Building a Personal Brand (Follow the Good, Avoid the Bad, and Prepare for the Ugly)

1
Building a Personal Brand (Follow the Good, Avoid
the Bad, and Prepare for the Ugly)

• Bill Peeper, CEO (retired), Orlando, Orange
  County Convention and Visitors Bureau

2
Building Your Personal Brand

• Learn from the good CVB executives, the bad, and
  prepare for the Ugly
• Know the external success factors - friends to
  grow and the foes to know

3
What We Did Why Why You Should Care

• DMAI Education Committee Support
• Interviewed Twenty Two CVB Executives
• Divided into more versus less successful
• Six Small CVBs less than 2 million budget
• Six Medium CVBs 2-10 million budgets
• Six Large CVBs more than 10 million
• Four Internationals not categorized
• Plus talked to National Hotel Sales Executives
• Meeting Planner Executives

4
Managing Destination Marketing Organizations The
Tasks, Roles and Responsibilities of the
Convention and Visitors Bureau Executive

• Chapter 1 Introduction and Overview
• Chapter 2 Historical Foundations of the CVB
  Industry
• Chapter 3 Importance of Mission in Aligning
  Everyone
• Chapter 4 Governance
• Chapter 5 Selling the Community
• Chapter 6 Selling the Destination
• Chapter 7 Managing the CVB Operation
• Chapter 8 Managing the Marketing of the
  Destination
• Chapter 9 Creating and Sustaining a Strong CVB
  Culture
• Chapter 10 Communicating CVB Value
• Chapter 11 Developing the CVB Executive
• Chapter 12 Future Challenges for the CVB
  Executive

5
Personal Branding(Wikipedia)

• Personal branding is the process whereby people
  and their careers are marked as brands. It has
  been noted that while previous self-help
  management techniques were about
  self-improvement, the personal branding concept
  suggests instead that success comes from
  self-packaging. The term is thought to have been
  first used and discussed in an 1997 article by
  Tom Peters.

6
Why Having a Personal Brand is Important to You

• Because my Hartford guy said so
• Everything that you say, do, and write reflects
  on your personal brand and your CVB and vice
  versa that is, a CVB executive that is branded
  as successful is known as part of a successful
  CVB
• Successful CVBs result from the effective
  practice of management

7
The CVB Executives Job

• Imagine a job where you are hired and evaluated
  by one group of people and funded by another. The
  group evaluating you sees your work
  responsibilities as properly focused on
  short-run, industry-specific results because
  members of the group are themselves evaluated on
  those results. But the group funding you sees
  your work responsibilities as focused on
  long-term, community-wide results as members of
  this group are evaluated that way. To make this
  job more challenging, imagine that neither group
  understands the perspective of the other. The
  members of each group are preoccupied with
  pressing issues in their own jobs and tend to be
  ignorant of or indifferent to the other group
  needs, wants, and political realities.

8
The CVB Executives Job

• Finally, just to make this job virtually
  impossible, imagine that the task for which you
  are hired and evaluated is to sell an intangible
  product that is subjectively measured and over
  which you have no control with respect to
  pricing, quality, or quantity. And even if you
  persuade a customer to buy the product, the
  organization that owns or controls it may not
  want to sell it to the customer on the terms the
  customer wants. In that situation you will have
  to sell the product owner on the customer after
  you have sold the customer on the product just to
  meet the goals for which you will be evaluated!

9
What We Plan to DO?

• Any questions youd like us to answer?
• Lessons learned from comparing the Successful
  with the Less Successful CVB Executives (Good vs.
  Bad)
• A visit to customers and hotel partners
• A peek into the future

10
The Good

• Top Ten Things We Learned from Successful CVB
  Executives

11
The Good

• 1. Successful CVB Executives engage their boards
  in developing clear focused mission statements.
  (They know why CVBs were created and stick to
  their knitting.)

12
The Good A Successful Executive Speaks

• If you aint booking the business, the rest of
  it is irrelevant because you arent going to be
  there anyway.Small Market CVB Executive

13
The Good

• 2. Successful CVB Executives make sure that
  everything they write, say, and do is aligned
  with the mission.

14
The Good A Successful Executive Speaks

• I think the mission statement is used to a great
  degree. It doesn't mean that we didnt steer away
  from it sometimes to our advantage, but to a
  great degree the mission and the accomplishments
  went hand in hand, people were pushed by the
  mission, and I think that had a great deal to do
  with our success.
• Large Market CVB Executive

15
The Good

• 3. Successful CVB Executives dont take trust and
  board support for granted. (They keep their
  boards engaged and demand formal measurable
  evaluations for both them and the CVB annually.)

