Confucius Say "Only the wisest and stupidest of men never - - PowerPoint PPT Presentation

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Confucius Say "Only the wisest and stupidest of men never - - PowerPoint PPT Presentation

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Confucius Say "Only the wisest and stupidest of men never change." 1 Personal Branding Presentation to SING November 2, 2009 2 Must Be Aware of Changing Context Not Your Fathers Marketplace YouTube streams about 1.2

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Confucius Say

"Only the wisest and stupidest of men never change."

Personal Branding Presentation to SING – November 2, 2009

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Must Be Aware of Changing Context

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Not Your Father’s Marketplace

YouTube streams about 1.2 billion videos per day worldwide 488 million monthly video streams New Pepsi 'Dewmocracy’ 2009 Facebook Demographics 276% Growth in 35- 54 Year Old Users Volkswagen to Rely Solely on iPhone App for GTI Launch

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Change: Basic Building Block Of Success

"Your success in life isn't based on your ability to simply

  • change. It is based on your ability to change faster than

your competition, customers and business."

— Mark Sanborn

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117 Rassani Drive Danville, California 94506 925.648.4477

Personal Branding

Presentation to SING – November 2, 2009

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Standing Apart From The Crowd

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My Objective Is Not

To help you meet people/get a lead

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But To Take The Familiar

What you know about yourself

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Repackage In A Unique Way

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By Shifting The Focus Of Thinking

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Where Do All Those Socks Go?

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I’m Going To Get To The Bottom Of This

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The Missing Sock

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Annual Missing Sock Day

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“It's not who you are that holds you back, it's who you think you're not.”

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Being There Is Not Enough

  • Everyone knows Waldo is there but for most it is not

worth the effort

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Superior Is Not Enough

A poor idea brilliantly executed will be more successful than a brilliant idea poorly executed

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What’s A Person To Do?

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Become A Dead Head

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Become A Dead Head

  • “You do not merely want to

be considered just the best

  • f the best. You want to be

considered the only one who does what you do.” …Jerry Garcia

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How Do I Start Building My Brand?

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Take a Hard Look At What You Do And How You Do It…

Where do I excel? What is my passion? What stories can I tell? What do I do well? Where have I had the greatest impact? Competitive Advantages Where do I have

  • pportunity to

improve What is uniquely you? What do I like to do? What do I hate to do?

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…Then Take The Focus Off You

  • And look to the

marketplace and your targets

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What is the most important thing you must address when selling?

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What is the most important thing you must address when selling?

Whatever is most important to the person you are selling to

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Not About Selling Yourself

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Not About Selling Yourself

It’s about selling what you can deliver

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There is a Big Difference

Selling Yourself

  • What YOU

YOU want – Goal/objective

  • Where YOU

YOU have been lately

  • What were YOUR

YOUR responsibilities

  • What were YOUR

YOUR successes and awards

  • Where YOU

YOU have been before

  • What are YOUR

YOUR hobbies and education

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There is a Big Difference

Selling Yourself

  • What YOU want

– Goal/objective

  • Where YOU have been lately
  • What were YOUR

responsibilities

  • What were YOUR successes

and awards

  • Where YOU have been before
  • What are YOUR hobbies and

education Selling What You Can Deliver

  • How your brain works

Outlook/philosophy Outlook/philosophy

  • Problems

Problems you took on

  • Differences

Differences you made happen

  • Insights to the creative/critical

creative/critical thinking thinking that delivered the differences

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Two Biggest Mistakes

  • Confusing the concept of biography with resume
  • Not realizing a resume is really a value profile
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117 Rassani Drive Danville, California 94506 925.648.4477

Personal Branding

New and Improved

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What is it, really?

+

Classic marketing/branding disciplines What makes you uniquely you

+

Process for leveraging

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Getting A New Position Is A Process?

Getting Attention

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Getting A New Position Is A Process?

Getting Attention Distinctive Impression

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Getting A New Position Is A Process?

Getting Attention Distinctive Impression Getting an Interview

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Getting A New Position Is A Process?

Getting Attention Distinctive Impression Getting an Interview

B r a n d i n g

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Getting A New Position Is A Process?

