The Brand New, Brand You! ~ Part 2

Brand New, Brand You - Self-discoveryIn the second part of the series of The Brand New, Brand You, I will be covering the first step in the START process in Brand New, Brand You, namely Self-discovery.

START – Self-discovery

A personal brand is much more than a job title or how you look. This first step in evaluating Brand You is a holistic look at your goals, passions and values and how those figure into, and enhance, what you offer an employer, customer or indeed anyone you interact with. Very often, it’s the individuals who truly know what makes them interesting, compelling, and differentiated who stand out from the crowd. These people capitalise on their differences. Of course, a personal brand is only as good as the reputation you are able to build around its unique promise of value, and what you ultimately deliver. Consequently, authenticity and honesty become the most important building blocks for your personal brand.

First, you need to  start by evaluating yourself and what your current brand is, and compare it to what you’d like it to be. Then identify qualities that make you unique and how they might be valued by an employer. Examining who or what you don’t want your personal brand to be like can reveal what you do want. Just flip these negative qualities around to find the positive.

Self-discovery Questionnaire

Self-discovery is all about asking yourself some soul-searching questions. Be honest with yourself and try to view Brand You from other people’s perspectives.

Take yourself somewhere quiet and write down your answers to the following questions. Take some time to answer them thoroughly. You can download the Brand You Workbook if you prefer to type these up. The action plan has a section per question and also a section for any actions and milestones that need to be delivered to work on any improvements to these areas of your life. At  the end of the action plan is a section for your Brand You Vision Statement. Don’t worry about this for now. We’ll get to that part later. You will see that each question builds upon the last and hopefully as you work through the questions, you’ll start to build up a picture of the current Brand You and hopefully some thoughts as to where you’d like to develop yourself into the Brand New, Brand You. So, let’s get started:

What are your core personal values? Try to keep them to 5 values central to who you really are. I’ve listed some you may want to use in the word cloud below and also in the workbook, but the lists are not exhaustive; feel free to add your own. I found the best way to do this exercise, was to start with a larger list of say 15-20 values, and then work down to a short-list of 5. If you can, try to prioritise the final 5.

Example values for START

What parts of your business life are you passionate about? Stephen R. Covey, author of the bestseller The 7 Habits of Highly Effective People, suggests asking yourself three questions: Do I like doing it? Am I good at it? Does the world need it?

“If you have a passion that you’re good at but the world doesn’t need it, you’ve got a useless passion,” says Covey. “If you’re focusing on what the world needs and sell out your passion, you sell out what is uniquely you. But if you can make a living doing something that you’re really good at and like-what a combination!”

What have I done / am I doing that I am most proud of? Don’t limit your answers to this question just to your business life. Try and come up with at least 5 things from across your personal and business life. Are there any similarities or themes? Do they link in any way to what you are passionate about? (They don’t have to!) Are there any of your personal values involved in making these activities such a success? Are they recent successes or from a few years ago?

What qualities or characteristics make you distinctive from your competitors or your colleagues? Whether it’s your unique style of leadership, the way you present to an audience or the personal energy you bring to a room when you enter, each of us have distinctive qualities that make us stand out. What are yours?

What would your colleagues or your customers say is your greatest and clearest strength? What do you get compliments about most frequently; your perseverance, the quality of your business cases, your ability to mediate difficult conversations, your telephone manner with customers? What would you like it to be?

What benefits does ‘Brand You’ deliver? If you were a product, and indeed you are the product of Brand You, and had to pull a marketing brief together, what would you talk about as the benefits you bring? You’ve already worked up your Brand Values, so that should form part of your benefits story, you’ve already established what you’re passionate about and what makes you distinctive; and you’ve also established your greatest and clearest strength. Pulling all of these together should start to give you a compelling case as to why somebody would buy Brand You as opposed to Brand Them.

What do I want to be famous for? Ok, I’m not talking about going on a reality TV show, or getting 15 minutes of fame for rescuing a cat from a tree. I’m talking about the future of Brand You. What do you want to be known for?

‘He’s the best Project Manager I’ve ever met – you need him on this programme. He won’t be cheap though, he’s really in demand!’

‘She’s amazing! I saw her talking about Leadership at a conference last year. She’s so passionate about organisational change. We could do with her advice on the changes we want to make to our business’

You get the idea! How do you want to be known and talked about in 5 years time?

How am I measuring myself? Lastly, and arguably the one that always gets left behind with any brand launch, is a baseline measurement. How is your brand currently perceived? If you’re going to improve your personal brand, you need to understand where you’re starting from. What do people think of Brand You today?