16
The Good A Successful Executive Speaks

• My contract requires an annual review. It also
  says if I am not given one it means I am doing a
  satisfactory job and I send a memo to the
  compensation committee to remind them of that. I
  also try to meet with each board member at least
  once a year to sit in their environment to hear
  their concerns, questions, or suggestions.
• Large Market CVB Executive

17
The Good

• 4. Successful CVB Executives are communication
  fanatics.
• They work hard to constantly communicate their
  mission and activities to all stakeholders (e.g.,
  industry, members, employees, media, funders,
  community especially board)).

18
The Good A Successful Executive Speaks

• I would say I spend 35 of the time out of my
  office with customers and 65 with stakeholders,
  hoteliers, board members, restaurateurs, people
  who are involved in the community that can help
  move us forwardWe like to keep visibility
  locally at a peak level.
• Small Market CVB Executive

19
The Good

• 5. Successful CVB Executives spend time with
  those that can influence allocation of critical
  resources (When they cant be with the ones they
  love, they love the ones theyre with).

20
The Good A Successful Executive Speaks

• Running a convention and visitors bureau is
  every bit as complex as running any private
  sector entity. You have everybody grabbing at you
  and everybody thinks they own you, your leaders,
  your members, your customers, your funding
  sources. And you know what? You need to be able
  to make each of them feel as though they do. I
  really think theres a mastery to that. You have
  to enjoy doing that.
• Large Market CVB Executive

21
The Good

• 6. Successful CVB Executives systematically
  identify key stakeholders and seek ways to engage
  them in their mission driven activities.

22
The Good A Successful Executive Speaks

• I try to spend a good deal of my time out of
  the office either seeing hoteliers face-to-face
  or attending meetings where Im going to see
  them. Also, I want to be out in the community or
  talking to groups to get the word out about the
  importance of this industry. I really try to
  spend a good deal of time out of the office.
  That's the most productive time for me, because
  thats where youre swaying opinion or
  reinforcing the importance of this industry.
• Small Market CVB Executive

23
The Good

• 7. Successful CVB Executives gladly spend time
  and energy building trust with all stakeholders.
  (They are known for candor, openness,
  transparency, and specificity in their answers.
  They avoid secrets and surprises.)

24
The Good A Successful Executive Speaks

• you need people to trust you, that youre
  headed in the right direction. Trust that youre
  open about where the money is spent. Trust that
  there is influence other than my personal
  preference on performance measures. People know
  that our performance measures get set by the
  board and get debated there and so forth.trust
  is maybe the greatest asset a bureau can have.
  Because, and Ive heard this, they say even when
  we dont think what youre doing is the right
  thing, we still trust the bureau. But thats not
  always there. Its so easy to lose the trust.
• Middle Market CVB Executive

25
The Good

• 8. Successful CVB Executives seek out ways to
  measure everything that can show their CVB
  effectiveness to all stakeholders. (They can
  prove what they do and how well they do it so
  even the press believes.)

26
The Good A Successful Executive Speaks

• We identified each of these things as to what we
  were going to be doing. We talked about how we
  were tracking our efforts to deliver more in the
  market place in a number of arenasWe had very
  specific heres our measures and here's where we
  are trying to move them statements.
• Large Market CVB Executive

27
The Good

• 9. Successful CVB Executives set measurable goals
  for everyone that works in their CVBs and hold
  each team member accountable for goal achievement.

28
The Good An Executive Speaks

• I guess setting goals is a logical thing. Were
  a very performance driven bureau. Weve got
  about 74 different key performance issues.
  Thats in part because of accountability. We have
  very high expectations. All measures are
  transparent. When we wanted to set up the
  incentive program, we became more focused on
  setting goals because you want them to motivate
  people to achieve them. There can be a stretch
  factor. We get some healthy debate on setting
  our goals, but were pretty focused on where we
  want to get to at the end of the year.
• International CVB Executive

29
The Good

• 10. Successful executives have a passionate
  commitment to a destination vision that inspires
  all inside and outside the CVB.

30
The Good A Successful Executive Speaks

• Good business leaders create a vision,
  articulate the vision, passionately own the
  vision, and relentlessly drive it to completion.
  
• Jack Welch, Former Chairman, General Electric

31
The Bad

• The Top Ten Things that Less Successful
  Executives Did that Helped Make Them Less
  Successful.