Getting Attention Distinctive Impression Getting an Interview

B r a n d i n g

Making the Short List Getting an Offer

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Getting A New Position Is A Process?

Getting Attention Distinctive Impression Getting an Interview

B r a n d i n g

Making the Short List Getting an Offer

P r o d u c t “You”

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Components of Effective Branding

Market Context

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Components of Effective Branding

Market Context Product Benefits

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Components of Effective Branding

Market Context Point of Difference Product Benefits

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Components of Effective Branding

Market Context Point of Difference Product Benefits

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Components of Effective Branding

Market Context Point of Difference Product Benefits

Intel

The Computer Inside

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Components of Effective Branding

Market Context Point of Difference Product Benefits

Sun

The Dot in .Com

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Components of Effective Branding

Market Context Point of Difference Product Benefits

Nike

Just Do It

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Translating from Business to Personal

Market Context

  • - Perspective of hiring manager
  • - Pain to be addressed
  • - Market tendencies

Point of Difference

  • - Unique skill set
  • - Cross pollination
  • - Personal passion

Product Benefits

  • - Expected skill sets
  • - Making a difference
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Personal Branding

Examples

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Translating from Business to Personal

Market Context

  • - Perspective of hiring manager
  • - Pain to be addressed
  • - Market tendencies

Point of Difference

  • - Unique skill set
  • - Cross pollination
  • - Personal passion

Product Benefits

  • - Expected skill sets
  • - Making a difference

Engineer

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Core Equities

Electrical Engineering Mechanical Engineering Computing Engineering

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Value Add

Electrical Engineering Mechanical Engineering Computing Engineering

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Personal Branding

Electrical Engineering Mechanical Engineering Computing Engineering

Human-eering

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Personal Branding

Electrical Engineering Mechanical Engineering Computing Engineering

Human-eering

Integration of mechanical, electrical and computing engineering with personal and project management skills that uniquely and consistently produces effective technologies that exceed business objectives

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Translating from Business to Personal

Market Context

  • - Perspective of hiring manager
  • - Pain to be addressed
  • - Market tendencies

Point of Difference

  • - Unique skill set
  • - Cross pollination
  • - Personal passion

Product Benefits

  • - Expected skill sets
  • - Making a difference

Executive Assistant

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Core Equities

Organizational Expert Prioritization and Follow Up Communication management

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Personal Branding

Organizational Expert Prioritization and Follow Up Communication management

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Personal Branding

Organizational Expert Prioritization and Follow Up Communication management

Executive Administrative Triage

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Personal Branding

Organizational Expert Prioritization and Follow Up Communication management

Executive Administrative Triage I will give my boss 15% of his/her day back

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Asset or Liability?

  • Your greatest strength is you

you know you you better than anyone else

  • Your greatest weakness is you have created

created a backdrop of conventional wisdom about yourself

  • You don’t need someone to tell you about your self
  • You need some guidance to step outside

guidance to step outside your conventional self-perspective

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Putting It All Together

Inherent Core Values Price of Entry Differentiators Enhanced Value Market Context Personal Branding Elements

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Definition of Insanity

Doing the same thing over and over again the same way and expecting the outcome to be different

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What are my experiences and skill sets? My previous Job Jobs prior to last Job

________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________

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62 Given the position you are seeking, segment your core values and skill sets into two

  • groups. The first is “Price of Entry” values the second is “Unique” skills or values

Price of entry Unique ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________ ________________________ ____________________________

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The Market Environment

  • What are the pains and issues of the company?
  • Are there any obvious or not so obvious weaknesses the company

must overcome?

  • Who has the greatest competitive advantage in the category?

Why?