There are a number of metrics / methods to use to gauge the success of your personal brand and that of the Brand New, Brand You.

The simplest way to test the effectiveness of any brand is to do market research. The same is true here. Ask for structured feedback – talk to your peers, managers, colleagues and customers and gauge their perception of Brand You. This could take the form of a 360 degree questionnaire, a face to face meeting with a focus on strengths and areas that could be improved or a combination of the two. You may wish to focus some questions to test out people’s perceptions to the answers you’ve given to some of the previous questions around Brand You benefits and what differentiates you from the rest.

Brand You Vision Statement

Now, you’ve had chance to work through the answers to these questions, it is useful to create a statement that encapsulates everything you want your brand to be. This will be your Brand New, Brand You Vision.

A strong vision statement should include:

  1. Your ambition for Brand You, describing the ideal future
  2. Encompass some of your core values
  3. Your differentiators and passions

I’ve posted some examples below, just to help you get your creative juices flowing:

‘I will provide the best technical support and customer service to our clients, helping improve their business and lives, striving to solve problems with a positive attitude that spreads to my co-workers’

‘I will be leading a small team of application developers to build market leading mobile tools for children with learning difficulties to make their lives easier and that of their families. That will fulfil my desire to make a difference to people’s lives, provide enough money for myself and my family to enjoy life and hopefully inspire others to take a risk and do something worthwhile.’

‘I am now running the restaurant I’ve worked in for 5 years. Through sheer determination, hard work, and my impeccable skills in dealing with customers of all kinds, I have a great reputation within the industry. I have also earned the respect of my staff, my superiors, and my customers alike.’

‘I have just published my fifth book on leadership and people management. I am now in the envious position of being able to leave my career  and share my time equally doing the things I love – spending time with family and friends, writing, walking, photography and being surrounded by nature’

That concludes the first step in START. Good luck with your Self-Discovery – I’d love to know how you get on!

In the next post in the series of The Brand New, Brand You, I will be covering the second step in the START process, Toolkit Development.

If you missed the introductory post of The Brand New, Brand You please click here.

Advertisements

The Oracle – Leadership Styles – Part 3

Welcome to Part 3 of Leadership Styles – The Oracle

The late, great and inspirational Steve Jobs (Founder of Apple)  made a statement that neatly introduces The Oracle leadership style:

‘Leaders are fascinated by the future, you are a leader if, and only if, you are restless for change, impatient for progress, and deeply dissatisfied with the status quo. As a leader you are never satisfied with the present, because in your head you can see a better future, and the friction between what is and what could be burns you, stirs you, propels you forward.’

The OracleBusiness leaders do not generally have a crystal ball to predict the future of their business and guide them in their leadership decisions. The Oracle creates his / her own future vision for their business, organisation or people. Whereas some people look at the future and ask ‘why?’, the Oracle sees things that do not exist and asks ‘why not?’. They have the ability to see social and market trends and create a future. They literally can see things others cannot.

The Oracle is also capable of enlisting large numbers of followers through their passion and use of language. They are generally gifted speakers and have high levels of charisma.

If you haven’t heard or read Martin Luther King’s – ‘I have a dream….’, or JFK’s – ‘We choose to go the moon…‘, or Winston Churchill’s – ‘We shall fight on the beaches‘, you really should! Three hugely visionary speeches that instil passion, emotion and desire to be part of something big. The power of The Oracle.

The Oracle leadership style is often most effective when an organisation needs to make a step change in direction.

They often portray the following characteristics:
  • Creates an inspiring vision of how the future will look.
  • Inspires people to understand the larger purpose of their work.
  • Creates an environment where people feel pride in belonging to the organisation.
  • Operates from an inspiring set of shared core values and beliefs
  • Engages people in working towards a shared vision
  • Encourages people to innovate, experiment and take calculated risks in pursuit of the vision.
  • Aligns performance and strategy with the vision.

The Oracle is most effective when:

  • A new vision or clear direction is needed, e.g. when in a period of change – at an individual or organisational level.
  • The leader believes in the vision; and sees it as being in tune with his / her own values and those of the organisation.
  • The leader is self-confident, self-aware and empathic to others.

The Oracle is least effective when:

  •  The leader is not regarded as credible, i.e. others feel they know more about the organisation than the leader.
  • When overplayed, i.e. if trying to steal power from a team-based approach.

Summary

When effective, the Oracle motivates individuals by focussing their attention on the long-term goals of the organisation; and how each individual contributes to its delivery. When not used effectively this style fails to take into account the natural talents and experience of the knowledgeable team members.

