1. Welcome
Becoming a
LIVING BRAND® LEADER
within your organisation
Welcome

2. Building Powerful People
Look

3. Powerful People in Meetings
• Positive Attributes
• Negative Attributes

4. Powerful People
• Purpose
• Energy
• Structure
• Change Orientation
• Individual Presence
• Enablement
• Consideration
• Warmth

5. What is Brand?

6. What is Brand?
A brand is the identity of a
specific product, service, or
business. A brand can take many
forms, including a name, sign,
symbol, color combination or
slogan.

7. What is Brand?
“Nothing seems more obvious to
me that a product or service only
becomes a brand when it is
imbued with profound values that
translate into fact and feeling that
employees can project and
customers can embrace.”
Sir Richard Branson

18. Inside the Minds of Leaders
Building your
Leadership Brand

19. What are YOUR Brand Values?
What are your actions to bring them to Life?

20. Building Rapport
Left Side Right Side
Looks for cause and effect Looks at relationships
Processes information bit by bit Processes information all at once
Focuses on detail Looks at the whole
Deals in fact and figures Asks ‘why’
Focuses on words to describe Uses pictures, imagery, colour
Focuses on logic Thinks in lateral ways
Likes order/put into sequence Is non-evaluative
Evaluates/deals with rights and wrongs Focuses on emotions and feelings

21. Brain Test

22. Are Great Leaders
Born or are
they Made?

25. Self-awareness
Do you see yourself as others see you?

27. What is…?
Self-awareness describes the condition of being
aware of one's awareness. It is having the
ability to realistically see yourself as others see
you and notice the impact that your actions and
behaviours have upon interactions and
situations.

28. Becoming a Tri Communicator
What is your
Leadership
Style?

30. Top Tips
• Reflecting on your intentions and your actions
• Being aware of your own emotions and how to channel them
• Understand what we do and how we might do it differently
• Practice forms of meditation and self scenario roll plays
• Keep a journal and write out your values and what is
important to you
• Except feedback from others with an open mind and as an
opportunity to grow
Remember: When we know what our values are, then it is much easier
to chart a path in life and business that adds to our personal growth
and happiness.

32. What is…?
Self motivation is the ability to motivate
oneself, to find a reason and the necessary
strength to do something, without the need
of being influenced to do so by another
person. Working in a careful and consistent
manner without giving up.

33. Motivation – on the move

34. Self Motivation
What are your goals?

35. The Mindset and Drive of the
Powerful Person
Pride + Proposition = Personal Power
• Why are you proud to work for your
organisation?
• Why is your function so invaluable to the
success of the business?
• What do you bring to the party?

36. Top Tips
• Think about the achievements in your life
• Examine your strengths to understand what you can
build on
• Determine what other people see as your strengths and
key capabilities
• Set achievable goals for yourself, work to achieve them,
and enjoy that achievement
• Seek out mentors and other people who model the
competencies, skills, and attributes you desire

38. “Imagination is
everything. It is the
preview of life’s
coming attractions.”
Albert Einstein once said,

39. Do you follow your intuition?

40. Intuition

41. What is…?
A form of evidence that is often referred to as a gut
feeling or a hunch. It differs from common sense, which
relies on someone’s philosophy or personal
perspective, rather a strong feeling about the correct
decision path. Intuition can be seen as a very holistic
decision making approach as it tries to consider and
integrate information from all the senses.
Intuition is the ability to process information, both
internal and external, that allows you to make great
decisions.

42. Top Tips
• Ask more questions
• Pay attention to what catches your eye or ear
• Meditate on information
• Look at various other possible scenarios
• Listen to your body
• Honour your way of perceiving

43. Listen to your gut!

44. Why did you know what to do?
In pairs, discuss a time when you used your
intuition on a project. You knew what needed
to be done and you acted upon it. Then delve a
little deeper - how did you know what the next
and best move was?

46. Emotional
Management
Can you
manage your
emotions?

47. What is…?
The notion of emotional management refers to the fact
that emotion is not just a matter of automatic
emotional response, but is co-constructed through our
attempts to feel and express emotions that are
appropriate in connection with specific situations. It is
having the ability to remain calm and clear in our
response during heighten levels of external emotional
stimuli.