Issues and Pains Weaknesses Company/Reason for Competitive Advantage _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________ _________________ ______________ ___________________

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Putting It on Paper

Resume Objective

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Summary of Qualifications

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Skill Set Inventory

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Business Experience Company-Dates Title Responsibilities

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Result of Best Practices

Resume Objective

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Summary of Qualifications

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Skill Set Inventory

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Business Experience Company-Dates Title Responsibilities

  • Resume

Objective

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Summary of Qualifications

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Skill Set Inventory

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Business Experience Company-Dates Title Responsibilities

  • Resume

Objective

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Summary of Qualifications

ut in nonummy vestibulum ut. Feugiat adipiscing ac mattis in, id commodo

Skill Set Inventory

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Business Experience Company-Dates Title Responsibilities

  • Resume

Objective

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Summary of Qualifications

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Skill Set Inventory

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Business Experience Company-Dates Title Responsibilities

  • IC3
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Why Not Something Different

Resume

Business Philosophy

“Endurance is frequently a form of indecision” “Nothing stops an organization faster than people who believe that the way you worked yesterday is the best way to work tomorrow”

Skill Set Inventory (for online submissions)

Advertising Management, Promotion Development, Project Management, Financial Business Case Analysis, Creative Collateral Development, Supervisory Experience, Brand Communication, Matrix Management, Facilitation

Making a Difference

State a problem What you did The results

Business Experience

Dates, Company, Title

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Touching a Nerve

What I did

  • Managed the creation of a

worldwide operational plan and closed-loop management process managing partner loyalty. The FY03 partner loyalty score was 1.3 points above goal.

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Touching a Nerve

What I did

  • Managed the creation of a

worldwide operational plan and closed-loop management process managing partner

  • loyalty. The FY03 partner

loyalty score was 1.3 points above goal. Making a difference

  • Impossible to effectively

leverage global partner network because of decentralized Geo control leading to declines in partner loyalty – Designed and sold management on implementing a worldwide, closed loop operational plan to manage partner engagement – Results: partner defection eliminated and loyalty measures increased 10% in

  • ne year
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Touching a Nerve

What I did

  • Following merger, Led the

integration of two independent sales force

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Touching a Nerve

What I did

  • Following merger, Led the

integration of two independent sales force Making a Difference

  • Declining morale leading to

sales stagnation due to the destabilizing effect of competing sales forces following merger – Defined sales reorganization strategy based on customer’s supply chain management sophistication – Results: 25% RIF based on worse fit with customer base, Internal competing agendas eliminated, sales force efficiency increased 30% in 12 months

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Touching a Nerve

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What’s Your Story?

What do I say now?

Elevator Pitch

  • The essence of who you are and

what you bring to the party

  • Forces critical thinking
  • Arms you with communication

tools you can call on-demand

  • Keeps you prepared

BUT Not the best thing to initiate discussion

IC2

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Time to Hit the Road

Personal Branding Profile

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It’s About Networking, Stupid

  • 85%-90% of jobs are obtain through networking
  • Your network is bigger than you think
  • People do not know how to network
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What is Networking?

Asking For A Job

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What is Networking?

Asking For A Job

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How To Make A Network Target Feel Uncomfortable

  • Ask to borrowing money
  • Tell them about a cheating spouse
  • Ask for a job
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Networking is About

  • Making announcements
  • Getting on many radar screens
  • Informational Interviewing
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Networking is About

  • Making announcements
  • Getting on many radar screens
  • Informational Interviewing
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Networking is About

  • Making announcements
  • Getting on many radar screens
  • Informational Interviewing
  • Revisit your passion
  • Identify targets

– Focus, focus, focus

  • Look for the ‘coattail’ name
  • 6° of separation
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Communication Plan-- Simple Tenets

  • Target, target, target
  • Be bold (ideas and actions)

– Identify the pains – Take the path less traveled

  • Leverage 6° of separation
  • Develop a frequency strategy
  • Acknowledge all assistance
  • There is never an end point

– Different types of relationships

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Guiding Principles

  • You are unique, so act like it
  • Your value proposition should focus on the needs/wants/fears of

your target audience – Not on what you do well

  • Headlines sell magazines

– Your elevator pitch needs a headline

  • Craft a targeting strategy
  • Define a media frequency strategy
  • Stay connected

– If they are not talking to you they are talking to someone else

  • If you don’t feel a little nervous and uncomfortable you are not

pushing the envelope

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Keep in Mind

“It’s not who you are that holds you back, it’s who you think you’re not”

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117 Rassani Drive Danville, California 94506 mikeb@parallelthinking.net 925.648.4477 You Can’t Solve A Problem With The Same Logic That Created It