10 Commandments of Personal Branding
June 22, 2010
If “branding” for a company refers to how it differentiates itself as well as its products and services from the competition by articulating its unique selling proposition (USP), then what is this business of “personal branding” all about? You’ve no doubt heard the term and I hope to provide clarity around its meaning and, more importantly, about why you should care.
What Is A Brand?
A brand is so much more than your logo, your signage, your tagline. A brand is a promise… It is the promise put forth by a company, product, service or individual to key stakeholders as to what they can expect from said company, product, service or individual. In short, it’s the sum of all experiences a “consumer” has with the entity that produces the emotional and psychological relationships between the entity and its “consumers.”
So, that said…
Do You Have a “Personal Brand?”
The answer is always yes. Whether you have been intentional or not about creating it, you do have a brand. You have a reputation, something or several that you are known for whether you want to be known for them or not.
The key to effective personal branding is to be intentional. You must know who you are, what you stand for, what value you offer then demonstrate that promise to the world.
And as with company, product and service brands, your personal brand is best built on your UNIQUE VALUE PROPOSITION (UVP). That is, the unique value only you bring to any situation — on the job, in volunteer capacities, at home — that no one else can offer. What place do you own in the minds of your key “stakeholders?” What do you want to be known for? What promise do you make to your “consumers?”
Your UVP
You add the most value when you are true to what you do best: your innate strengths, your natural talents, your unique instincts that make you YOU.
Once you understand these things about yourself and are ready to embrace them fully and shout your UVP from the mountain tops, the next step is to demonstrate that you are in fact already that person.
For a business owner, your UVP to your customers might be that you are easy to do business with, especially compared to your competitors.
For a leader or manager, consider creating your UVP for your employees as one who empowers your people to focus on their strengths to add the most value to bottom line results.
For an employee, your UVP ought to be that you are The One to turn to for those things you do better than anyone else on the team.
For a career changer 0r job seeker, focus your UVP on the value you will bring to a potential employer by doing what you do best naturally. It’s just what you do and you’re really good at it!
So What?
Why care about personal branding? In this day and age of faster-than-the-speed-of-light, reputation-demonlishing social media (did you hear about the fake BP Twitter account?), you have to own and manager your brand as fervently as you would your teenage daughter’s reputation. Seriously. Because if you aren’t intentional about it yourself, someone else will undoubtedly manage your personal brand for you. Why leave it to chance?
Here are some ideas on “how to.”
10 Commandments of Personal Branding
10. Own Your Brand
Be intentional about developing your personal brand or others will create it for you.
9. Be Consistent
Facebook or face-to-face, send the same message.
8. Appearance Matters
Don’t dress for the position you have. Dress for the position you strive for. Same goes online, too.
7. Stand For Something
The most memorable brands have a point of view. What’s yours?
6. Stay Focused
Act in alignment with your values and your
ultimate vision and goals.
5. Do Unto Others
Do for others that which you want them to do for you. You go first.
4. Create Brand Champions
Equip your network to advocate for your brand.
3. Keep It Personal
Face-time and other personal touches earn the most points and show you care.
2. Don’t Tell. Do.
Demonstrate your brand in your words and actions. Walk the talk.
And the #1 Commandment…Authenticity. Authenticity. Authenticity.
Be true to YOU: your strengths, your values, and the value only you can add.
And Just for Levity
And in all this, just remember not to take yourself too seriously either. Oy.
What Do You REALLY Want to Be When You Grow Up?
May 26, 2010
If you’re anything at all like me, you grew up in a time when parents told offspring either…
“Success is all about hard work. Work hard and you’ll go as far as you want.” Or… “You can be anything you want to be, dear, if you only put your mind to it.”
The fact is, to be truly satisfied, engaged and content (even happy!) with your career:
- Start with YOU and your goals.
- Intentionally design The 3 Elements of Your Ideal Career your “must-haves” are less likely to fall through the cracks.
- Take your unique 3 Elements for a test-drive to make sure they fit as designed. Tweak if not until you get it just right.
- Call on an expert career professional to help you think outside the job title box.
Reality Or…
To those parents I now say with all due respect and several years of confidence-building experience: HOGWASH.
Ballerina was never on my list of careers to pursue but it was fun when I was 4.
Growing up as a people-pleaser, comments like these did absolutely nothing to help me identify my talents, pinpoint my strengths and help me find ways to take my innate abilities for a test-drive in order to find my fit in the world of working professionals.
Quite the opposite infact: I was confused, left hanging and wondering if I was good at anything at all. So as the people-pleaser I started to think of vocation possibilities based on what those around me did themselves or thought I should do.
Accounting! Sure. My father was a numbers person as a financial planner. I could do accounting, just like several of my cousins. I loved playing on the now-considered-behemoth adding machine on his office desk. That was it: accounting. Until I saw my first manual cost accounting “spreadsheet.” Run!
