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Wednesday, February 1st, 2012
 Being the President and CEO of YOU, Inc. isn’t easy, is it? Taking full responsibility for your work and for the results of that work can seem daunting at times. Let’s face it; it’s easier to play the blame game.
Creating a positive brand is one thing, living the brand is quite another matter. It’s not about the logo, it’s about the benefits. People buy our brand because of the benefits they receive from what our brand has to offer.
If you work for someone else, the brand you represent is directly related to the caliber of work you do and the kind of relationships you forge. Remember, your brand is the identity you’ve established within the organization you work for. Your brand represents what sets you apart in the workplace. It’s what makes you different from everyone else.
Here are four ways to promote your brand in the workplace:
1. Be a great teammate.
You don’t work in a vacuum and you don’t live in a cocoon. You’re interacting with people every day. You and your brand are being judged by the contributions you’re making to the projects you work on and the people you work with. Being a solid contributor to the team is one of the surest ways to create a strong brand in the workplace.
2. Establish yourself as an expert
Just knowing how to do your job isn’t enough. In order to add remarkable, measurable and distinctive value to your organization – and to the people you work with – you need to become an expert at what you do. An expert knows his or her job from the inside out, becoming the “go to” person for direction and advice.
3. Become a visionary
In order to build a remarkable brand, you’ll need to see beyond the present. People will be looking to you to know what’s coming up on the horizon. You don’t have the luxury of living in the present – which is quite all right – because the present doesn’t last very long. Strong brands stay strong because they’re future focused, always looking for a new and better way.
4. Focus on results
It’s not what you say you’ll do that will establish your credibility as a valuable brand. It’s what you actually produce that will determine your value in the workplace. Pragmatic results are what count. Your value to the organization and to the team will be measured by the results you produce – not by the promises you make.
See why I said it’s easier to play the blame game than to take responsibility for results? Be a great teammate, establish yourself as an expert, be a visionary and focus on results. If you do those four things, your brand will be as strong as any in the marketplace. And so will your value.
Tags: brand, identity, results, value, visionary
Posted in 2012 | No Comments »
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Monday, October 3rd, 2011
 In my first article on branding, I put forth the argument that whether we like it or not we brand ourselves, based (primarily) on the way we work and the manner in which we work with others.
We’re known for the value we bring to others, primarily in the form of the kinds of relationships we forge in those interactions. I propose that you’re known for something. The question becomes: What are you known for? What value do you offer? When people see you coming, they see a brand. Your personal brand should be just as important as it is for Nike or Starbucks or Nordstrom.
I also suggested we have a chance to stand out because we have the ability to control our brand in the marketplace. Our brand has little to do with title or the rung we occupy on the org chart, but is defined by the overall value we bring to others, personally or organizationally.
So, what makes you different? What makes you stand out? If you struggled with answering those questions, let me make a second assertion about how we might identify the value we’re bringing to the marketplace.
In my public and corporate presentations, I often talk about the importance of contribution, as it relates to what we do and how we do it. An often quoted definition is: “Getting things done through people.”
While it’s certainly true that managers have to rely on people to achieve organizational objectives, what managers are really responsible for is contributing to the success of the enterprise – whatever that enterprise might be. It doesn’t matter whether it’s managing in a police department or a pickle factory; the primary role of the manager is to contribute to the organization’s success by effectively managing people.
I’ve since pushed that concept further down in the organization. I now hold that contributing to the success of the enterprise is every employee’s role and responsibility, not just that of management. Organizations hire us to help the enterprise succeed.
So how do we contribute to the company’s success and establish our brand? By the way we complete the projects we’re assigned to or are working on as a team member. Almost all the work we do today is organized into projects. This is really outstanding news for anyone interested in creating a high-value brand.
Projects make it very easy for the organization so see results and to measure an individual’s or a team’s effectiveness. The project was either successfully completed or it wasn’t. It either added to the organization’s value to the marketplace or it didn’t.
