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Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the significance of branding. We are Ceos of our own companies: Me Inc. To be in business today, our most leading job is to be head marketer for the brand called You.
It's that simple -- and that hard. And that inescapable.
Behemoth clubs may take turns buying each other or acquiring every hot startup that catches their eye -- mergers in 1996 set records. Hollywood may be concerned 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 action is at the other end: the main opening is becoming a free agent in an economy of free agents, looking to have the best season you can fantasize in your field, looking to do your best work and chalk up a mighty track record, and looking to make your own micro equivalent of the Nike swoosh. Because if you do, you'll not only reach out toward every opening within arm's (or laptop's) length, you'll not only make a mighty 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 every person has a opening to stand out. every person has a opening to learn, improve, and build up their skills. every person has a opening to be a brand worthy of remark.
Who understands this underlying principle? The big clubs 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 clubs fell by billion. every person 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 become a brand surrounded by a Tommy Hilfiger-like buzz.
Who else understands it? Every particular Website sponsor. In fact, the Web makes the case for branding more directly than any packaged good or buyer goods ever could. Here's what the Web says: anyone can have a Website. And today, because anyone can ... anyone 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 every person has email and anybody can send you email, how do you rule whose messages you're going to read and acknowledge 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 leading 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 great than professional services firms. Look at McKinsey for a model of the new rules of branding at the business and personal level. Roughly every professional services firm works with the same business model. They have Roughly no hard assets -- my guess is that most probably go so far as to rent or lease every tangible item they possibly 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 remarkable profits.
They also have a very clear culture of work and life. You're hired, you report 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, make your skills, hone your abilities, move from task to project. And if you're authentically smart, you form out how to distinguish yourself from all the other very smart habitancy walking around with ,500 suits, high-powered laptops, and well-polished resumes. Along the way, if you're authentically smart, you form out what it takes to create a distinctive role for yourself -- you create 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 electric or a "human resource" at normal Dynamics (ooops, it's gone!). Forget the Generals! You don't "belong to" any business for life, and your chief affiliation isn't to any particular "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 reasoning like your own popular brand manager, ask yourself the same request the brand managers at Nike, Coke, Pepsi, or the Body Shop ask themselves: What is it that my goods or service does that makes it different? Give yourself the former 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it. Several times.
If your acknowledge wouldn't light up the eyes of a prospective client or command a vote of belief 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 notion and even more serious exertion 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 many and clearest strength? Your most mighty (as in, worthy of note) personal trait?
Go back to the comparison between brand You and brand X -- the approach the corporate biggies take to creating a brand. The proper model they use is feature-benefit: every highlight they offer in their goods or service yields an identifiable and distinguishable advantage for their customer or client. A dominant highlight of Nordstrom department shop is the personalized service it lavishes on each and every customer. The customer benefit: a feeling of being accorded individualized concentration -- along with all of the choice of a large department 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 customer gets dependable, reliable service that meets its strategic needs. Do you anticipate and solve problems before they become crises? Your client saves money and headaches just by having you on the team. Do you all the time complete your projects within the allotted budget? I can't name a particular client of a professional 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 uncover themselves in the business 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 proper rungs of progression you've climbed in your occupation 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 become relentlessly focused on what you do that adds value, that you're proud of, and most important, that you can shamelessly take credit for.
When you've done that, sit down and ask yourself one more request to define your brand: What do I want to be sublime for? That's right -- sublime 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 engaging public. If you're brand You, you've got the same need for visibility -- but no budget to buy it.
So how do you market brand You?
There's authentically no limit to the ways you can go about enhancing your profile. Try moonlighting! Sign up for an extra task 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 task 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 mighty contributor you are.
If those ideas don't appeal, try teaching a class at a society college, in an adult instruction program, or in your own company. You get credit for being an expert, you increase your standing as a professional, and you increase 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 great writer than you are a teacher, try contributing a column or an notion 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. society newspapers, professional newsletters, even inhouse business publications have white space they need to fill. Once you get started, you've got a track report -- and clips that you can use to snatch more chances.
And if you're a great talker than you are educator or writer, try to get yourself on a panel conference at a conference 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 merge of good panel presentations can earn you a opening to give a "little" solo speech -- and from there it's just a few jumps to a major address at your industry's yearly convention.
The second leading thing to remember about your personal visibility campaign is: it all matters. When you're promoting brand You, all you do -- and all you select not to do -- communicates the value and character of the brand. all from the way you cope phone conversations to the email messages you send to the way you guide business 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 business card: Have you designed a cool-looking logo for your own card? Are you demonstrating an appreciation for make 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 leading marketing car you've got; what they say about you and your contributions is what the market will finally gauge as the value of your brand. So the big trick to construction your brand is to find ways to sustain 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 dissimilar 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 development the most necessary gift in your particular area. It's reputational power. If you were a scholar, you'd measure it by the number of times your publications get cited by other people. If you were a consultant, you'd measure it by the number of Ceos who've got your business card in their Rolodexes. (And great yet, the number who know your beeper number by heart.)
Getting and using power -- intelligently, responsibly, and yes, powerfully -- are necessary skills for growing your brand. One of the things that attracts us to clear brands is the power they project. As a consumer, you want to connect with brands whose mighty presence creates a halo consequent 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 productive 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 every person on your team head for the door? Beg for the opening to write the report -- 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 mighty brand, act like a credible leader. When you're reasoning like brand You, you don't need org-chart authority to be a leader. The fact is you are a leader. You're leading You!
One key to growing your power is to identify the simple fact that we now live in a task world. Roughly all work today is organized into bite-sized packets called projects. A project-based world is ideal for growing your brand: projects exist around deliverables, they create 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 compel 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 great off with a simple line prolongation -- taking on a task that adds incrementally to your existing base of skills and accomplishments? Or would you be great off with a whole new goods line? Is it time to move overseas for a merge of years, venturing surface your relieve zone (even taking a lateral move -- damn the ladders), tackling something new and fully different?
Whatever you decide, you should look at your brand's power as an practice in new-look résumé; supervision -- an practice 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 credit for. And like any good marketing brochure, yours needs constant updating to reflect the increase -- 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 leading than it ever was in the past. A 40-year occupation with the same business 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 individual 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 business 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 bonus yourself. Of course, the other side of the selfish coin is that any business you work for ought to applaud every particular one of the efforts you make to make yourself. After all, all 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 create create credit for the firm. As long as you're learning, growing, construction 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 particular company. Which is authentically where the age of free department 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 professional 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 looking 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, leading feedback.
The real request is: How is brand You doing? Put together your own "user's group" -- the personal brand You equivalent of a software reveal 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 vocalize 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 credit for them.
It's this simple: You are a brand. You are in charge of your brand. There is no particular path to success. And there is no one right way to create the brand called You. Except this: Start today. Or else.
Brand Positioning - Brand Image
