What is your leading brand? Think you did not? Guess again!
The term leadership brand is based on two important forms of discrimination: branding and leadership.
First, let us define the brand. In short, branding is what people think of products, services, companies or individuals. A brand represents something; it is associated with ideas, emotions, quality standards or unique concepts.
We believe brands are mainly related to products and organizations... eg Heinz 57; Exxon; Lexus. Think of brands that have strong positive connotations for you. What are your characteristics? What emotions did the brand evoke?
In business, companies have made great efforts to build their own brands, because strong brands lead to higher prices, higher reliability, better credit, and higher income.
The same concept applies to people. Those who are most concerned about building brands are often service professionals and entrepreneurs who must stand out in crowded markets.
The key question for personal branding is: What do you know?
In addition to the company's brand, the leaders within the organization are increasingly aware of the importance of consciously developing their own personal brand. Why do corporate executives realize and develop their brands? The reasons are similar to those involved in a business or product brand. When individuals gain a solid reputation, this is tantamount to a strong personal brand, which in turn leads to higher income capabilities, better promotion opportunities, and more interesting opportunities. All in all, they need more and get more of what they want.
Now, let us consider leadership and its relationship with the brand. The nature of leadership is included in the following questions: Do people want to pay attention to you? We have all well-known senior executives who all have "positioning powers" but fail to contact and motivate the people they lead.
So how do we combine leadership and branding? Ask yourself the following question: What do you want to know about leadership? In other words, what emotions do you evoke among people, so they actively talk about you, recommend you, promote you, and want to do business with you?
Let's take a look at the case of Peter, a highly talented executive director of Fortune 500 companies. Although he was a smart, ambitious and undisputed manager, Peter was denied promotion to vice president. He does not doubt when others go high, but he does not. His boss felt Peter's frustration and advised him to consult with the coach.
When we encouraged him to reflect on how he was perceived and led the brand, Peter was originally skeptical. He really postponed, claiming that personal branding is insubstantial, and it is more eloquent than steak. "Why should I spend my time on software like politics? What I know is the result, and that's really important." He believes that his performance and data should speak for himself, and leaders shouldn't "blow off themselves". .
When we conducted a 360-degree feedback survey with colleagues at Peter, we found some important information about how he was seen by others. In fact, his motivation, creative problem-solving ability, critical thinking ability, financial wisdom and industry knowledge have been recognized.
In addition, he was considered by the boss and his colleagues to be sudden, disrespectful to others' opinions, and ignored the opinions of others. For example, when one of his colleagues expressed an idea at a meeting, Peter shut her off and quickly told her that this idea would not work. By doing so, Peter smashed his colleagues - not only her thoughts - and conveyed such information: "I am smarter than you, your thoughts are not important, I mean."
Although Peter is efficient , smart and attractive, but he sometimes shows arrogance, impoliteness, disdain and disrespect. In essence, this is his leading brand.
There is a big difference between Peter's intentions and the information conveyed by his actions. Although he considered the best interests of the company, Peter did not realize his influence on others. This is called a blind spot when others see something we don't know.
We can learn two lessons from Peter. First, seek feedback from people around us; ask other people's opinions. In order to collect this information, we can conduct 360-degree online surveys or find our colleagues and ask them to honestly provide them with opinions on how we think about us and how we influence others. The goal of this exercise is to pass our own blind spots.
The second insight in Peter's story is that we must make sure that our intentions are consistent with our actions. We all have good intentions, but our actions tend to leave different impressions. Then we want to know why people react to us incongruously, do not do what we ask them to do, or like Peter's case, don't promote us.
It is not enough to have good intentions; we must show the behavior that best conveys our intentions to others.
Remember, we judge ourselves through our intentions, and we judge others through their actions.
Orignal From: Create a strong leading brand
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