32
The Bad

• 1. They think they own the job.

33
The Bad A Less Successful Executive Speaks

• I think that the lessons I learned is
  understanding the value of the position. You
  really dont own the business. Its not your
  business. Theres a tendency over time to forget
  about that and thats a lesson that Ill never
  again underestimate.
• Middle Market CVB Executive

34
The Bad

• 2. They dont listen to the board members that
  tell them they need to do something that they
  dont want to do. (After all, they are the
  professionals and you shouldn't try this at
  home.)

35
The Bad A Less Successful Executive Speaks

• You really have to have the approach of being a
  rookie. When youre a rookie, everythings open.
  You do everything. When you become a veteran, you
  no longer have a rookie mentality. You dont want
  to do things anymore. I think you always have to
  have a rookie viewpoint.
• Middle Market CVB Executive

36
The Bad

• 3. They tend to stake out their own positions and
  defend them instead of realizing their role is to
  mediate conflicting stakeholders views.

37
The Bad A Less Successful Executive Speaks

• A big big issue out there today is people are
  really not listening. I would have liked to have
  listened better when the message is, this isnt
  working. Your tendency is to defend it - that it
  is working because you have a lot of anecdotal
  evidence and you have a lot of third party
  evidence, you have a lot of quantitative evidence
  and think that you are right. It takes a real
  headiness and ability to not try to defend what
  youve done. If major leaders are saying it aint
  working, itd be better for me to understand that
  point of view and investigate it for its virtue
  versus trying to defend what we have done.
• Middle Market CVB Executive

38
The Bad

• 4. They think they are doing a good job by their
  own standards they forget to make sure that
  their board agrees with the metrics.

39
The Bad A Less Successful Executive Speaks

• I always looked at the business side of things
  if Im pulling in the numbers, if Im bringing in
  the money, then why would anybody mess with me?
  I dont have to kiss anybodys ass on top of that
  that should be sufficient. I would focus on
  that aspect of it and not be as open to some
  things they were asking and they were coming to
  me asking dumb stuff. They were stupid things
  and I kind of shrugged them off. Looking back,
  would that have been so bad to do? No. It
  wouldnt have hurt to play a little more ball and
  to work a little bit overtime to let that Mayor
  know that I could be your guy too, in essence,
  which I didnt.
• Small Market CVB Executive

40
The Bad

• 5. They dont believe in research or numbers or
  goal setting .

41
The Bad A Less Successful Executive Speaks

• Were so goofy. We can look at numbers and see
  whether hotel occupancy or whatever compare with
  some others. We are so different because we are
  so far from everybody the next place is another
  country. Weve got different kinds of markets.
  We dont do many group tours because were so far
  away. Plus our average daily rate is so much
  higher than most places in this part of the
  country. I get very critical of statistics.
  Its so hard to get apples vs. apples when were
  comparing us against somebody else.
• Middle Market CVB Executive

42
The Bad

• 6. They are too busy selling to talk to other
  stakeholders.

43
The Bad A Less Successful Executive Speaks

• The stakeholders that got the most amount of my
  time were the ones that I described earlier my
  customers and members. The ones that got the
  least amount of my time, or deserved the least
  amount of my time were all the governmental
  people. Im not trying to lump all the
  government activity together. There were some,
  however, that was just wasteful and others that
  were positive and important. Clearly, thats why
  collectively they probably got the least amount
  of my time. They were consistent they only
  held meetings during the day, and we used to do
  our real work at night.
• Middle Market CVB Executive

44
The Bad

• 7. They are unwilling to accept much
  responsibility for their destination stakeholders
  not getting it.

45
The Bad A Less Successful Executive Speaks

• They (the politicals) dont understand what we
  do and they dont want to understand it. Its
  hard talking economics to a bunch of housewife
  activists who got elected to the council. I
  dont mean to be critical. Thats how they get
  elected to city council. Theyre only concerned
  about the alleys, the garbage collection and the
  pot holes and stuff in their neighborhoods and
  thats it. Working with them was very very
  difficult.
• Middle Market CVB Executive

46
The Bad

• 8. They didnt like to evaluate their own
  employees or take the time to do goal setting.

47
The Bad Two Less Successful Executives Speak

• The thing I didnt like the most is doing
  evaluations of employees. That was a real chore.
  
