your Impact 1. Develop Your Leadership Point of View 2. Understand Your Leadership Brand 5. Reflect A Leadership Self Development Plan

36. On Your Way Home… 1.How did I show up as a leader today? 2.What did I communicate today? 3.Who did I develop today? 4.Who did I thank today? Ask Four Questions Every Day 35 Chapter 47

37. All leaders have the potential to improve – but you have to be willing to work at it. All leaders have the potential to make a difference – but you have to be willing to take action. Final Thoughts… What are you doing to take your leadership to the next level? 36