Ask Mary ~

Sarah Dove, Director of the Career Center at Sonoma State University School of Business and Economics, sent this request after my July 19 Minute on branding.

How about a follow-up piece on one’s “personal brand?”

Answer ~

Similar to branding, it’s a new term for a timeless concept, with some interesting twists. Before “personal brand” was popularized, people had an image, and before that, a reputation. Historically, “name” (or “good name”) was commonly used. Several cultural shifts have coincided to shape this current iteration, starting with the evolution away from long term careers with just one or two employers. People now change jobs and careers. It’s quite acceptable, and moving toward being the norm. New technology and other cultural changes have led to a dramatic rise in the numbers of self-employed, independent contractors and “solopreneurs.” For the generations that prized stability and security, your reputation – the collective opinion of your character and esteem in your community or company – was critical to your success. Younger generations prize their independence and mobility, and are seeking meaning, opportunity and achievement. People now want a personal identity that is more explicit, more immediate, less subtle, less intangible. Thanks to the Internet, we are more visually sophisticated and more personally visible than ever before. These and other trends have resulted in a talent marketplace that has become far more complex. As the branding craze swept our media-saturated workplaces, personal interpretations have joined the branding party.

Stay tuned – Next Week: What I like about personal branding

Note to Leaders ~

No one, and especially not leaders, can escape the fact that actual performance and earned credibility are essential. Genuine character and capabilities are still the 80% foundation of your “personal brand.” Your style, personality, appearance, flair, social media image, on-line profiles, website, business card, and social skills (or lack of any of the above) are the other 20%. A “personal brand” is based on real attributes and accomplishments, not wishful thinking or creative chutzpa.

A Personal Note ~

Last week marked my 29th anniversary in business. This milestone evokes a feeling of deep appreciation for the people who value the work that I do. I am honored to be a part of your leadership journey.

Ask Mary ~

Question: What does the term “brand” actually mean?

Answer ~

I love this question! For three reasons: First, because leaders need to understand this concept. Second, I appreciate people asking fundamental questions. Third, there’s a lot of misuse and misunderstanding of this now ubiquitous term, hence my reader’s puzzlement. Here’s my take on the subject. Guess what? It’s a new term for a timeless concept. As long as there have been organized commercial efforts to sell goods and services, “brands” have been part of that process. Fundamentally, it is the effort to distinguish your products from others. It used to be called “image” or “identity.” Before that it was called “reputation.” What has changed is our highly escalated state of media saturation. We now have print, electronic, cell phone, video, special events, viral campaigns, and more. There are so many ways to be seen, heard, and known, especially visually. We are in a new landscape of intense competition and extreme exposure. The term “branding” evolved to capture the gestalt of it all.

Note to Leaders ~

It is crucial that you personally understand branding. You cannot “leave it to the marketing people.” You cannot delegate the strategic management of your company’s identity. The term has become an essential concept in our management and marketing lexicon. I invite you to join me in clarifying its use and meaning. For a good primer, start with this excellent wikipedia overview.

Branding is a big iceberg, and this is just the proverbial tip.

As always, I invite your feedback and comments.

Ask Mary ~

Answer ~

Stewart Fox, a veteran school administrator and leader, offered these insightful comments:

“I have read with interest your last two posts. I think the best work on how information works in an organization has been done by Margaret Wheatley. I love her analogy about information being the energy that fuels an organization and withholding it inappropriately saps everyone’s energy. I come down heavily on the side of everything on the table. I do realize that some information must be used carefully, but I think too many leaders go overboard and are too secretive.”

Organizations where the leaders have the confidence and the skill to generously share information with employees are becoming the preferred “employers of choice,” especially for Gen X and Millennials. Being overly guarded breeds distrust. Keep the energy flowing with information.

Food for Thought ~

As a leader, how comfortable are you sharing information with your employees? Do your managers/supervisors have the necessary skills to communicate effectively? If not, what can you do to improve the situation?

Remember ~ information is neutral. It’s what we do with it, how we interpret it, and the value we place on it that gives it meaning.

Ask Mary ~

Answer ~

Indeed, one of the roles of a leader is to provide the information staff need to do their jobs. This week let’s look at the other side of the coin, because employees have a responsibility as well. If the information you need isn’t coming to you in a useful and timely manner, then determine the appropriate time, place and person to speak to about it. Managers and leaders usually have a very full workload, and may not realize or understand what you need, so don’t presume it’s a lack of caring or consideration. Give your manager/leader the benefit of the doubt and make a respectful request. Remember, too, there’s a difference between needing and wanting information. It’s a fact of organizational life that some information will not be shared with everyone. Prepare to present your request by doing your homework to explain the situation, the use and value of the information you need. Then help develop a systematic plan for information-sharing that works for all parties concerned.

Food for Thought ~

“Tell me and I’ll forget. Show me and I’ll remember. Involve me and I’ll understand.”
Native American Proverb

Ask Mary ~

Answer ~

Yes, it is the job of leaders/managers to provide the information their staff need to do their jobs. One of the definitions of management is “accomplishing objectives and goals by coordinating, supervising and directing the work of others.” Thus, making time for communication is inherent in the leader’s role. Establishing information systems and networks and disseminating information efficiently and effectively are essential management functions. However, there are always situations and issues that require judgment as to timing and level of detail. The fact that employees are grumbling about this may be an indication that opening up the information flow would be a good idea. Or it may be a yellow flag that other issues need attention. Building the overall trust level would help employees have confidence in the judgment of their leaders/managers and better accept the times when they may not have all the information they desire.

Food for Thought ~

“Employees are looking for work that gives their life meaning. They are searching out organizations whose values and vision are in alignment with their own; whose leaders empower rather than exploit; and where they will feel a sense of community and ownership.”
Richard Barrett

Ask Mary ~

Answer ~

The only way to answer this briefly is to make a broad assertion, so here it is: Good judgment is the sine qua non of good leadership. And deciding when to make an executive decision vs. when to initiate a group decision-making process is a perfect example. This also illustrates the point that leadership is situational; there are no formulas. A leader must consider the circumstances, timing, and the decision-process alternatives in every situation, weigh the costs vs. benefits of the various alternatives, make a decision on how to make the decision, and then take action. That’s where the good judgment comes in. Both types of decision-making are useful and appropriate methodologies. (By the way, these are not the only techniques for making decisions, but they do represent two very different approaches.) Sometimes a leader has days, weeks, or even months to make a decision, sometimes only minutes or possibly just seconds. Some issues are more complex and important than others, and worth a greater investment of resources. Some issues are better served by a group process; some aren’t. The key is knowing when to use which decision-making method.

Food for Thought ~

“Wisdom is knowing what to do next. Skill is knowing how to do it. Virtue is doing it.”
David Starr Jordan (1851 – 1931)
Educator, Ichthyologist, Peace Activist, President of Indiana University and the first President of Stanford University