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This week we talked about a range of factors that will profoundly effect how

other perceive you.

All of which are fairly subtle things, intangible things, and

all of which are under you control.

So are you an energizer or a de-energizer?

Do people feel better being around you or do you really take them down?

Do you talk in ways that extend people's ability to attend to what you're saying?

Do you leave openings for other people?

Are you respectful?

Or do you fall into the category of someone who puts your

problems on other people?

And blames them or

brings them down in ways that they don't want to be around you?

Or the detract from the overall work environment?

A lot of that's about you, your brand, your reputation, and you control it.

>> The PwC professional's made up of five key components.

So it is someone who had, we look at business acumen, we look at global acumen,

we look at whole leadership, we look at technical capabilities, and

we look at how they build relationships.

So all five of those together are what we call the PwC professional, and

we think they are all equally important.

A lot of organizations might over look at or focus on, I should say,

your all business skills and your new technology skills.

We think those are important, but it's only how we combine them with

the global perspective, as well as how you build relationships.

And then how you're a leader and

build trust in your team is what makes you successful.

We think with that, those five skills,

it actually helps build leadership across all levels of the organization.

And it helps build a culture of continuous learning and real-time feedback that'll

help you be successful at all levels of PwC, and even beyond PwC, if not just PwC.

Well, especially if you talk about a college grad coming in, I'm really looking

for someone who has a ton of curiosity and is very eager to learn.

So that is extremely important,

because learning on the job and working with our clients is really key.

We really want you to have some foundational skills,

so you when you come in, we know you can perform that ongoing curiosity is key.

The other thing is key collaboration.

You need to be able to work in a team.

We work in a team environment.

Life and work and professional workforce is about working in teams.

So having those skills and making sure you understand what your role is and

how to interrelate and communicate with others is really important.

Another key thing I look for is, you need to know what you're not excellent at and

where you don't excel.

And a lot of individuals are nervous about talking about that when they come in,

thinking they need to be experts in all areas.

And that's where we usually lose some time, making up times,

because individuals don't talk about where they need help.

So I'm really looking for individuals who are honest and talk about saying,

I'm really strong in this area, in this area, I'm not.

And the sooner they feel comfortable doing that,

they can create a dialogue in the teams.

So the strong player is the one who can play the role and help them and

the others can help each other, really would have much more dynamic,

much more effective, optimized team to deliver.

So that honesty, and I think having the strength to know where you need help and

ask for it, is very important.

>> This weeks two minute challenge about who's money is it,

raises some really interesting questions.

And as with so many of the dilemmas that we're going to examine and

that you'll encounter across your career, the questions you ask yourself and

the factors you consider, will affect what outcome you develop, and

how comfortably you can live with that.

So if you ask yourself and focus only on this

transaction in this moment in time, you may go one direction.

If instead you frame this in the context of your overall reputation, who you are,

what you stand for, what relationship and

reputation you want to build with your colleagues.

With your customers, and

how you think about yourself, you may go in another direction.

Let's see what some of our experts have to say about this one.

>> When evaluating this situation, what I would look at

is similar examples in other directions.

So, in this example, the notion is

that our subcontractor has come in with a lower price than what we anticipated.

What if the subcontractor had come in with a higher price?

Then who would be eating that overage?

And ideally, whatever resolution we come to for this dilemma works for either case.

>> A lot of it is really based on the definition of the relationship and

the responsibility you have to the customer.

If you have a no markup pass-through cost policy,

then you absolutely have to tell that customer, here's great news.

I've saved you another 20%, because you know what?

You're going to win that business for life.

So again, you're playing long ball.

Now, if there is no agreement with the customer,

you quote them a price, and if you're able to negotiate or

find better prices with subcontractors, that's a win for your business.

But, that should be defined up front.

If it's very loosely defined,

then that's the opportunity to set a policy around that.

And part of what you can say is, hey, I know our general policy is,

we don't markup, we pay direct from the subcontractor.

So if we're going to start negotiating better and

getting better subcontractor prices and not re-quoting to the customer,

is this how we are going to handle it consistently?

Because in the absence of a rule, it's an opportunity to help establish a rule.

Now it's fair for a business to go in and

negotiate a better deal and if the customer's accepted the price up front and

paid it up front, to take that as a profitability.

But, it's wrong if the direct agreement is that, it is a pass-through cost and

what you're charging for is your work and your labor.

If the agreement lies in that area,

then you have an obligation to make sure that customer recognizes their savings.

And I would leverage that all day long to tell the customer how much I love them and

they should never do business with anyone else.

And if you have an unemotional argument based on fair practices, and

ethics, and values that matter, what you may actually do is,

you may establish yourself as a leader.

And then people will come to you when they see those dilemmas and say,

how did you deal with that?

Wow, you had the confidence to stand up and

say, the right thing to do is to give that 20%

back to the customer because the agreement we had was we were charging labor only.

Wow, I mean, you took a real risk there.

Or it may turn out, seems like hey, next time, you need to shut up.

And if someone says, and so you think it's okay to cheat the customer?

We're stealing from the customer if we've made this agreement.

So again, the personal courage to stand up, and the results can be different.

Different people can see that different ways.

Some people will go man, you cut us by 20%, and other people go, thank you for

doing the right thing.

And if you are looking to become a leader, if you're

looking to have responsibility for that group the way you treat customers and

the way you treat people who don't know ultimately how you treating them,

is the way your going to treat me, as an employee.

If I see a leader do things that are unethical, if I see a leader, even saying

things about other people without saying those things directly to the people.

Trust me, I take note of that.

I take note of that because the question you have to ask yourselves is,

what are you saying when I'm not there?

>> All of the issues that Ron talked about and more will factor into your decision.

In the end of the day, this is about you.

Who are you?

What do you stand for?

What are you going to do?

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2.6.1: What Happened Next? Whose Money Is It?

Shaping Your Professional Brand

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