Next: Teaching! Why didn’t I think of it before? My mother was a preschool teacher and became a middle school and high school English teacher later. My father had been a high school vocal music instructor prior to the financial planning shift. My grandfather devoted his entire career to academia eventually becoming a high school principal. Of course: teaching! It was in my blood! Then I reached my rebellious teen years and wanted nothing to do with any career path previously cleared by my elders.
Flight Attendant! That was surely it! Oh the adventure! The glamorous lifestyle! Yet, these first thoughts of pursuing a selfish desire (to travel… as far away from not-terribly-exotic Oklahoma as possible) was also short lived.
Finding — or better yet Designing — Your Sweet Spot
It wasn’t until I truly allowed myself to focus on where I knew I excelled (or could), on what I was passionate about and on what kind of place would bring out my best that I was able to be intentional about what I really wanted in my career.
Now I know. To be truly satisfied in a career, it must be comprised of exactly those three elements above and a somewhat selfish perspective. Before you start looking for a new house, for example, you make a list of “must haves” and “nice to haves.” Same with a new car, yes? Treat your career plan or job search no differently.
It has to start with YOU and your goals.
Get intentional about first carefully understanding what constitutes the three key elements of your ideal role, at the intersection of which you’ll find the sweet spot: your ideal career.
3 Elements of Your Ideal Career
Whether you are a highly motivated job seeker looking for a new position or a gainfully employed professional looking for the “next opportunity” internally, consider these three elements when asking yourself, “What do I really want to do?”
3 Elements of Your Ideal Career
3 Elements of Your Ideal Career
FUNCTION
This is the what you do piece. The tasks and activities you’re responsible for completing, the role you play, the duties and responsibilities in the job description. Marry your unique MO - how you naturally do the things you do - and your strengths with a role that needs those talents to accomplish the job most effectively and you have a match that allows you to do what you do best every day.
For example, if you are a gregarious brainstorming type who adapts every documented process to address the needs of the current situation and who thrives on experimenting with new ideas to see if they work… perhaps a role in direct marketing planning and analysis isn’t for you. (That was me, by the way. For the first 15+ years of my professional life.) No, no, leave that job to a systematic planner who decides, through strategic data analysis, what is feasible to try then carefully measures the results to gauge success and gather information on how to do it better next time. (Thank goodness for me there are people out there like this!)
PASSION
The why you do what you do piece. What difference do you want to make? What impact? What will be your legacy? What would make you excited to get out of bed every morning to work on and invest 8+ hours a day?
I’m not necessarily talking about finding the cure for cancer or saving the whales here. Unless that’s truly your thing. I’m talking about what you feel is important… what is meaningful to you. Just because your father wanted to fill the world with song doesn’t mean that’s what would make you race into the shower after turning off the alarm every morning. When you can work toward making a difference in some area that you feel strongly about, you will apply what you do best every day to something that matters.
ENVIRONMENT
The where you do what you do best piece. What does the “place” look like that will allow you to do your best work? Bright, open shared space? Private office? Your car? Outside? What is the culture/core values of the organization? Who are your colleagues (if any) and what are their attitudes, beliefs, work ethic? What are the ideal benefits and compensation?
From the physical space to the intangibles like values and benefits, outlining the characteristics of the right environment is just as important as what you do and why you do it in order to find — or design — the exact right fit for YOU.
3 Ways to Put These Ideas Into Action
1. Look back to past (or current) roles. At work. At home. In volunteer capacities. Pick one or two and list all the tasks for which you were responsible. As many as you can think of. From reading e-mails to project management to strategic planning. Then rank how you felt doing them 1-4:
1=LOVE IT! I love doing this and know I’m adding value! I could do this all day!
2=Good. I feel good about being productive and the work is essential to getting the job done.
3=Eh. A necessary evil. I could live without it but I know it has to be done.
4=HATE IT! Please don’t make me.
Those activities you ranked 1 are must-haves in your next career adventure and deal-breakers if they aren’t part of the job. The 2s are likely keepers. The 3s, well, we all have tasks that have to be done that may not be a favorite activity so which of these can you stand to do once in a while. That is compared to the 4s that drain you of energy and motivation. Are your 4s non-negotiables for your next position?
2. Ask yourself this question and write down all the answers you come up with: If I won the lottery tomorrow (and I’m talking the never-have-to-work-another-day prize), what would you do anyway? What is important enough to you that you would continue to work at it even though your financial security was no longer at stake? Now, go volunteer in some of these capacities to see if it’s worth pursuing as a vocation.
3. Remember your values. Write down the most important ideas about how you want to live your life and what you want people know about you. Write it down, post it where you’ll see it every day, and remind yourself that the new environment you will work in will respect and support these values.