The Oracle is the most charismatic of Leaders and comes in many forms and contexts. According to the many books and blogs on the topic of leadership, The Oracle is the person who, to a large extent, single-handedly formulates a winning vision of where and how the organisation is to be in the future and who takes prime responsibility for ensuring that the organisation’s people ‘live’ the vision.

Would love to hear your feedback!

Be sure to read part 4 of Leadership Styles – The Collaborator

Other posts in the Leadership Style Series – The Terminator and The Coach

Stop listening …. and give up!

Listen to your People

For a while now I’ve worked with developing my direct team into being more…

More focused, more passionate, delivering more and being more commercially and customer focused. And to a large degree we’ve succeeded. I’m really proud of them and what we’ve achieved so far. But to really succeed and make a step change in our performance we need to take everyone in the business with us. That’s not an overnight task.

We’ve recently set up a couple of teams, to make a start:

1. A team of managers – to focus on how teams interact together, how we work together better and to ensure that we are consistent in how we performance manage our people and get the most from them and the most for them.

2. A team of passionate, bright, brand champions – to focus on some ‘key’ projects that can make a difference and improve not only our customer experience, but the way we work, hopefully making our people’s working lives a bit easier.

We (myself and my direct reports) recently had a feedback session from the second team who had been tasked to come back with a prioritised list of key areas that we needed to improve. The presentation was relatively short, about 20 minutes, but had a huge impact on me. It was very professionally delivered, had been well thought through and did not pull any punches to us as a management team. The reaction was mixed to say the least. I had anticipated some of the feedback and had coached myself to keep quiet, to only ask questions of clarification, rather than defend, and tried to focus on the future potential rather than pick holes in the feedback. This feedback was gold dust and not necessarily criticism….even though it felt that way to some of us.

It’s easy to dismiss feedback with responses such as:-

  • We’ve heard all this before
  • You don’t understand the reality
  • That’s the way it’s always been
  • Well you don’t actually mean that, it’s actually like this

…I’m sure you could add to the list!

By listening to feedback freely, pushing your background conversations out of your mind, you can start to unlock a future potential. You also motivate the people giving you feedback to be more open in the future, and if you act on the feedback, you’ll motivate them even more to change.

Listening to feedback:

For people to be willing to invest time and effort in any change, they need to feel that the leadership understands not only the situation, but them as people. You need to develop relationships. This is possible only by sitting down with people and having conversations in which you listen a lot more than you talk.

Listen to what they do

Listen to what they think is going well

Listen to their dreams and hopes

Listen to their frustrations

Listening to what is bothering them about changes in your organisation

Listen to what they they don’t want to change and why

Listen to what they are thinking

Listen to their feelings

Finally, to listen rightfully to your team, you need to use your ears (to hear them), your mind (to understand them), your heart (to feel them) and most importantly, your hands (to act on them). Remember that your employees will not feel like they were heard by their bosses unless their bosses act upon their concerns.

Yoda said: ‘Do, or do not. There is no try!’

Do or Do Not, There is no TryMost people on earth with a TV have watched Star Wars. In ‘The Empire Strikes Back’, Yoda, the iconic Jedi Master says one line that has stuck with me ever since… “Do or do not; there is no try.”

Those with passion, confidence and belief – Do; those without passion, confidence and belief – try, and often fail or deliver late. When I say, “I’ll try,” I build in an excuse. If I start but don’t finish, I can always say, “Well, I tried.” But if I say, “I’ll do,” I commit to finish no matter what. By definition, the word “try” implies potential failure.

Are you “trying” to improve your current state? Are you “trying” to enhance your top or bottom line, marketing, selling, leadership, relationships, customer service, employee development? Stop trying! Make a true commitment to change. Pick a focussed list of projects, with the right people, that are committed, understand the vision and their part to play and do it, or don’t do it – there is no try.

You might find the following list will help you focus on the ‘Do’

1. Decide on the top 3 things that are going to make a difference and why (in your life / project / department / business).

2. What, if anything, are you going to have to stop doing and understand and be comfortable with the implications.

3. Who do you need to help you?

4. Fully engage those around you in your vision of what you are trying to achieve.

5. Plan for success, and also have a Plan B.

6. Engage and enrol those people who you need to succeed in the plan. (Team / Bank / Suppliers / Spouse etc)

7. Commit to Action

8. Monitor and celebrate the progress.

9. Learn from mistakes along the way – NOT at the end

10. Succeed

%d bloggers like this: