That cross-trainer you're wearing -- one look at the distinctive swoosh on the side tells everybody who's got you branded. That coffee travel mug you're carrying -- ah, you're a Starbucks woman! Your T-shirt with the distinctive Champion "C" on the sleeve, the blue jeans with the foremost Levi's rivets, the watch with the hey-this-certifies-I-made-it icon on the face, your fountain pen with the maker's fastener crafted into the end ...
You're branded, branded, branded, branded.
Laptop Sleeve
It's time for me -- and you -- to take a part from the big brands, a part that's true for whatever who's interested in what it takes to stand out and prosper in the new world of work.
Regardless of age, regardless of position, regardless of the company we happen to be in, all of us need to understand the point of branding. We are Ceos of our own companies: Me Inc. To be in company today, our most foremost job is to be head marketer for the brand called You.
It's that uncomplicated -- and that hard. And that inescapable.
Behemoth associates may take turns buying each other or acquiring every hot startup that catches their eye -- mergers in 1996 set records. Hollywood may be interested in only blockbusters and book publishers may want to put out only guaranteed best-sellers. But don't be fooled by all the frenzy at the humongous end of the size spectrum.
The real activity is at the other end: the main opportunity is becoming a free agent in an economy of free agents, finding to have the best season you can fantasize in your field, finding to do your best work and chalk up a marvelous track record, and finding to construct your own micro equivalent of the Nike swoosh. Because if you do, you'll not only reach out toward every opportunity within arm's (or laptop's) length, you'll not only make a marvelous gift to your team's success -- you'll also put yourself in a great bargaining position for next season's free-agency market.
The good news -- and it is largely good news -- is that everybody has a opportunity to stand out. everybody has a opportunity to learn, improve, and build up their skills. everybody has a opportunity to be a brand worthy of remark.
Who understands this underlying principle? The big associates do. They've come a long way in a short time: it was just over four years ago, April 2, 1993 to be precise, when Philip Morris cut the price of Marlboro cigarettes by 40 cents a pack. That was on a Friday. On Monday, the stock market value of packaged goods associates fell by billion. everybody agreed: brands were doomed.
Today brands are everything, and all kinds of products and services -- from accounting firms to sneaker makers to restaurants -- are figuring out how to transcend the narrow boundaries of their categories and come to be a brand surrounded by a Tommy Hilfiger-like buzz.
Who else understands it? Every single Website sponsor. In fact, the Web makes the case for branding more directly than any packaged good or buyer stock ever could. Here's what the Web says: whatever can have a Website. And today, because whatever can ... whatever does! So how do you know which sites are worth visiting, which sites to bookmark, which sites are worth going to more than once? The answer: branding. The sites you go back to are the sites you trust. They're the sites where the brand name tells you that the visit will be worth your time -- again and again. The brand is a promise of the value you'll receive.
The same holds true for that other killer app of the Net -- email. When everybody has email and anyone can send you email, how do you rule whose messages you're going to read and rejoinder to first -- and whose you're going to send to the trash unread? The answer: personal branding. The name of the email sender is every bit as foremost a brand -- is a brand -- as the name of the Web site you visit. It's a promise of the value you'll receive for the time you spend reading the message.
Nobody understands branding better than pro services firms. Look at McKinsey for a model of the new rules of branding at the company and personal level. Practically every pro services firm works with the same company model. They have Practically no hard assets -- my guess is that most probably go so far as to rent or lease every tangible item they perhaps can to keep from having to own anything. They have lots of soft assets -- more conventionally known as people, preferably smart, motivated, talented people. And they have huge revenues -- and phenomenal profits.
They also have a very clear culture of work and life. You're hired, you narrative to work, you join a team -- and you immediately start figuring out how to deliver value to the customer. Along the way, you learn stuff, construct your skills, hone your abilities, move from project to project. And if you're positively smart, you shape out how to distinguish yourself from all the other very smart habitancy walking nearby with ,500 suits, high-powered laptops, and well-polished resumes. Along the way, if you're positively smart, you shape out what it takes to generate a distinctive role for yourself -- you generate a message and a strategy to promote the brand called You.
What makes You different?
Start right now: as of this occasion you're going to think of yourself differently! You're not an "employee" of normal Motors, you're not a "staffer" at normal Mills, you're not a "worker" at normal galvanic or a "human resource" at normal Dynamics (ooops, it's gone!). Forget the Generals! You don't "belong to" any company for life, and your chief affiliation isn't to any single "function." You're not defined by your job title and you're not confined by your job description.
Starting today you are a brand.
You're every bit as much a brand as Nike, Coke, Pepsi, or the Body Shop. To start thinking like your own favorite brand manager, ask yourself the same query the brand managers at Nike, Coke, Pepsi, or the Body Shop ask themselves: What is it that my stock or service does that makes it different? Give yourself the customary 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it. Some times.
If your rejoinder wouldn't light up the eyes of a prospective client or command a vote of reliance from a satisfied past client, or -- worst of all -- if it doesn't grab you, then you've got a big problem. It's time to give some serious idea and even more serious attempt to imagining and developing yourself as a brand.