48. Emotional Management

49. Staying on the Neutral Zone

50. Top Tips
• Identify the cause of your stress earlier by
knowing the individual character types and how
they affect you
• Choose your response carefully
• Shake it all off and breath
• Face your stress source head-on when you're
ready
• Make a plan and be realistic
• Take one step at a time (bit size chunks)

51. What pushes your buttons?
Emotion Reaction

52. What pushes your buttons?
Work Stressor Reaction

53. Breath
Creating a
Powerful Person
from within

55. What is…?
Empathy is the capacity to recognize and, to
some extent, share feelings (such as sadness
or happiness) that are being experienced by
another person. Not to be confused with
sympathy as empathy is then to apply an
appropriate action that allows that individual
to move forward.

58. Top Tips
• Give someone your full attention both in mind
and body language
• Actively listen and not just with the intent to
respond
• Choose your words carefully
• Take the time to really put yourself in their
shoes
• Offer guidance on the most appropriate action
to move forward

59. Positive Living Focus
"Your life today is the result of your
attitudes and choices in the past. Your
life tomorrow will be the result of your
attitudes and the choices you make
today."

61. What is…?
The Elasticity of your Personality
• Dealing with different
individuals
• Building internal relationships
• Strong brand representation
• Driving employee advocacy
• Having a relaxed and confident
approach to role
What are your strengths?

62. Top Tips
• Make yourself approachable
• Ensure that you are living the brand values
• Take into consideration your presentation
skills and styles
• Be more active in the company
• Build an internal network that allows you to
develop new strengths

63. Time to blow your own trumpet

65. What is…?
Marketing researchers typically have two
objectives
One: To determine what segments or
subgroups exist in the overall population
Two: To create a clear and complete picture of
the characteristics of a typical member of each of
these segments.

66. Top Tips – Profiling who you Meet
Be Realistic: Evaluate them as objectively as
possible
Be Specific: Make sure you get detail of the
characteristics
Be Honest: Determine how you will work with them
Be Clear: Ask yourself about your goals for the meeting
Be Constructive: Look at various situation with a
fresh, non-emotive and objective view.

67. Preparation is Key
How do you prepare to launch into a new audit?
List out the top five things that you do in order
to ensure you will be successful?

68. Core functions of Project Control
• Plan - seeking information, defining tasks, setting aims
• Initiate - briefing, task allocation, setting standards
• Control - maintaining standards, ensuring progress,
ongoing decision-making
• Support - individuals' contributions, encouraging, team
spirit, reconciling, morale
• Inform - clarifying tasks and plans, updating, receiving
feedback and interpreting
• Evaluate - feasibility of ideas, performance, enabling
self assessment

69. Time
Without sovereignty over our time, it’s nearly
impossible to have autonomy over our lives

70. Time Management Tips
Step 1:
• Write down all of the tasks that you need to complete. If
they're large tasks, break out the first action step, and
write this down with the larger task. (Ideally, tasks or
action steps should take no longer than 1-2 hours to
complete.)
Note:
• You may find it easier to compile several lists (personal,
study, and workplace To-Do Lists, for example). Try
different approaches and use the best for your own
situation.

71. Time Management Tips
Step 2:
• Run through these tasks allocating priorities from A
(very important, or very urgent) to F (unimportant, or
not at all urgent).
• If too many tasks have a high priority, run through
the list again and demote the less important ones.
Once you have done this, rewrite the list in priority
order

72. Prioritised to do list
Task Priority (A-F)
A=Important and F=Unimporant

73. Using Your To-Do Lists
To use your To-Do List, simply work your way through it in order,
dealing with the A priority tasks first, then the Bs, then the Cs, and
so on. As you complete tasks, tick them off or strike them through.
You can use To-Do Lists in different ways in different situations. For
instance, if you're in a sales or event role, a good way to motivate
yourself is to keep your To-Do List relatively short, and aim to
complete it every day.
In you're in an operational role, or if tasks are large or dependent on
too many other people, then it may be better to focus on a longer-
term list, and "chip away" at it day-by-day.
Many people find it helpful to spend, say, 10 minutes at the end of
the day, organizing tasks on their To-Do List for the next day.