This “project world” makes it easy for you to demonstrate your value – and strengthen your brand in the marketplace. If you want to establish a respected brand and increase your value to the organization, become known for delivering on projects you’re given, or making significant contributions to the team on which you serve.
Remember the 80/20 rule? Let’s apply it to creating a powerful personal brand in your organization. Eighty percent of your productivity will come from twenty percent of focused effort. If you can carve out twenty percent of your day to work on those most important projects, you’ll become a superstar in your organization and, in the process, send your personal value through the roof.
Being known as a person who delivers on project assignments is the most effective way I know of for establishing a powerful personal brand. Do what the big boys do, only become your own brand manager. Either develop or take on projects that will greatly contribute to the success of your company. In doing so, become the top of mind brand when the organization is looking for someone to help move the business forward.
You are the brand.
Tags: contribution, image, managers, organizational objectives, value
Posted in 2011 | No Comments »
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Tuesday, September 27th, 2011
 I’ve been reading a lot lately about branding. What I’ve learned is branding is really about creating an identity. It’s about creating an image. A brand sets a corporation apart and let’s others know what it’s known for or what it has to offer.
Most folks buy their clothes or their coffee based on a brand. They buy them because they believe in their quality; buy them because they’ve tried their products and value the experience of dealing with them.
What about you? Do you have a brand? Are you known for something of value? If so, what would it be? Do people buy you, or not buy you, because of who you are and because of what value you offer? The fact is, you are a brand, whether you like it or not. When people see you coming, they see a brand. Branding for You Inc. is just as important as it is for Nike or Starbucks or Nordstrom.
The good news is: everyone has a chance to stand out. We do have the ability to control our brand in the marketplace. It doesn’t matter what our title is or what position we hold in a company; what really matters is what value we bring to the organization. Our brand is much more important than the box we fill on an org chart.
So, what makes you different? What makes you stand out? Start thinking of yourself differently. Don’t think of yourself as an employee of XYZ Corporation; think of yourself as CEO of You, Inc. Start thinking of you as a business.
What is it you do that makes you stand out? What would your colleagues or coworkers say make you different from others they work with? Why do people want to work with you? Why would someone want to hire you? Here you go, what do you want to be famous for? What do you want to be remembered for?
Take some time right now to answer the questions I just posed. Then take a little more time to write out – in fifteen words or less – a brand statement of who you are and what value you provide to the marketplace or the organization you work for.
After branding comes marketing. Once you’ve identified your brand, you’ll need to start marketing yourself to those you want to do business with. Here’s the reality, though. Because you are your brand – you’re always marketing. Everything you do, or don’t do, validates your brand – and I do mean everything. The way you interact with people, the way you answer the phone, the emails you send, every post you make on Facebook, communicates your brand and markets You, Inc.
For all organizations, including yours, branding is about influence. Your brand is about the influence you’re having on those you’re living or working with. Your brand is about the contributions you’re making in the workplace, and the value you bring to relationships.
The fact is, like it or not, you are your own corporation, and you are your brand. You’re both the CEO and Chief Marketing Officer of You, Inc. How you’re positioned in the marketplace, and how often your product or services are “bought,” will be directly related to the perceived value you bring to that marketplace.
You have complete control. How your brand is perceived will largely be based on the type of influence you have on people. A positive influence produces raving fans, a negative influence, well, not so much.
Start today to make sure You, Inc. has both the influence and the value in the marketplace that makes you a “top of mind” when people are looking for someone they can’t wait to work with.
Tags: brand, contribution, identity, image, influence, value
Posted in 2011 | No Comments »
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Wednesday, January 19th, 2011
 Sometimes the simplest questions are the hardest to answer. Have you ever taken a walk with a five year old? Logic indicates that simple questions should be easy to answer but that’s not often the case. Simple questions are often difficult to answer because they force us to think or, worse, they force us to self-assess.