“But I’m Stuck…!”
If your roof is blown off in a hurricane you would call a roofer to fix it, right? If your books are complicated, you would hire a CPA wouldn’t you? Need to build a bridge, hire an engineer to design it. You can also avoid costly career mistakes by getting help up front. It really isn’t as easy at 1-2-3 unless you’ve known since you were 5 that you wanted to be a prosecuting attorney cleaning up the mean streets of your hometown or until you’ve invested time for serious thought on all three elements with the help of someone who can hold up the mirror for you.
MPOWER can help. If you’re feeling stuck (either in your job search or in your current job), use me as a resource. Let’s schedule time to talk.
Creating Your Human Resources Plan: An Interview with Business Strategist Mark Bittle
February 4, 2010
I recently sat down with Mark Bittle, founder and owner of Progressive Impact, a strategic planning consultancy dedicated to the success of small businesses. His new book (Spring 2010) walks business owners through a comprehensive yet easy-to-follow process for completing a thorough strategic plan for success. Our conversation revolved around one piece of the strategic puzzle: the Human Resources Plan.
Q&A with Mark Bittle, Owner, Progressive Impact
In your new book People Who Know How, Will Always Work For The People Who Know Why! you encourage small business owners to have a Human Resources Plan. What are the elements of a Human Resources Plan and how does this fit into the business’ overall strategic planning?
Human Resources is the essential stuff that makes your organization go around, and there are many elements to address when developing this type of plan: Hiring, firing, employee development, training manuals, recognizing your employees, as well as having on file the appropriate paperwork for each person who works within your organization. The Human Resource plan is not something that business owners can afford to do without.
Developing a business through the creation of an active strategic plan must include plans for developing the people within an organization. Aren’t the leaders, managers and employees the ones that help you to accomplish the goals of that strategic plan? Sharing the values, vision, mission, and goals with players within your organization makes it easier to find the right people, put them in the correct seat, on a bus that is going to a purposeful destination.
Having a human resources plan, employee handbook, and updated training materials has alleviated many time bombs in the organizations in which I have coached. This specific plan in and of itself helps to increase the efficiencies and productivity of everyone working “in” the business, and, when done effectively, will increase the profitability of the organization.
What would you say is the worst thing small business employers can do when hiring new employees?
That’s easy… not taking the time to screen them… not only for their skills (via the resume) and personality and attitudes (behavioral interviewing) but also for their “fit” for the job (how they make decisions, solve problems, take action… that is what they bring to the game and what they need to be successful). Small business owners are not experts in all areas. They are doing what they do best, and at some point they decided to take risks to start their own business. Hiring the wrong person is an expensive risk I encourage business owners never to make.
“The biggest fear that most managers have is
to train their employees so well that they will leave.
While my biggest fear as a leader is to
not train my staff and have them stay.”
When a business, especially a small business, hires new employees, it is much easier to train and retain those that are a good fit, than those who are put in the position as a placeholder until something better comes along. I cannot emphasis enough the importance in making sure that organizations take the time to put the right people, in the correct seats, on a bus that is going to the same destination. [Read more about the cost of a bad hire here.]
How important is management training — that is, training managers at all levels in the art of motivating direct reports to perform at their highest level — in the Human Resources Plan?
It is imperative that there is a training and development program. For example, understanding the difference between “managers” and “leaders” is an important distinction that can be addressed with training when the right people are in the right seats. Managers are those who are put in a position to make sure that things get done according to goals and objectives. Managers essentially work “in” the business. Leaders are the visionaries that work “on” the business to shape those goals and objectives, and are able to put together groups to move the organizations forward. A key idea of course is that “managers” can also be “leaders” when trained well.
How important would you say is the relationship between the manager and direct reports to the success of any small business?
Establishing effective group dynamics is often overlooked when hiring people, and is certainly under-appreciated within many organizations. Having positive relationships, understanding the different ways we each communicate and recognizing the value each member of a diverse team brings to the game helps to increase productivity and efficiency as well as to foster a healthier working environment. Intentionally creating an “engaged organization” will have a great effect for every business’s bottom line.
And what about professional development for employees and teams? Is this relevant in the Human Resources Plan?
Everybody wants to be national champions, but nobody wants to go to practice. Hiring a “coach” for the team’s development can often accelerate progress within an organization. Professional development helps on so many different levels including but not limited to the following: employee retention, speed of innovation, customer satisfaction and proactive decision-making. I personally allocated up to 3% of my gross revenue towards professional development, and the results are amazing. Hiring an objective professional to come in and help to overcome personnel challenges and shortcomings is an essential tool that should be considered.
February 9 Chamber U
February 4, 2010
Click the image below to go the Colorado Springs Chamber website to register!