• Small Market CVB Executive
• In a perfect world I would have gotten rid of
  personnel and the political end of it. I would
  have preferred to spend my time wooing
  customers.
• Large Market CVB Executive

48
The Bad

• 9. They don't feel collaboration with other
  industry partners is necessary

49
The Bad A Less Successful Executive Speaks

• There was always too much territorial theres
  another word - where everybody wanted to protect
  their pot. There was too much parochialism of all
  of the CVBs.
• Large Market CVB Executive

50
The Bad

• 10. They have the answers and there is nothing
  left to learn.

51
The Bad A Less Successful Executive Speaks

• I had seven people reporting to me because there
  was nobody there who had ever had been in a major
  league city before. Other than the folks who had
  been there forever, none had even been in a
  convention bureau. They didnt know the business
  and I had to teach them the business and at the
  same time do my own work.
• Large Market CVB Executive

52
Eight Roles of Management

• We asked all our interviewees to give us a
  self-assessment of how they viewed the various
  roles of a CVB manager

53
How Interviewed CVB Executives Ranked the Eight
Management Roles of Quinn
Role Successful Less Successful
Broker 1 (6.2) 4 (5.87)
Producer 2 (5.9) 1 (6.3)
Director 2 (5.9) 2 (6.2)
Innovator 4 (5.6) 3 (5.9)
Mentor 5 (5.45) 5 (5.8)
Facilitator 6 (5.4) 8 (5.3)
Coordinator 7 (4.6) 6 (5.5)
Monitor 8 (4.2) 7 (5.34)
54
Quinns 8 Roles of a Manager

• Director shows leadership by creating and
  getting others to buy into a vision about why the
  organization exists, setting goals to accomplish
  its vision, and organizing its resources to get
  all that needs to be done.
• Producer shows he or she is personally
  productive, self motivated to perform, and
  committed to creating a work environment that is
  productive for self and employees.
• Broker shows his or her social skills and
  ability to present and negotiate buy in with both
  employees and other parts of the organization to
  accomplish goals and implement ideas.
• Innovator - shows he or she can lead change.
  Here the manager envisions change and shows a
  focus on better ways of doing things to
  successfully adapt and respond to the dynamics of
  the external environment. In playing this role,
  the manager encourages employee creativity and
  innovation, accepts need for and successfully
  manages change and transitions.

55
Quinns 8 Roles of a Manager

• Mentor shows he or she is caring and
  sympathetic while being helpful, considerate,
  sensitive, open, approachable, and fair to
  others. This manager communicates to employees
  that they are important resources that deserved
  to be understood, heard, valued, and developed.
• Facilitator shows he or she understands the
  importance of teams and knows how to build the
  proper dynamics in a work group that facilities
  teams working well. Knows how to balance the
  task (what the team has to do) and group
  maintenance (how the groups will do it) roles.
• Monitor oversees or supervises the people and
  the processes that help them perform effectively.
• Coordinator decides how to plan and organize
  the work relationships of employees, work groups,
  or organizational units to make sure the work
  flows smoothly and that activities are carried
  out with minimal friction. It is getting the
  right people in the right place at the right time
  with the right resources to get the job done
  effectively.

56
preparing for the Ugly!

• Who are your industry partners ?

57
preparing for the Ugly!

• Who are your industry partners ?
• If you asked your industry partners what they
  think of CVBs what do you think they would say?

58
preparing for the Ugly!

• Who are your industry partners ?
• If you asked your industry partners what they
  think of CVBs, what would they would say?
• If you asked them to tell you what your value
  added is to them, what would they say?

59
preparing for the Ugly!

• Who are your industry partners ?
• If you asked your industry partners what they
  think of CVBs, what would they say?
• If you asked them to tell you what your value
  added is to them, what would they say?
• How do you validate what your value added is to
  them?

60
The Ugly A Hotel Sales Executive Speaks

• CVBs are not very helpful. If you listen to our
  GMs they will often express frustration about how
  the accountability of CVBs is not where it needs
  to be. They feel they can say that because they
  are paying very substantial dues. When youre
  paying that kind of money you want to know that
  its going to something that helps you. You want
  a return.

61
The Ugly A Hotel Sales Executive Speaks

• CVBs are only good for city wides. I think
  their primary role is to sell the city wide
  business into the convention center. Whether
  its the bureau or the convention center doesnt
  make any difference. Ive seen unbelievable
  duplication of sales efforts, and that is bad.
  Ive seen the bureau and the convention center
  assign people to handle the big accounts. It
  seems that everyone wants to chase the big
  conventions. We hoteliers dont need more big
  conventions we need more conventions to fill up
  more dates. We need to have business while big
  shows are tearing down and setting up as those
  are death for hotels.

