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Information about Establishing_your_brand_as_a_strategic_hr_business_partner
Business & Mgmt

Published on February 23, 2014

Author: HomerZhang



Add value to Biz from HR respective

Establishing Your Brand as a Strategic HR Business Partner Shannon Bayer Senior Consultant & Director of Training

Today’s Facilitator Shannon Bayer • • • Senior Consultant & Director of Training Enjoys a competitive game of Words w Friends™ and a peaty Scotch All around nice person Copyright © Linkage. All rights reserved.

Agenda • Definition: Brand • What Makes You Credible • Influencing Without Authority • The Cornerstones of Trust • Establishing Productive Relationships • Building Your Network Copyright © Linkage. All rights reserved. 4


Defining Brand Definition: A set of expectations, memories, stories and relationships that, taken together, account for a client or customer’s decision to invest (time or resources) in one product or service over another. Copyright © Linkage. All rights reserved. 6

Questions 1) Do you know your “brand”? i.e. why do people choose to work with you, and NOT around you? YES or NO 2) What is your “brand”? Institutional Knowledge – Problem Solver – Collaborator – Gets it done – ??? Write your brand in the chat box. Copyright © Linkage. All rights reserved. 7

The Components of Brand Credibility Relationships Brand Influence Trust Copyright © Linkage. All rights reserved.


4 Cs of Credibility Character Composure Competence Connection Copyright © Linkage. All rights reserved.

Character • Defined as: the mental and moral qualities distinctive to an individual. • This is about perception: – Good character – Bad character • Judged in balance with the individual AND organization’s values Challenge: You can’t change or guess an individual’s values or beliefs. You must be true to yourself. Copyright © Linkage. All rights reserved. 11

Composure • Defined as the state or feeling of being calm and in control of oneself. Copyright © Linkage. All rights reserved. 12

Question 3) How does your “calm” show up? a) Relaxed and interactive b) Relaxed and quiet c) Joking around d) Focused e) Other ____________ Copyright © Linkage. All rights reserved. 13

Competence • Defined as having the necessary ability, knowledge, or skill to do something successfully. – Not fake it ‘til you make it • May take time Copyright © Linkage. All rights reserved. 14

Question 4) When someone mentions an acronym you are not sure of, you: a) Ask the speaker what it means b) If it is mentioned more than three times and you cannot figure it out based on the context, you ask the speaker c) You note it to ask the speaker later d) You don’t ask the speaker, you can figure it out e) If it is not a topic area you are interested in, you forget it once the conversation is over Copyright © Linkage. All rights reserved. 15

Connection • Defined as a relationship with another, especially one of influence or importance, with whom one is associated, as by kinship or common interests • It is the creation of the interest that is difficult • Personal connection • Intellectual connection • History connection • Authority connection • What else?? Copyright © Linkage. All rights reserved. 16


Influence Copyright © Linkage. All rights reserved.

Bases of Power and the Six Influence Styles Partner Relational Coach Resource Negotiate Expertise Captivate Position Sell Direct Copyright © Linkage. All rights reserved.

Influence: Is it better to be feared or loved? Partner Relational Coach Resource Negotiate Expertise Captivate Position Sell Direct Lead with *Fiske, Cuddy, Glick. “Universal dimensions of social cognition: warmth and competence” 2006. Follow with Copyright © Linkage. All rights reserved. 20

Tool: Project Influence Map • How do you want to change your influence over your key stakeholders on a given project? • First complete the Stakeholder Commitment Chart – Identify Key Stakeholders – Put their names into the Influence Chart – List their title and their level of control or decision making power – Note what your current level of influence is with a – Note where you would like your level of influence with an X – Draw an arrow connecting the two Copyright © Linkage. All rights reserved.

Stakeholder Make Help Permit Questions VP of operations X IS manager Include in development meeting 6/15 Involve in selecting redesign team X Facilities manager X Information Systems group Action Steps Add to redesign team X Union president Human Resources Nothing Attend methodologies overview Attend overview; consult them; select members for team X Renegotiate their role X Sally X Operations group X Medical chiefs Involve in data gathering and implementation X Accounting department Have opinion leaders at overview Special overview/Q & A session X Department supervisors Get on redesign team Involve in analyses X X = Current Commitment  = Desired Commitment Copyright © Linkage. All rights reserved. 22


Survey: How do you build Trust? In chat box to the right, describe the behaviors, actions, or activities that build trust…. Copyright © Linkage. All rights reserved. 24

The Four Cornerstones of Trust Expertise Good Will Do you have special abilities? Do you have good intentions? Trust Do you keep your commitments? Reliability Are you real? Authenticity Copyright © Linkage. All rights reserved. 25

Mapping the Loss of Trust Copyright © Linkage. All rights reserved.

Question 5) When an individual causes you to lose trust in them, which cornerstone is it hardest for you to forgive? a) Expertise b) Reliability c) Good Will d) Authenticity Copyright © Linkage. All rights reserved. 27

Tool: Trust Checklist Cornerstone  Currently Doing Need to Start Need to Stop  Expertise Reliability Good Will Authenticity Copyright © Linkage. All rights reserved. 28


Build Relationship through Networking Formal AND Informal Copyright © Linkage. All rights reserved.

The Characteristics of a Strong Network Formal Hierarchy Informal Network *The Network Secrets of Great Change Agents Julie Battilana and Tiziana Casciaro Copyright © Linkage. All rights reserved. 31

Questions 6) How many direct reports do you have? a) b) c) d) e) 0-1 2-5 5-10 10-20 20+ 7) How many peers in your department do you have? a) b) c) d) e) 0-1 2-5 5-10 10-20 20+ 8) How many people are in your organization a) b) c) d) 0-500 500-1000 1000-5000 5000+ Copyright © Linkage. All rights reserved. 32

Tips for Building a Strong Network • Plug into the connectors • Play matchmaker • Loiter and learn • Catch the winds of change • Build goodwill Copyright © Linkage. All rights reserved. 33

Copyright © Linkage. All rights reserved.



About Linkage Linkage has been building better leaders, teams and organizations for over 25 years. We do this by providing strategic consulting on leadership development and talent management topics and through our learning institutes, skill-building workshops, tailored assessment services, and executive coaching. @LinkageInc Copyright © Linkage. All rights reserved.

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