74. 10 Common Time Management
Mistakes
• Failing to Keep a To-Do List
• Not Setting Personal Goals
• Not Prioritizing
• Failing to Manage Distractions
• Procrastination
• Taking on too Much
• Thriving on "Busy”
• Multitasking
• Not Taking Breaks
• Ineffectively Scheduling Tasks

75. Mind Mapping

76. Mind Mapping

77. Meeting Control
The first five minutes of a new meeting is
the most important. It will determine
the future relationship that you will
have with that person.
Make it Count!

78. Sitting in the Power Seat
Take time to listen to and really
understand people. Walk the job.
Ask and learn about what people
do and think, and how they think
improvements can be made.

79. Sitting in the Power Seat
Accentuate the Positive - express
things in terms of what should be
done, not what should not be done. If you
accentuate the negative, people are more
likely to veer towards it.

80. Sitting in the Power Seat
Have faith in people to do great things
Given space and air and time, everyone can
achieve more than they hope for. Provide
people with relevant interesting
opportunities, with proper measures and
rewards and they will more
than repay your faith.

81. Sitting in the Power Seat
Take difficult decisions
bravely - and be truthful and
sensitive when you implement
them.

82. Sitting in the Power Seat
Constantly seek to learn from the people
around you - they will teach you more about
yourself than anything else. They will also tell
you 90% of what you need to know to achieve
your business goals.

83. Sitting in the Power Seat
Embrace change, but not for
change's sake – plan your own
success, and only make promises
that you are assured to deliver on.

84. Preparation is Key
How do you prepare to launch into a new audit?
List out the top five things that you do in order
to ensure you will be successful?

85. Rising to the Challenge
Powerful Meeting Control
Unconscious
Incompetent
Conscious
Incompetent
Conscious
Competent
Unconscious
Competent

86. Rules of Engagement
• Powerful People Agenda
• Pre-requesting information
• Finding out about people involved
• Controlling environment
• Pace setting
• Confidence techniques
• State management

87. Setting Goals & Objectives
• What do I want to achieve
• Who will be involved
• Time Frames
• Roles & Responsibilities
• Future Pacing (going to end of process and
working backwards)

88. The consultant auditor = Wants x Needs x Support
The 80 / 20 Rule
The Audit Trail – The Consultant Auditor
What do others
want?
What do
others need?
How can I
support
them?
The
Consultant
Auditor

89. Rules of Engagement
The Consultative Audit
• What does the person you are meeting want to get
out of the audit?
• Understanding the role of expectations lines
• What will they need to do in order to achieve that?
• How can you support them on that journey?

90. Challenges Arena
Power Zone
Rising to the Challenge
Bridge Rings of Power

91. Challenges
Arena
Leadership
Power Zone
Reactive

92. Challenges Arena
Leadership
Power Zone
Motivation is a Proactive Mindset

93. The ACTION Bridge
Can I (we) do anything about the challenge?
Where I am
now
Where do I
want to be?
What can I do about it?

94. ‘The Conversation Cycle’
Inform
InviteListen
Acknowledge

95. Closed Question
Effective Questions
Open Question
TED
Hypothetical / Reflective
Question
Closed Question
Open Question
TED
Hypothetical / Reflective
Question

96. Rules of Engagement
Becoming a Tri-Communicator
•Visual
•Auditory
•Kinaesthetic

97. • Aoccdrnig to a rscheearch at
Cmabrigde Uinervtisy, it deosn't mttaer
in waht oredr the ltteers in a wrod are,
the olny iprmoetnt tihng is taht the frist
and lsat ltteer be at the rghit pclae. The
rset can be a toatl mses and you can
sitll raed it wouthit porbelm. Tihs is
bcuseae the huamn mnid deos not raed
ervey lteter by istlef, but the wrod as a
wlohe.