62
The Ugly A Hotel Sales Executive Speaks

• They do not have the technology to keep up with
  my needs.

63
The Ugly A Hotel Sales Executive Speaks

• We would prefer to refer to a destinations
  marketing information rather than create it. One
  of the first questions I ask a CVB when I visit
  to see how the hotels are doing is, Whos
  handling your online marketing? Too often the
  answer I get is No one. Right now many of us in
  the hotel industry feel that we have to sell the
  destination as well as our hotels.

64
The Ugly A Hotel Sales Executive Speaks

• CVBs need to demonstrate their value- added to
  the industry they serve.

65
The Ugly A Hotel Executive Speaks

• CVBs need to find a better answer to their
  funding needs than what they are doing today.
  Losing the bed tax is a very real possibility.
  This is a tough time to be a bureau executive.
  The first one that truly reinvents himself will
  be very successful. If they keep on going the way
  they are now going, obsolescence is down the
  road. No one is going to pay the kind of money
  that is now being paid in dues just for PR. There
  must be a return that can be shown.

66
More ugly stuff

• Who are your customers?

67
More ugly stuff

• Who are your customers?
• If you asked your customers what they think of
  CVBs, what would they say?

68
More ugly stuff

• Who are your customers?
• If you asked your customers what they think of
  CVBs what would they say?
• If you asked them to tell you what your value
  added is to them, what would they say?

69
More ugly stuff

• Who are your customers?
• If you asked your customers what they think of
  CVBs, what would they say?
• If you asked them to tell you what your value
  added is to them, what would they say?
• How do you validate what your value added is to
  them?

70
The Ugly A National Meeting Planner Speaks

• CVBs are inconsistent and I cant count on
  them.

71
The Ugly A National Meeting Planner Speaks

• All meeting planners are doing more with less.
  If a bureau isnt helping them, they wont use
  them.

72
The Ugly A National Meeting Planner Speaks

• If I can get what I need from 3rd party
  intermediaries, then I dont need a CVB.

73
Still more ugly stuff

• Who are your other stakeholders?

74
Still more ugly stuff

• Who are your other stakeholders?
• If you asked your other stakeholders what they
  think of CVBs, what would they say?

75
Still more ugly stuff

• Who are your other stakeholders?
• If you asked your other stakeholders what they
  think of CVBs, what would they say?
• If you asked them to tell you what your value
  added is to them, what would they say?

76
Still more ugly stuff

• Who are your other stakeholders?
• If you asked your other stakeholders what they
  think of CVBs, what would they say?
• If you asked them to tell you what your value
  added is to them, what would they say?
• How do you validate what your value added is to
  them?

77
Beware. It could really get ugly

• If the hoteliers and meeting planners dont see
  our value, how do we ever convince other
  stakeholders (funders) of our value?
• If we lose support, it gets uglier.
• Remember Your funders are looking for money and
  guess where they are looking?
• Others may offer competing models for at least
  some of what you do

78
What Can We Do?

• What action steps do you take to respond to the
  comments of your members, customers, and
  community? How do we grow our friends and know
  our foes?
• National? State? Local?

79
Bill and Bobs Ideas

• From our debate, (AND FOR YOUR DEBATE) we have
  several thoughts to share

80
Possible Optional Models for Future

• Outsource/RFP
• Franchise
• National Consolidation Approach Private
• National Network Approach Co-op
• Leisure Traveler Only
• Status Quo

81
Suggested Actions to Consider and Discuss

• A collaborative approach to achieve integrated
  action
• At the international association level
• At the state and regional association level
• At the local CVB level

82
National Level

• Action Steps - Hotels
• Organize an ongoing, two-way discussion with the
  national hotel sales community to include
  collaboration with state/regional associations
  and local CVBs.

83
National Level

• Action Steps Meeting planners
• Survey customers do we know what they really
  want or think?
• Develop among ALL CVBs an understanding of the
  benefits from collaboration.
• Implement industry-wide promotion of CVBs aimed
  at meeting professionals.
• Study impact of intermediaries and other threats
  to current business model to create proactive
  strategies.