As you know, I’m a real fan of Peter Drucker. Some years ago, Mr. Drucker, working with colleagues in his Leader to Leader Institute developed a list of five key questions every organization should ask itself. These questions were not designed for program assessment or for individual performance review but rather as an exercise in self-assessment for any organization.
You’ll notice that the underlying purpose is to help organizational leaders assess the value they are bringing to their customers. Answering these questions will provide real insights into your organizations strengths, how you deal with change, how much you foster innovation, respond to customer needs and how adept you are at looking for future opportunities.
Self-reflection is sometimes painful but always beneficial if taken seriously. So with the intent of helping our organizations get better at what we do, lets take a quick look at the five important questions Mr. Drucker and his colleagues asked.
Question #1 What’s Our Mission?
Mission describes you organization’s reason for existence, not what you make or what service you provide. Mission is about why you do what you do. The Disney corporation’s mission is to “Make People Happy. Notice it doesn’t say anything about theme parks, movies or music. Mission describes what your organization will be remembered for.
So, what’s your company’s mission?
Question #2 Who is our customer?
Whether you call recipient of your product or services a customer or client, the bigger question is who must be satisfied with for my company to achieve desired results? It’s also important to remember your primary customer is not your only customer. There are always residual customers out there who can benefit from what you do. Also, customers are never static. Their faces and needs are always changing. And, you probably have customers you need to abandon.
So, who are your customers?
Question #3 What does our customer value?
This may be the most important question of all and yet is probably the least often asked. Too often we assume we know what our customers value instead of, oh I don’t know, asking them! When was the last time you contacted your customers to find out what they valued, instead of what you wanted to sell them? You might be surprised by the answers.
So, what does your customer value in their relationship with you?
Question #4 What are our results?
Let me cut to the chase here to say profits cannot be your only means for measuring results. The fact is the bottom line is only one indicator of results; it’s not the only factor. Progress on achievement needs to be weighed in both qualitative and quantitative terms. Qualitative results are measurable. They have depth and breadth and usually provide rich data Quantitative results are intangible, they often describe standards, expectations or how lives are touched by the products or services you provide.
What are your results? Are they the results you really want?
Question #5 What is our plan?
This self-assessment process should lead to a plan that outlines your organization’s purpose and future direction. The plan will include a vision and a mission statement. It will describe strategies, measurable objectives and action items that must be accomplished in order to fulfill the organization’s purpose.
The right questions lead to the answers needed to develop a focused and relevant performance plan for any organization in any sector of the economy. Remember, failing to plan is planning to fail. A good plan starts by asking the right questions.
Tags: assess, customer, leaders, management, mission, plan, process, questions, results, value
Posted in 2011, manager's minute | 1 Comment »
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Thursday, June 3rd, 2010
 One of the things we all struggle with, seasoned manager or not, is determining how to use our time most effectively. The primary role of the manager is to make sure that the work he or she is doing will contribute to the success of the company.
People think they get the most work done when they’re under the pressure of a deadline. Not so. A deadline will force action, and we will finish a task – because we have to – but the chances are the outcome will not be our best work, or even the most important work we need to do.
Here’s a methodology you might consider using to determine where you focus your time and attention. It involves asking four important questions.
1. What tasks or assignments on my “To Do” list bring the highest value to me or my company?
Take a look at the one or two items which, when finished, bring the greatest rewards. Everything on our list can’t be an “A” priority. If they are – we need to talk.
2. What am I being paid to do?
It’s all too easy to get caught up in trivial matters that really don’t bring value to ourselves – or our company. Create a list of what you believe your three to five highest payoff activities are. Ask your boss to do the same. Then compare the two lists. My bet is the lists might be very different. If so, refocus.
3. What’s the one task on my list that, if done effectively, will have the highest payoff?
Hint: It’s probably something you’ve been putting off for a while. It’s important but it’s not urgent, so it ends up on the back burner. Roll up your sleeves and take on the important task or project. Break it up into small doable pieces and get after it!