98. Rules of Engagement
When you communicate face-to-face...
The way that
you say those
words
38%
The gestures
you use
55%
The words that
you say
7%

99. Communication Styles
The content behind your projected
personality

100. Projected Personality

101. Projected Personality

102. Visual language
Visual
An eyeful Appears to me Beyond a shadow of a
doubt
Bird’s eye view Catch a glimpse Clear-cut
Dim view Eye to eye Flashed on
Get perspective Get a scope on Hazy idea
High view In light of In person
In view of Looks like Make a scene
Mental image Mental picture Mind’s eye
Naked eye Paint a picture Photographic memory
Plainly see Pretty as a picture See to it
Short-sighted Showing off Sight for sore eyes
Staring off in space Take a peek Tunnel vision
Under your nose Up front Well-defined

103. Projected Personality

104. Auditory language
Auditory
After-thought Blabber-mouth Clear as a bell
Clearly expressed Call on Describe in detail
Earful Express yourself Give an account of
Give me your ear Grant an audience Heard voices
Hold your tongue Idle talk Inquire into
Keynote speaker Loud and clear Manner of speaking
Pay attention to Power of speech Purrs like a kitten
Outspoken Rap session Rings a bell
State your purpose Tattle-tale To tell the truth
Tongue-tied Tuned in Unheard of
Utterly Voiced an opinion Well-informed
Within hearing range Word for word

105. Projected Personality

106. Kinaesthetic language
Kinaesthetic
All washed up Boils down to Chip off the old block
Come to grips with Control yourself Cool/calm/collected
Firm foundation Floating on air Get a handle on
Get a load of this Get in touch with Get the drift of
Get your goat Hand-in-Hand Hang in there!
Heated argument Hold it! Hold on!
Hot-head Keep your shirt on! Know-how
Lay cards on table Light-headed Moment of panic
Not following you Pull some strings Sharp as a tack
Slipped my mind smooth operator So-so
Start from scratch Stiff upper lip Stuffed shirt
Too much a hassle Topsy-turvy Underhanded

107. Positive Framing
Is the glass half full
or half empty?

108. Positive framing is the idea that manipulating the way
information is presented can influence and alter decision
making and judgment about that information. Through the
use of images, words, and by presenting a general context
around the information presented we can influence how
people think about that information.
Positive Framing

109. Embedded commands are words and phrases enclosed
(embedded) within a larger context. They are units of
meaning that can often have an impact beyond that
which is apparent in or intended by the larger
structure within which they appear.
Power Words

110. • I think you’ll BE WISE if …
• The BEST WAY to solve this…
• I can CERTAINLY do that for you ...
• I UNDERSTAND EXACTLY what you mean ...
• It would be a PLEASURE ...
• I CAN CONFIRM that you will DEFINITELY ...
• I don’t want to bother you, but…
• I can imagine you are frustrated…
Power Words

111. Meeting Strategies
• First Impressions

112. Keaton
• Outgoing =
• Patient =
• Intelligent =
• Friendly =
• Creative =
• Determined =

113. Keaton
• Outgoing =
• Patient =
• Intelligent =
• Friendly =
• Creative =
• Determined =

114. Meeting Strategies – First Impressions
Presenting
Yourself
Personal Intro
Handshake
Body Language
Business Card
Positive
Framing
Clear Goal
Setting
Personal
Presentation

115. Body Language – Top Ten Tips
• Eye contact
• Posture
• Head Position
• Arms
• Legs
• Angle
• Hand Gestures
• Distance from Others
• Ears
• Mouth Movement

116. Position - Vocal Impact
Pitch
Volume
Energy
Pace
Tone
Clarity
High
Loud
Lively
Fast
Warm & Friendly
Clear
Low
Quiet
Lethargic
Slow
Indifferent or curt
Unclear

117. It is all in the Sound you Make

118. Keep it Simple
S
I
M
P
L
E
Set Expectations
Invite Commitment
Measure Progress
Provide Feedback
Live the Values
Evaluate Effectiveness

119. Action Plan

120. In your private time tonight list out some of the
things that you would like to change in your
personal life or our business life, then what you
would like it to be like at a specific point in the
future. Finally build your action bridge to that
point and what are YOU going to do to achieve
your best result.
Homework