84
National Level

• Action Steps Travel Tourism
• Expand collaboration and efforts with TIAs
  National lobbying efforts to promote tourism
  funding
• Promote DMAI Web Portal that includes all CVBs
  (and/or coordinate with TIA and/or
  www.OfficialTravelGuide.com).
• Implement industry-wide promotion of CVBs aimed
  at tourism professionals.
• Create ROI tourism metric for CVBs
• Initiate discussions with State Travel Directors
  to explore collaborations

85
National Level

• Action Steps - Other stakeholders
• Strengthen communications with National League of
  Cities/National Association of Counties/Council
  of Mayors
• Collaborate with TIA and others to promote
  community awareness of tourism/CVB value
• Explore liaison with National Economic
  Development Council

86
State/Regional Level

• Action Steps
• Promote collective action at both national and
  regional levels (e.g. invite hotels and other
  stakeholders to speak at annual meetings be part
  of DMAI discussions initiative)
• Collect Share data on state/regional customers
  that could be used for promotional efforts in
  collaboration with DMAI

87
Local CVB

• Action steps Hotel Stakeholders
• Participate in national DMAI hotel/CVB
  discussions (DMAI webinars or ?)
• Initiate a two-way communication process to
  promote mutual understanding with local
  hoteliers. (Periodically survey hoteliers to ask
  what they want and need from you. You may find
  out less is more!)

88
Local CVB

• Action Steps Meeting Planners
• Commit to performance standards and enforce them
  internally no bureau is better than the worst
  the customer deals with. We sink or swim
  together.
• Get DMAP Accreditation

89
Local CVB

• Action Steps Travel Tourism
• Use national metrics
• Discuss state-wide tourism ROI models and build
  one acceptable to all

90
Whats the answer?

• Keep this discussion going
• Learn more about what others are considering to
  do that impacts us (E.G., DMAIs Future Study).
• Encourage DMAI to expand its efforts to lead
  these collaborations at the national level

91
A Parting Thought

• The status quo is not sustainable. We will change
  or be changed!

92
Book info

• Managing Destination Marketing Organizations
• By Robert Ford William Peeper
• www.managingdestinationmarketingorganizations.com

93
(No Transcript)
94

• Lets Take a Twenty Minute Break

95
Diagnostic questionnaire to Identify the Friends
to Grow Foes to Know

• Mission Congruence
• 1. Degree to which the organization/groups
  mission focuses on same goal as CVBs mission.
• 2. Degree to which the organization/group has a
  role in advancing interests of the tourism
  industry.
• 3. Degree to which the organization/group has a
  role in advancing the economic development of the
  destination.
• 4. Degree to which the organization/group has a
  role in advancing the attractiveness of the
  destination.
• 5. Degree to which the organization/group has a
  role in promoting the destination brand.

96
Stakeholder Management Strategiesby Stakeholder
Category
Category Number Resource Influence Mission Congruence CVB Focus
1 High Supportive High
2 Low Supportive Low
3 High Neutral High
4 Low Neutral Low
5 High Competitive High
6 Low Competitive Low
97
Friends to Grow, Foes to Know

• Ability to influence allocation of critical
  resources
• 6. Degree to which the organization/group has
  members that are well connected to, influential
  community leaders.
• 7. Degree to which the organization/group has
  access to CVB funders.
• 8. Degree to which the organization/group has
  broad based community support for its activities
  and programs.
• 9. Degree to which the organization/group has
  power and influence over funding for the funders.
• 10. Degree to which the group/organization can
  establish supporting linkages to already existing
  programs and activities of the funders.

98
Identifying Friends to Grow and Foes to Know
Ability to Influence Allocation of Critical Resources Mission supportive Congruence neutral conflicting
direct / high Spend time and energy to nurture these allies Identify ways to move from neutral to supportive Actively seek ways to co-op and align missions. Seek win-wins.
indirect / low Spend time and help when possible Periodically monitor and track their activities and influence levels Show courtesy and consideration, spend some time in finding ways to preempt any attacks
99
Howd you SWOT?

• Your scores or how you SWOTed yourself
• Comparing your management style scores

100
Scoring the Role Survey

• Director - add s 3, 4, 25, 31, 35/5 ?
• Producer add s 13, 24, 29, 33/4 ?
• Coordinator -add s 11, 23, 26, 36/4 ?
• Monitor add s 7, 8, 15, 22, 27/5 ?
• Mentor add s 10, 16, 18, 19, 32/5 ?
• Facilitator add s 9, 12, 14, 21, 30/5 ?
• Innovator add s 1, 5, 17, 28/4 ?
• Broker add s 2, 6, 20, 34/4 ?

101
Friends to Grow and Foes to Know

• Any examples of how you influenced friends,
  deflected foes, and changed neutrals to friends?