Start by identifying the qualities or characteristics that make you distinctive from your competitors -- or your colleagues. What have you done lately -- this week -- to make yourself stand out? What would your colleagues or your customers say is your most and clearest strength? Your most marvelous (as in, worthy of note) personal trait?
Go back to the comparison in the middle of brand You and brand X -- the approach the corporate biggies take to creating a brand. The approved model they use is feature-benefit: every feature they offer in their stock or service yields an identifiable and distinguishable benefit for their buyer or client. A dominant feature of Nordstrom agency shop is the personalized service it lavishes on each and every customer. The buyer benefit: a feeling of being accorded individualized attention -- along with all of the option of a large agency store.
So what is the "feature-benefit model" that the brand called You offers? Do you deliver your work on time, every time? Your internal or external buyer gets dependable, reliable service that meets its strategic needs. Do you anticipate and solve problems before they come to be crises? Your client saves money and headaches just by having you on the team. Do you always faultless your projects within the allotted budget? I can't name a single client of a pro services firm who doesn't go ballistic at cost overruns.
Your next step is to cast aside all the usual descriptors that employees and workers depend on to search themselves in the company structure. Forget your job title. Ask yourself: What do I do that adds remarkable, measurable, distinguished, distinctive value? Forget your job description. Ask yourself: What do I do that I am most proud of? Most of all, forget about the approved rungs of progression you've climbed in your career up to now. Burn that damnable "ladder" and ask yourself: What have I fulfilled, that I can unabashedly brag about? If you're going to be a brand, you've got to come to be relentlessly focused on what you do that adds value, that you're proud of, and most important, that you can shamelessly take reputation for.
When you've done that, sit down and ask yourself one more query to define your brand: What do I want to be supreme for? That's right -- supreme for!
What's the pitch for You?
So it's a cliché: don't sell the steak, sell the sizzle. It's also a principle that every corporate brand understands implicitly, from Omaha Steaks's through-the-mail sales schedule to Wendy's "we're just quarterly folks" ad campaign. No matter how beefy your set of skills, no matter how tasty you've made that feature-benefit proposition, you still have to market the bejesus out of your brand -- to customers, colleagues, and your virtual network of associates.
For most branding campaigns, the first step is visibility. If you're normal Motors, Ford, or Chrysler, that normally means a full flight of Tv and print ads designed to get billions of "impressions" of your brand in front of the provocative public. If you're brand You, you've got the same need for visibility -- but no funds to buy it.
So how do you market brand You?
There's positively no limit to the ways you can go about improving your profile. Try moonlighting! Sign up for an extra project inside your organization, just to introduce yourself to new colleagues and showcase your skills -- or work on new ones. Or, if you can carve out the time, take on a freelance project that gets you in touch with a totally novel group of people. If you can get them singing your praises, they'll help spread the word about what a marvelous contributor you are.
If those ideas don't appeal, try teaching a class at a community college, in an adult instruction program, or in your own company. You get reputation for being an expert, you growth your standing as a professional, and you growth the likelihood that habitancy will come back to you with more requests and more opportunities to stand out from the crowd.
If you're a better writer than you are a teacher, try contributing a column or an idea piece to your local newspaper. And when I say local, I mean local. You don't have to make the op-ed page of the New York Times to make the grade. community newspapers, pro newsletters, even inhouse company publications have white space they need to fill. Once you get started, you've got a track narrative -- and clips that you can use to snatch more chances.
And if you're a better talker than you are educator or writer, try to get yourself on a panel seminar at a seminar or sign up to make a presentation at a workshop. Visibility has a funny way of multiplying; the hardest part is getting started. But a combine of good panel presentations can earn you a opportunity to give a "little" solo speech -- and from there it's just a few jumps to a major address at your industry's each year convention.
The second foremost thing to remember about your personal visibility campaign is: it all matters. When you're promoting brand You, everything you do -- and everything you choose not to do -- communicates the value and character of the brand. everything from the way you handle phone conversations to the email messages you send to the way you conduct company in a meeting is part of the larger message you're sending about your brand.
Partly it's a matter of substance: what you have to say and how well you get it said. But it's also a matter of style. On the Net, do your communications demonstrate a command of the technology? In meetings, do you keep your contributions short and to the point? It even gets down to the level of your brand You company card: Have you designed a cool-looking logo for your own card? Are you demonstrating an appreciation for construct that shows you understand that packaging counts -- a lot -- in a crowded world?
The key to any personal branding campaign is "word-of-mouth marketing." Your network of friends, colleagues, clients, and customers is the most foremost marketing car you've got; what they say about you and your contributions is what the market will ultimately gauge as the value of your brand. So the big trick to building your brand is to find ways to raise your network of colleagues -- consciously.
What's the real power of You?
If you want to grow your brand, you've got to come to terms with power -- your own. The key lesson: power is not a dirty word!
In fact, power for the most part is a badly misunderstood term and a badly misused capability. I'm talking about a different kind of power than we normally refer to. It's not ladder power, as in who's best at climbing over the adjacent bods. It's not who's-got-the-biggest-office-by-six-square-inches power or who's-got-the-fanciest-title power.