4. What the best use of my time, right now?
Focus on the present. Focus on today. Don’t look back at what you should have done. Don’t look ahead at what you could do if… . Just focus on the highest payoff activity you can do today.
Tags: business, deadline, focus, manager's minute, managerial, managers, priority, success, time, value
Posted in 2010, manager's minute | No Comments »
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Thursday, April 15th, 2010
When an archer misses the mark, it’s not the fault of the target. When the meatloaf didn’t quite turn out as expected, it’s probably not the fault of the recipe. Do you sense a common denominator here?
Being good at anything is often a combination of raw talent and skill development. A skilled archer could be handed a very average bow and still hit the center of the target. Likewise, a simple recipe and ordinary ingredients in the hands of a master chef would result in a delightful meal. But here’s the reality, the success enjoyed by both the archer and the chef were achieved by combining innate talent with training and development. The same is true for good managers.
Extraordinary managers often get extraordinary results from very ordinary people. Not so good managers usually get very average results even with extraordinary people working for them. And lousy managers drag down everyone in the organization. They don’t get positive results even from the most talented people.
How to Make a Great Managers
1. Train and Develop Them
Professions require some type of diploma, degree or certification. Certain occupations also require licensing or testing to evaluate varying levels of knowledge or proficiency. Carpenters, plumbers, even exterminators are required to be credentialed. Not so with management, however.
The unfortunate reality is that often managers are selected by virtue of the fact that they show up for work every day. It’s an added bonus if they can see lightning and hear thunder. In way too many companies, if an employee is in the right place at the right time, and has a pulse, bam! He/she is promoted to manager.
Too many companies throw good employees into the role of manager without any training or preparation. It gets worse. If the employee happens to be technically skilled, it’s assumed he/she will be able to figure out how to effectively manage. Big mistake!
Good companies that want good managers must invest in the training and development of those who demonstrate talents for organization, communication and the ability to positively influence their peers. Being reliable is obviously important, but there’s a lot more to consider when an organization decides to promote someone to management. Managers are the backbone of every organization. A good company with bad management doesn’t last long. If it’s able to survive in spite its poor management, it isn’t very competitive and won’t be very profitable.
2. Reward Them
Ever hear the adage, “what gets rewarded gets repeated”? Good employees and good managers make mediocre companies better and good companies great. Want to know how to light up a good employee or great manager? Acknowledge their contributions to the success of the enterprise. Notice, I didn’t say throw a bunch of money at them. Study after study shows that money, in and of itself, isn’t a very good motivator.
Those same studies would show people respond very favorably to both public and private recognition for a job well done. I’m not suggesting monetary rewards aren’t important, I’m just saying money isn’t the only, nor the most important reward a company can offer.
And speaking of rewards, when it comes time to recognize outstanding performance, don’t focus on activities – focus on results. Activity and productivity are not the same thing. We all know, and often work with people who are very active, but not at all productive. Being busy does not equate to being productive.
In a recent Harvard Business Review series of articles, titled The 7 Habits of an Effective Manager, the point is made that just 10% of managers move their companies forward. Why? Because they zero in on strategic (company) goals and see them through to completion.
What about the other 90%? They’re focused on activities that have little or no connection with the strategic initiatives of their company. They focus on short-term tasks, live in crisis management mode and take on too much work from their subordinates.
So What? Who Cares?
Good managers become great managers through training and development. Great leaders realize how important the management function is to their respective enterprise and recognize the value of developing managerial talents. Great leaders also regularly recognize the contributions great managers make toward the success of their company.
Tags: development, employees, managers, professions, recognize, skill, train, training, value
Posted in 2010, manager's minute | No Comments »
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Being the President and CEO of YOU, Inc. isn’t easy, is it? Taking full responsibility for your work and for the results of that work can seem daunting at times. Let’s face it; it’s easier to play the blame game.
