Establishing_your_brand_as_a_strategic_hr_business_partner

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. www.linkageinc.com

Agenda
• Definition: Brand
• What Makes You Credible
• Influencing Without Authority
• The Cornerstones of Trust
• Establishing Productive Relationships
• Building Your Network


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.


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.

7

The Components of Brand
Credibility

Relationships

Brand

Influence

Trust


4 Cs of Credibility

Character
Composure
Competence
Connection

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.


11

Composure
• Defined as the state or feeling of being calm and in control
of oneself.


12

Question
3) How does your “calm” show up?
a) Relaxed and interactive
b) Relaxed and quiet
c) Joking around
d) Focused
e) Other ____________


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


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


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??


16

Influence


Bases of Power and the Six Influence Styles
Partner
Relational

Coach

Resource

Negotiate

Expertise

Captivate

Position

Sell

Direct


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

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


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


22

Survey: How do you build Trust?
In chat box to the right, describe the behaviors, actions, or
activities that build trust….


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


25

Mapping the Loss of Trust


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


27

Tool: Trust Checklist
Cornerstone

Currently Doing

Need to Start

Need to Stop

Expertise

Reliability

Good Will

Authenticity


28

Build Relationship through Networking

Formal
AND

Informal

The Characteristics of a Strong Network
Formal Hierarchy

Informal Network

*The Network Secrets of Great Change Agents
Julie Battilana and Tiziana Casciaro


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+

32

Tips for Building a Strong Network
• Plug into the connectors
• Play matchmaker
• Loiter and learn
• Catch the winds of change
• Build goodwill


33

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.
www.linkageinc.com
@LinkageInc

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