It's influence power.
It's being known for production the most principal gift in your single area. It's reputational power. If you were a scholar, you'd quantum it by the whole of times your publications get cited by other people. If you were a consultant, you'd quantum it by the whole of Ceos who've got your company card in their Rolodexes. (And better yet, the whole who know your beeper whole by heart.)
Getting and using power -- intelligently, responsibly, and yes, powerfully -- are principal skills for growing your brand. One of the things that attracts us to inevitable brands is the power they project. As a consumer, you want to connect with brands whose marvelous nearnessy creates a halo result that rubs off on you.
It's the same in the workplace. There are power trips that are worth taking -- and that you can take without appearing to be a self-absorbed, self-aggrandizing megalomaniacal jerk. You can do it in small, slow, and subtle ways. Is your team having a hard time organizing sufficient meetings? Volunteer to write the schedule for the next meeting. You're contributing to the team, and you get to rule what's on and off the agenda. When it's time to write a post-project report, does everybody on your team head for the door? Beg for the opportunity to write the narrative -- because the hand that holds the pen (or taps the keyboard) gets to write or at least shape the organization's history.
Most important, remember that power is largely a matter of perception. If you want habitancy to see you as a marvelous brand, act like a credible leader. When you're thinking like brand You, you don't need org-chart authority to be a leader. The fact is you are a leader. You're foremost You!
One key to growing your power is to recognize the uncomplicated fact that we now live in a project world. Practically all work today is organized into bite-sized packets called projects. A project-based world is ideal for growing your brand: projects exist nearby deliverables, they generate measurables, and they leave you with braggables. If you're not spending at least 70% of your time working on projects, creating projects, or organizing your (apparently mundane) tasks into projects, you are sadly living in the past. Today you have to think, breathe, act, and work in projects.
Project World makes it easier for you to assess -- and advertise -- the strength of brand You. Once again, think like the giants do. fantasize yourself a brand employer at Procter & Gamble: When you look at your brand's assets, what can you add to boost your power and felt presence? Would you be better off with a uncomplicated line extension -- taking on a project that adds incrementally to your existing base of skills and accomplishments? Or would you be better off with a whole new stock line? Is it time to move overseas for a combine of years, venturing covering your relieve zone (even taking a lateral move -- damn the ladders), tackling something new and completely different?
Whatever you decide, you should look at your brand's power as an exercise in new-look résumé; supervision -- an exercise that you start by doing away once and for all with the word "résumé." You don't have an old-fashioned résumé anymore! You've got a marketing brochure for brand You. Instead of a static list of titles held and positions occupied, your marketing brochure brings to life the skills you've mastered, the projects you've delivered, the braggables you can take reputation for. And like any good marketing brochure, yours needs constant updating to reflect the growth -- breadth and depth -- of brand You.
What's loyalty to You?
Everyone is saying that loyalty is gone; loyalty is dead; loyalty is over. I think that's a bunch of crap.
I think loyalty is much more foremost than it ever was in the past. A 40-year career with the same company once may have been called loyalty; from here it looks a lot like a work life with very few options, very few opportunities, and very minute personel power. That's what we used to call indentured servitude.
Today loyalty is the only thing that matters. But it isn't blind loyalty to the company. It's loyalty to your colleagues, loyalty to your team, loyalty to your project, loyalty to your customers, and loyalty to yourself. I see it as a much deeper sense of loyalty than mindless loyalty to the company Z logo.
I know this may sound like selfishness. But being Ceo of Me Inc. Requires you to act selfishly -- to grow yourself, to promote yourself, to get the market to reward yourself. Of course, the other side of the selfish coin is that any company you work for ought to applaud every single one of the efforts you make to construct yourself. After all, everything you do to grow Me Inc. Is gravy for them: the projects you lead, the networks you develop, the customers you delight, the braggables you generate generate reputation for the firm. As long as you're learning, growing, building relationships, and delivering great results, it's good for you and it's great for the company.
That win-win logic holds for as long as you happen to be at that single company. Which is positively where the age of free agency comes into play. If you're treating your résumé as if it's a marketing brochure, you've learned the first part of free agency. The second part is one that today's pro athletes have all learned: you've got to check with the market on a quarterly basis to have a reliable read on your brand's value. You don't have to be finding for a job to go on a job interview. For that matter, you don't even have to go on an actual job interview to get useful, foremost feedback.
The real query is: How is brand You doing? Put together your own "user's group" -- the personal brand You equivalent of a software recap group. Ask for -- insist on -- honest, helpful feedback on your performance, your growth, your value. It's the only way to know what you would be worth on the open market. It's the only way to make sure that, when you assert your free agency, you'll be in a strong bargaining position. It's not disloyalty to "them"; it's responsible brand supervision for brand You -- which also generates reputation for them.
It's this simple: You are a brand. You are in fee of your brand. There is no single path to success. And there is no one right way to generate the brand called You. Except this: Start today. Or else.
Brand Positioning - Brand Image
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